Management of Organizational Behavior: Utilizing Human Resources

by Paul Hersey, Dewey E. Johnson, Kenneth H. Blanchard

Best-selling book based on fundamental ideas from the applied behavioral sciences that have been successfully applied in thousands of organizations throughout the world. Updated and revised. Paper. Organizational behavior.

Genres: Leadership, Business, Management, Historical Romance, Nonfiction, Reference, Education

627 pages, Paperback

First published January 1, 1969

About the author

Paul Hersey was a behavioral scientist and entrepreneur. He was best known for conceiving Situational Leadership. Hersey published Management of Organization Behavior, which is now in its ninth edition.

Reviews

[Jim Razinha · Rating 2 out of 5]

I generally don't like to spoil someone's read in my reviews, but let me save you some time with a BLUF (Bottom Line Up Front):

Different people in different situations at different times require different leadership approaches.

There. Summarized in one sentence what Blanchard's 140 pages of white space (times how many different versions?) could have said in an at most a three page background description, and what the trio of credited authors of this book started with 625 pages.

Every now and then I entertain the thought of getting an advanced degree in management theory. Then I read a book like this, which sobers me back to reality and a deliberate "are you sure?" I am a lot less impressed with Ken Blanchard's One Minute Manager books than what seems like most people. I had to read another one for a manager's round table and thought yet again that Blanchard has a gift for fluffing out simple concepts. I decided to see if there was any substance behind the too common sense to be branded "Situational Leadership" business and requested an inter library loan of this book.

I should admit that I do think Blanchard's books, unlike a lot of business books I've read, actually have some (albeit very simple) value at the core. That I also find them to be overly thin and incredibly annoying doesn't change that. I'm not sure how much of this book, though, is Blanchard; it seems likely to be largely Hersey - Blanchard appears to have lusted for the golden calf and split to make some big bucks. Be warned...this a text book, and as such, cumbersome. I was 188 pages in - lots of management theory history - before they got to Situational Leadership. This is tedious and repetitious, and props to Blanchard for condensing it.

Most of the time, I don't get as much out of these management books as others seem to. I might grab one or two thoughts to stick in the toolbox, but that more often than not is enough to justify the tedious reads. Maybe this stuff just comes naturally to me, but the concepts expounded here are no-brainers. Slapping a registered trademark on "Situational Leadership" is like the guy wanting to patent the double mouse click.

This might work for some, but it is a textbook and not a fun read (it's not difficult...just not fun.) For something more obvious, go find one of Blanchard's One Minutes - so, so far from difficult, and also ... not fun.

[catechism · Rating 4 out of 5]

I read a 650-page book about management theory in 10 days, and I think I liked it. I contain multitudes.

[Rusty · Rating 5 out of 5]

This is an in depth look at how to use human resources in organizations with case stories complete with theoretical and analytical comments. Both practitioners and management students will find this book a valuable resource. A smooth-flowing readable style aids the reader in examining case stories from many different behavioral science theories and frameworks. It is an outstanding volume to have in one's management collection. It was fun to reread this book this month (1/20110.

[Jessica · Rating 3 out of 5]

School Book... =)

[Ryan · Rating 5 out of 5]

The foundational reading for changing the shape of human organization.

[Fimilia · Rating 3 out of 5]

For an experienced manager, this book did not give much new information. The age of the book was also very strongly reflected in the content. There were interesting chapters in the book, and I ignored the less interesting and old-fashioned chapters.

[Aniket Patil · Rating 3 out of 5]

read it for the purpose of textbook. Got the theory . good book, but its merely a reference book. okay stuff compared to many other books.

[Elizabeth]

As seen in Situational Leadership: https://www.situational.com/the-cls-d...

[Timothy Darling · Rating 4 out of 5]

Management of Organizational Behavior is a classic example of reconciliation and synthesis. It makes a valiant attempt at combining and aligning many different types of behavioral, social, psychological and leadership theories. One cannot help wondering how much the data was massaged to make it fit the sythesized model. However, most of the theories mentioned are well established and respected, so they should not be ignored. Discovering your own leadership style strengths, or how to negotiate leadership styles with subordinates have highly developed systems, and the book describes them, but using the tools requires further steps. Those steps involve understanding and being able to apply all styles of leadership to all styles of worker behavior. The adaptive mechanism is asserted rather than explained.

On the whole, the theory makes a great deal of sense. When a person is behaving a certain way, if I lead them in a corresponding way I should see good results. Insecurity requires detailed direction. High competence and willingness means I can delegate. The workers in a work environment should respond well to such individualized treatment.

It is a rather complete package, though the book begins, after awhile, seeming like it is merely introductory. The authors have available a number of evaluative and diagnostic tools as part of a larger package which the book merely describes.

This is a book best digested slowly. If the reader ascribes to the method, then there are detailed theories and skills to be absorbed and can only be absorbed with practice. The authors ascribe openly and apologetically to a behavioristic theory of human interaction. We do not act according to what our leaders think but according to what they do. What they say will stimulate certain behavior. As a leader learns to identify certain organizational dynamics, he must learn the appropriate approaches to implement effective leadership. This cannot happen quickly. The model is so complex as to require the memorization, application, and developing competency in a number of high level functions of reasoning and inter-personal dynamics. It would be easy to see an organization using this model finding it difficult to reproduce in the management structure, since it would require so much work for managers to learn and even learning it would not guarantee competence. No room is given in the book for the idea that a person may have difficulty balancing the complextiy of the process, or that all people actually can do it, even if they knew how.

[Alan · Rating 4 out of 5]

This book provided some great insights into organizational change and handling people. My people skills improved dramatically after reading it. It provides a very useful theoretical model to hang ones practical manager's hat on. Really good!

[Karl Mueller · Rating 4 out of 5]

While this book was written in 1982, it is still relevant to leadership and organizational development today. I would encourage all those involved in leadership, management and organizational development to consider reading this book.

[John · Rating 3 out of 5]

Rated: C-

[Matthew Simmons · Rating 4 out of 5]

This is the single best Management book I have ever read. Its 4-sector approach is a great framework for managing almost anyone at almost any stage of their career. It even works for kids :)

[Sean · Rating 3 out of 5]

It's a text and reads like such. Good information that will help going forward.
If it wasn't an assigned textbook, I would probably not have read it.
Also, it was over $100, ouch.

[Qurratul Idriz]

wanna this books

[Shahadat]

good