DEDICATION -- CONTENTS -- LIST OF TABLES AND FIGURES -- PREFACE -- WHY THESE THEORIES? -- THE ESSENTIAL THEORIES -- STRUCTURE OF THE BOOK -- STRUCTURE OF THE CHAPTERS -- ACKNOWLEDGMENTS -- PART I THE CORNERSTONES OF SCIENTIFIC THEORY AND PRACTICAL APPLICATIONS -- CHAPTER 1 ON THE NATURE OF THEORY -- HOW THEORY IS EMBEDDED IN SCIENCE -- ASSUMPTIONS OF SCIENCE,THEORIZING,AND TESTING THEORY -- THEORY BUILDING -- DEFINING A GOOD (OR STRONG)THEORY -- SCIENTIFIC DECISION MAKING -- CONCLUSIONS -- REFERENCES -- CHAPTER 2 ON THE NATURE OF PRACTICE AND THE THEORY-PRACTICE RELATIONSHIP -- THE SOURCES OF PRACTICAL APPLICATIONS -- SCIENTIFIC AND MANAGERIAL DECISIONS -- GUIDELINES FOR THE FUTURE -- THE THEORY-PRACTICE RELATIONSHIP IN THE CURRENT LITERATURE -- ORIENTATION TO PRACTICE IN THE BUSINESS SCHOOLS -- CRITIQUES -- CONCLUSIONS -- REFERENCES -- PART II FROM MOTIVATION THEORY TO MOTIVATIONAL PRACTICE -- CHAPTER 3 FROM KURT LEWIN 'S SOCIAL PSYCHOLOGY TO CHANGE PROCESSES AND GOAL SETTING -- EARLY RESEARCH -- CHANGE PROCESSES -- LEVEL OF ASPIRATION AND GOAL SETTING -- CONCLUSIONS -- REFERENCES -- CHAPTER 4 FROM DAVID MCCLELLAND 'S ACHIEVEMENT MOTIVATION THEORY TO ACHIEVEMENT/POWER- MOTIVATION TRAINING AND COMPETENCE ASSESSMENT -- ACHIEVEMENT SITUATIONS -- THE ROLE OF POWER MOTIVATION -- AFFILIATION MOTIVATION ADDED IN -- MOTIVATIONAL CHANGE AND DEVELOPMENT -- COMPETENCE ASSESSMENT -- CONCLUSIONS -- REFERENCES -- CHAPTER 5 FROM FREDERICK HERZBERG 'S MOTIVATION-HYGIENE THEORY TO ORTHODOX JOB ENRICHMENT -- THE GENESIS OF JOB ENRICHMENT -- MOTIVATION-HYGIENE THEORY -- APPLICATIONS TO JOB ENRICHMENT -- RESEARCH ON THE THEORY -- THEORY AND PRACTICE -- CONCLUSIONS -- REFERENCES -- CHAPTER 6 FROM GREG OLDHAM AND RICHARD HACKMAN 'S JOB-CHARACTERISTICS THEORY TO THEIR APPROACH TO JOB ENRICHMENT -- HACKMAN-LAWLER PROPOSITIONS -- CORE JOB CHARACTERISTICS.

CRITICAL PSYCHOLOGICAL STATES -- OUTCOMES -- MODERATORS -- ACTION PRINCIPLES -- GROUP TASKS -- MEASUREMENT -- RESEARCH EVIDENCE -- CONCLUSIONS -- REFERENCES -- CHAPTER 7 FROM VICTOR VROOM 'S AND LYMAN PORTER AND EDWARD LAWLER 'S EXPECTANCY THEORIES TO COMPENSATION AND BENEFITS PRACTICES IN RATIONALIZED ORGANIZATIONS -- VROOM 'S THEORY OF WORK AND MOTIVATION -- THE PORTER/LAWLER MODEL -- LAWLER 'S SUBSEQUENT STATEMENTS -- INITIAL RESEARCH EVIDENCE -- PRACTICAL USEFULNESS -- CONCLUSIONS -- REFERENCES -- CHAPTER 8 FROM FRED LUTHANS AND ROBERT KREITNER 'S OPERANT-BEHAVIOR THEORY TO ORGANIZATIONAL-BEHAVIOR MODIFICATION -- FORMULATIONS SET FORTH BY HAMNER -- ORGANIZATIONAL BEHAVIOR-MODIFICATION THEORY -- PUTTING O.B.MOD.TO USE -- CONCLUSIONS -- CHAPTER 9 FROM STACY ADAMS 'S EQUITY THEORY AND THE DISTRIBUTIVE-JUSTICE CONSTRUCT TO COMPENSATION ADMINISTRATION AND TRAINING TO FOSTER ORGANIZATIONAL JUSTICE -- EQUITY THEORY -- ADAMS 'S RESEARCH ON OVER-REWARD INEQUITY -- CONSIDERATIONS IN BUILDING EQUITY AND DISTRIBUTIVE JUSTICE -- IMPLICATIONS FOR COMPENSATION ADMINISTRATION AND TRAINING -- CONCLUSIONS -- REFERENCES -- CHAPTER 10 FROM EDWIN LOCKE AND GARY LATHAM 'S GOAL-SETTING THEORY TO GOAL SETTING IN ORGANIZATIONS -- PHASE I AND GOAL SETTING IN THE LABORATORY -- PHASE II AND GOAL SETTING IN THE FIELD -- PHASE III AND THE EXPANDING DOMAIN -- APPLICATIONS AND THE USE OF GOAL SETTING IN ORGANIZATIONS -- CONCLUSIONS -- REFERENCES -- EPILOGUE ON MOTIVATION -- 1.FROM HARRY LEVINSON 'S PSYCHOANALYTIC THEORY TO PSYCHOLOGICAL ASSESSMENT (USING THE EGO IDEAL, RECAPITULATION OF THE FAMILY STRUCTURE,AND THE PSYCHOLOGICAL CONTRACT) -- 2.FROM ELTON MAYO 'S PERSONALITY AND MOTIVATION THEORY TO HUMAN-RELATIONS TRAINING AND AN APPROACH TO EMPLOYEE COUNSELING -- 3.FROM FREDERICK TAYLOR 'S SCIENTIFIC MANAGEMENT TO TIME AND MOTION STUDY -- REFERENCES.

PART III FROM LEADERSHIP THEORY TO LEADERSHIP PRACTICE -- CHAPTER 11 FROM VICTOR VROOM,PHILIP YETTON,AND ARTHUR JAGO 'S NORMATIVE DECISION-PROCESS THEORY TO THE USE OF PARTICIPATIVE MANAGEMENT -- THE INITIAL GROUP DECISION SHARING THEORY -- THE INITIAL INDIVIDUAL DECISION SHARING THEORY -- THE LATER THEORY -- PUTTING THE THEORY TO USE -- RESEARCH ON THE THEORY -- DOES PARTICIPATIVE MANAGEMENT WORK? -- CONCLUSIONS -- REFERENCES -- CHAPTER 12 FROM FRED FIEDLER 'S CONTINGENCY THEORY OF LEADERSHIP TO THE LEADER-MATCH APPROACH TO MANAGEMENT DEVELOPMENT -- THE MOVE TO FORMAL THEORY -- THE LEADER-MATCH APPROACH TO MANAGEMENT DEVELOPMENT -- CONCLUSIONS -- REFERENCES -- CHAPTER 13 FROM GEORGE GRAEN 'S VERTICAL DYAD LINKAGE/LEADER-MEMBER EXCHANGE THEORY TO HIGH QUALITY INTERVENTIONS ACROSS THE -- THEORETICAL STATEMENTS -- THE NORMATIVE CONCEPT OF HIGH-QUALITY RELATIONSHIPS -- HIGH-QUALITY INTERVENTIONS ACROSS THE BOARD -- ENHANCING FAST-TRACK CAREERS -- RESEARCH EVIDENCE -- CONCLUSIONS -- REFERENCES -- CHAPTER 14 FROM STEVEN KERR 'S SUBSTITUTES FOR LEADERSHIP TO PROVIDING METHODS TO IMPROVE INFLUENCE PROCESSES IN ORGANIZATION -- EVOLVING THEORY AND APPLICATIONS -- RESEARCH EVIDENCE -- REPOSITIONING THE THEORY -- CONCLUSIONS -- REFERENCES -- CHAPTER 15 FROM JOHN MINER 'S ROLE-MOTIVATION THEORY TO MANAGERIAL ROLE-MOTIVATION TRAINING AND PSYCHOLOGICAL ASSESSMENT -- THE THEORIES -- MANAGERIAL ROLE-MOTIVATION TRAINING -- PSYCHOLOGICAL ASSESSMENT -- CONCLUSIONS -- REFERENCES -- CHAPTER 16 FROM BERNARD BASS 'S TRANSFORMATIONAL-LEADERSHIP THEORY TO TRANSFORMATIONAL TRAINING -- THEORETICAL STATEMENTS -- TRANSFORMATIONAL TRAINING -- SIGNIFICANT RESEARCH FINDINGS ON THE THEORY -- CONCLUSIONS -- REFERENCES -- EPILOGUE ON LEADERSHIP -- 1.FROM DOUGLAS MCGREGOR 'S THEORY X AND THEORY Y TO PARTICIPATIVE MANAGEMENT (PARTICULARLY IN PERFORMANCE APPRAISAL).

2.FROM FRANK HELLER 'S INFLUENCE-POWER CONTINUUM THEORY TO PARTICIPATIVE MANAGEMENT (PARTICULARLY IN RELATION TO COMPETENCE -- REFERENCES -- PART IV FROM DECISION-MAKING THEORY TO DECISION-MAKING PRACTICE -- CHAPTER 17 FROM LEE ROY BEACH 'S IMAGE THEORY TO ORGANIZATIONAL DECISION MAKING -- INDIVIDUAL THEORY -- RESEARCH ON THE INDIVIDUAL THEORY -- ORGANIZATIONAL DECISION MAKING -- CONCLUSIONS -- REFERENCES -- EPILOGUE ON DECISION MAKING -- PART V FROM SYSTEMS THEORY TO THE PROCESSES AND STRUCTURES OF ORGANIZATIONS -- CHAPTER 18 FROM ERIC TRIST AND FRED EMERY 'S SOCIOTECHNICAL- SYSTEMS THEORY TO AUTONOMOUS WORK GROUPS -- STATEMENTS OF SOCIOTECHNICAL THEORY -- AUTONOMOUS WORK GROUPS -- CONCLUSIONS -- REFERENCES -- CHAPTER 19 FROM PAUL LAWRENCE AND JAY LORSCH 'S CONTINGENCY THEORY OF ORGANIZATIONS -DIFFERENTIATION AND INTEGRATION -TO ORGANIZATION DEVELOPMENT AND MATRIX STRUCTURES -- STATEMENTS OF CONTINGENCY THEORY -- CONTRIBUTIONS TO PRACTICE -- CONCLUSIONS -- REFERENCES -- EPILOGUE ON SYSTEMS -- 1.FROM RENSIS LIKERT 'S THEORY OF SYSTEMS 1 -4 AND 4T TO PARTICIPATIVE MANAGEMENT (PARTICULARLY INVOLVING HUMAN-RESOURCE ACCOUNTING AND SURVEY FEEDBACK) -- 2.FROM HENRI FAYOL 'S PRINCIPLES AND ELEMENTS OF MANAGING TO THE FUNCTIONS OF MANAGEMENT -- REFERENCES -- PART VI FROM BUREAUCRACY-RELATED CONCEPTS TO THE PROCESSES AND STRUCTURES OF ORGANIZATIONS -- CHAPTER 20 FROM MAX WEBER 'S THEORY OF BUREAUCRACY TO THE PROCESSES AND STRUCTURES OF HIERARCHIC ORGANIZATIONS -- BUREAUCRACY -- THE STATUS OF BUREAUCRACY -- CONCLUSIONS -- REFERENCES -- CHAPTER 21 FROM DEREK PUGH,DAVID HICKSON,AND ROBERT HININGS 'S THEORY UNDERLYING THE ASTON STUDIES TO ORGANIZATIONAL PROCESSES AND STRUCTURING -- FROM THE ASTON STUDIES TO ASTON THEORY -- THE RESEARCH -- IMPLICATIONS FOR ORGANIZATION PLANNING AND DESIGN -- CONCLUSIONS -- REFERENCES.

CHAPTER 22 FROM PETER BLAU 'S THEORY OF DIFFERENTIATION TO ORGANIZATIONAL PROCESS AND STRUCTURING -- THEORETICAL POSITIONS -- BLAU 'S THEORY IN PRACTICE -- CONCLUSIONS -- REFERENCES -- CHAPTER 23 FROM CHRIS ARGYRIS 'S GOAL CONGRUENCE THEORY AND HIS THEORY OF ORGANIZATIONAL LEARNING TO ORGANIZATION DEVELOPMENT -- GOAL CONGRUENCE THEORY -- ORGANIZATIONAL LEARNING AND DEFENSIVE ROUTINES -- ORGANIZATION-DEVELOPMENT APPLICATIONS -- RESEARCH AND NONRESEARCH -- CONCLUSIONS -- REFERENCES -- CHAPTER 24 FROM EDGAR SCHEIN 'S ORGANIZATIONAL-CULTURE THEORY TO ORGANIZATION DEVELOPMENT (PARTICULARLY INVOLVING PROCESS CON -- PROCESS CONSULTATION -- THE THEORY OF ORGANIZATIONAL CULTURE AND LEADERSHIP -- RESEARCH EVIDENCE -- CONCLUSIONS -- REFERENCES -- EPILOGUE ON BUREAUCRACY -- 1.FROM VICTOR THOMPSON 'S DYSFUNCTIONS OF BUREAUCRACY TO DUAL HIERARCHIES AND VENTURE STRUCTURES -- 2.FROM WARREN BENNIS 'S THEORY OF BUREAUCRATIC DEMISE TO TEMPORARY SYSTEMS -- 3.FROM ROBERT BLAKE AND JANE MOUTON 'S GRID THEORY OF LEADERSHIP TO GRID-ORGANIZATION DEVELOPMENT -- 4.FROM ROBERT GOLEMBIEWSKI CONCEPT OF ALPHA BETA AND GAMMA CHANGE TO THE EVAULATION OF ORGANIZATION DEVELOPMENT -- REFERENCES -- PART VII FROM SOCIOLOGICAL CONCEPTS OF ORGANIZATION TO MACRO- ORGANIZATIONAL FUNCTIONING -- CHAPTER 25 FROM JEFFREY PFEFFER AND GERALD SALANCIK 'S EXTERNAL CONTROL OF ORGANIZATIONS RESOURCE DEPENDENCE PERSPECTIVE TO E -- THE THEORY -- EVIDENCE-BASED PRACTICE -- CONCLUSIONS -- REFERENCES -- CHAPTER 26 FROM JOHN MEYER AND RICHARD SCOTT 'S NEOINSTITUTIONAL THEORY TO MANAGEMENT EDUCATION -- NEOINSTITUTIONAL THEORY -- CONTRIBUTIONS TO MANAGEMENT EDUCATION -- RESEARCH EVIDENCE PURSUANT TO MANAGEMENT- EDUCATION GOALS -- CONCLUSIONS -- REFERENCES -- EPILOGUE ON SOCIOLOGICAL CONCEPTS -- NAME INDEX -- SUBJECT INDEX -- ABOUT THE AUTHOR.