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In this fourth edition of his ground-breaking work, Herbert A. Simon applies his pioneering theory of human choice and administrative decision-making to concrete organizational problems. To commemorate the fiftieth anniversary of the book's original publication, Professor Simon enhances his timeless observations on the human decision-making process with commentaries examining new facets of organizational behavior. Investigating the impact of changing social values and modem technology on the operation of organizations, the new ideas featured in this revised edition update a book that has become a worldwide classic. Named by Public Administration Review as "Book of the Half Century," Administrative Behavior is considered one of the most influential books on social science thinking, and was referred to by the Nobel Committee as "epoch-making." Written for managers and other professionals who wish to understand the decision-making processes at the heart of organization and management, it is also essential reading for students in business and management, economics, sociology, psychology computer science, government, and law.
Everything you ever wanted to know about growing grapes March and Simon's Organizations has become a classic in the field of organizational management for its broad scope and depth of information. Written by two of the most prominent experts in the field, this book offers invaluable insight on all aspects of organizational culture through deep discussion of organization theory. The definitive reference for topics including bounded rationality, satisficing, inducement/contribution balances, attention focus, uncertainty absorption and more, this seminal text offers authoritative insight with a practical grounding in the field.
What can reason (or more broadly, thinking) do for us and what can't it do? This is the question examined by Herbert A. Simon, who received the 1978 Nobel Prize in Economic Sciences "for his pioneering work on decision-making processes in economic organizations." The ability to apply reason to the choice of actions is supposed to be one of the defining characteristics of our species. In the first two chapters, the author explores the nature and limits of human reason, comparing and evaluating the major theoretical frameworks that have been erected to explain reasoning processes. He also discusses the interaction of thinking and emotion in the choice of our actions. In the third and final chapter, the author applies the theory of bounded rationality to social institutions and human behavior, and points out the problems created by limited attention span human inability to deal with more than one difficult problem at a time. He concludes that we must recognize the limitations on our capabilities for rational choice and pursue goals that, in their tentativeness and flexibility, are compatible with those limits.
Nobel Laureate Herbert A. Simon has in the past quarter century been in the front line of the information-processing revolution; in fact, to a remarkable extent his and his colleagues' contributions have written the history of that revolution in cognitive psychology. Research in this burgeoning new branch of knowledge seeks to describe with precision the workings of the human mind in terms of a small number of basic mechanisms organized into strategies. Newly developed computer languages express theories of mental processes, so that computers can then simulate the predicted human behavior. This book brings together papers dating from the start of Simon's career to the present. Its focus is on modeling the chief components of human cognition and on testing these models experimentally. After considering basic structural elements of the human information-processing system (especially search, selective attention, and storage in memory), Simon builds from these components a system capable of solving problems, inducing rules and concepts, perceiving, and understanding. These essays describe a relatively austere, simple, and unified processing system capable of highly complex and various tasks. They provide strong evidence for an explanation of human thinking in terms of basic information processes.
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ORGANIZATIONAL BEHAVIOR: INTEGRATING INDIVIDUALS, GROUPS AND ORGANIZATIONS, THIRD EDITION is a well-organized introduction to the current field of organizational behavior with in-depth coverage of the most critical concepts. Its practical approach shows the power of organizational behavior theory for understanding one's behavior and the behavior of others in any organization. Although firmly grounded in behavioral science theory and research, the text is not a compendium of research findings. Champoux includes examples and builds frameworks that make the material clear and easy to understand. The concise format allows the text to be used as a primer or to be supplemented with additional cases, readings, or exercises. More interactive than in previous editions, this text provides students with several online features to reinforce their knowledge of chapter content with exercises, practice and other learning opportunities.
For all college courses in police administration or organizational behavior, and as a reference for police managers or officers preparing for promotional exams. This text provides a clear, concise, realistic, and up-to-date blueprint for successful police management. Drawing on decades of experience as practitioners, consultants, trainers and researchers, the authors fully reflect current theory and practice, while accurately capturing the "feel" of real-world law enforcement management. They focus on organizational behavior to promote a deeper understanding of both the police organization as a whole, as well as key interactions among officers, managers, and the community. This edition integrates the latest research, and presents all-new chapters on performance-based management and organizational development. It offers expanded coverage of leadership, team-building, stress management, and many other topics; as well as 39 new cases.
A must-read for students in public administration and nonprofit management programs! Managing Human Behavior in Public and Nonprofit Organizations, Fourth Edition, is designed to help students understand, manage, and influence the behavior of others in the workplace. Esteemed authors Robert B. Denhardt, Janet V. Denhardt, and Maria P. Aristigueta take an action-oriented approach by using real-world circumstances within public and nonprofit organizations to illustrate key concepts. Important topics such as stress, decision making, motivation, leadership, communication, teams, and change give students a foundational understanding of the basic issues that affect human behavior. In addition to new cases and examples from the public and nonprofit sectors, the Fourth Edition features new material on leadership and organizational change, cultural diversity and generational diversity, and positive organizational behavior.
It is the rare book that remains in print for nearly fifty years, earning wide acclaim as a classic. The Forest Ranger has been essential reading for generations of professionals and scholars in forestry, public administration, and organizational behavior who are interested in the administration of public lands and how the top managers of a large, dispersed organization with multiple objectives like the Forest Service shape the behavior of its field officers into a coherent, unified program. Published as a special reprint in conjunction with the 100th anniversary of the U.S. Forest Service, The Forest Ranger is as relevant and timely today as when it was first issued in 1960. In addition to the original text, this special reprint of The Forest Ranger includes two new forewords and an afterword that highlight how much we have learned from Herbert Kaufman. The first foreword, by Harold K. (Pete) Steen, former president of the Forest History Society, considers the book's impact on the forestry community and explains its continued relevance in light of changes in the culture and mission of today's Forest Service. The second, by Richard P. Nathan, codirector of the Rockefeller Institute of Government, considers the book's contribution to our understanding of administrative and organizational behavior. The new afterword by author Herbert Kaufman describes how his landmark study came into being and offers a candid assessment of how his theories about the agency's operations and its future have held up over time. In 1960, the Forest Service had a well-deserved reputation for excellence, and The Forest Ranger was a seminal analysis of the hows and whys of its success. Kaufmanalso warned, however, that an organization so unified and well adapted to its environment would have difficulties navigating social change. He was right in his concerns: the environmental, civil rights, and women's movements have all presented challenges to the character and purpose of the Forest Service, ultimately changing the organization in subtle and not-so-subtle ways. Now, as then, The Forest Ranger is a striking and prescient case study of how a complex organization operates and evolves over time.