Organisational Behaviour
Höfundur: SINDING
7.490 kr.
Lýsing:
This sixth edition of Organisational Behaviour provides a thorough introduction to the field for students and aspiring practitioners alike. Comprehensively revised to reflect the most recent developments, this text also retains its strong research foundations. Balancing a psychological approach with social perspectives, covering the effects of personality, emotions, values and group dynamics on an organisation, this book also has a strong business focus emphasising the role of an organisation’s leaders, structure and politics on its overall behaviour.
Key features: New end of chapter case studies for each chapter with relevant examples from across the globe, featuring companies such as United Airlines, Zara and HP, covering the chapter’s main topics, applying the key theories and emphasising what has been learnt. New chapter on organisational architecture combining and refining two previous chapters on organisational structure and organisational design.
New IRL logos to highlight sections that can be seen and applied directly to real life situations. OB in Practice mini cases throughout the chapters have been revised and updated to provide concise international examples, enabling the reader to apply theories learnt into practice. Re-organised chapter structure to ensure greater synergy between chapters and improved flow of knowledge throughout the text.
Annað
- Höfundur: SINDING
- Útgáfa:6
- Útgáfudagur: 2018-02-28
- Hægt að prenta út 2 bls.
- Hægt að afrita 2 bls.
- Format:ePub
- ISBN 13: 9781526846594
- Print ISBN: 9781526812360
- ISBN 10: 1526846594
Efnisyfirlit
- Cover
- Title Page
- Copyright Information
- Dedication
- Brief Table of Contents
- Detailed Table of Contents
- Case Grid
- Preface
- Acknowledgements
- Guided Tour
- Technology to Enhance Learning and Teaching
- Custom Publishing Solutions: Let Us Help Make Our Content Your Solution
- Make the Grade!
- Part 1: The World of Organisational Behaviour
- Chapter 1: Foundations of Organisational Behaviour
- Opening Case Study: Christmas Snow in the Channel Tunnel
- 1.1 The Beginnings of Organisational Behaviour
- 1.2 The Human Relations Movement
- 1.3 Modern Views on Organisational Behaviour
- End of Chapter Case Study: Digital Taylorism
- Learning Outcomes: Summary of Key Terms
- Review Questions
- Personal Awareness and Growth Exercise
- Group Exercise
- Chapter 1: Foundations of Organisational Behaviour
- Chapter 2: Personality Dynamics
- Opening Case Study: Narcissistic Personality Leaders
- 2.1 Self-Esteem: A Controversial Topic
- 2.2 Self-Efficacy
- 2.3 Self-Monitoring
- 2.4 Locus of Control
- 2.5 Personality
- 2.6 Intelligence and Cognitive Abilities
- 2.7 Psychological Tests in the Workplace
- End of Chapter Case Study: Testit and Boxit
- Learning Outcomes: Summary of Key Terms
- Review Questions
- Personal Awareness and Growth Exercise
- Group Exercise
- Chapter 3: Values, Attitudes and Emotions
- Opening Case Study: Is Insensitivity a Vital Managerial Trait?
- 3.1 Values
- 3.2 Attitudes
- 3.3 Emotions
- End of Chapter Case Study: Exaggerating Positivity
- Learning Outcomes: Summary of Key Terms
- Review Questions
- Personal Awareness and Growth Exercise
- Group Exercise
- Chapter 4: Information and Communication in Organisations
- Opening Case Study: Wobbly Wheels: Rabobank, Cycling and Drugs
- 4.1 Information in Organisations
- 4.2 Perception
- 4.3 Agency and Asymmetric Information
- 4.4 Attributions
- 4.5 Sensemaking
- Case Study: The Smokejumpers of Mann Gulch
- 4.6 Information Processing in Organisations
- 4.7 Interpersonal Communication
- 4.8 Organisational Communication Patterns
- Case Study: When I Was a Lad ...
- 4.9 The Loop
- End of Chapter Case Study: The Algorithm Did It!
- Learning Outcomes: Summary of Key Terms
- Review Questions
- Personal Awareness and Growth Exercise
- Group Exercise
- Chapter 5: Content Motivation Theories
- Opening Case Study: Société Générale and the Motivation of Jerome Kerviel
- 5.1 What Does Motivation Involve?
- 5.2 Needs Theories of Motivation
- 5.3 Integration of Need Theories
- 5.4 Job Characteristics and the Design of Work
- End of Chapter Case Study: All that Glisters Is Not Gold
- Learning Outcomes: Summary of Key Terms
- Review Questions
- Personal Awareness and Growth Exercise
- Chapter 6: Process Motivation Theories
- Opening Case Study: PAL Precision Engineering, Nora, Sweden
- 6.1 The Self-Fulfilling Prophecy
- 6.2 Expectancy Theory of Motivation
- 6.3 Equity Theory of Motivation
- 6.4 Motivation through Goal Setting
- 6.5 Understanding Feedback
- 6.6 Organisational Reward Systems
- 6.7 Putting Motivational Theories to Work
- End of Chapter Case Study: Yammer at Marks & Spencer
- Learning Outcomes: Summary of Key Terms
- Review Questions
- Personal Awareness and Growth Exercise
- Group Exercise
- Chapter 7: Group Dynamics
- Opening Case Study: A Retrospective of the Challenger Space Shuttle Disaster — Was It Groupthink?
- 7.1 Groups
- 7.2 Social Networks
- 7.3 Group Development Processes
- 7.4 Roles
- 7.5 Norms
- 7.6 Group Size and Composition
- 7.7 Homogeneous or Heterogeneous Groups?
- 7.8 Threats to Group Effectiveness
- End of Chapter Case Study: Financial Banking Scandals – the Case of Barings Bank
- Learning Outcomes: Summary of Key Terms
- Review Questions
- Personal Awareness and Growth Exercise
- Group Exercise
- Chapter 8: Teams and Teamwork
- Opening Case Study: Miracle on the Hudson
- 8.1 Team Effectiveness
- 8.2 Team Roles and Team Tasks
- 8.3 Typology of Teams
- 8.4 Team Building and Building Teams
- 8.5 Effective Teamwork through Co-Operation, Trust and Cohesiveness
- 8.6 Teams in Action: Quality Circles, Virtual Teams and Self-Managed Teams
- End of Chapter Case Study: Top Musical Bands
- Learning Outcomes: Summary of Key Terms
- Review Questions
- Personal Awareness and Growth Exercise
- Group Exercise
- Chapter 9: Decision-Making
- Opening Case Study: The Gulf of Mexico Oil Spill
- 9.1 Decision Speed
- 9.2 Models of Decision-Making
- 9.3 Dynamics of Decision-Making
- 9.4 Group Decision-Making and Other Forms of Participation
- 9.5 Group Problem-Solving and Creativity
- 9.6 Decision Biases and Challenges
- End of Chapter Case Study: The Rana Plaza Disaster and the Decision-Making of the Retailers
- Learning Outcomes: Summary of Key Terms
- Review Questions
- Personal Awareness and Growth Exercise
- Group Exercise
- Chapter 10: Organisational and International Culture
- Opening Case Study: Seoul Machine
- 10.1 Culture and Organisational Behaviour
- 10.2 Organisational Culture Classification
- 10.3 The Organisational Socialisation process
- 10.4 Intercultural Differences
- 10.5 Models of Cultural Dimensions
- 10.6 Perceptions of Time, Space and Communication
- 10.7 Managing Organisational Culture
- End of Chapter Case Study: ‘The HP Way’ and the Ferrari Development Culture
- Learning Outcomes: Summary of Key Terms
- Review Questions
- Personal Awareness and Growth Exercise
- Group Exercise
- Chapter 11: Organisational Climate: Diversity and Stress
- Opening Case Study: Real Partners Simply Do Not Get Sick
- 11.1 Organisational Climate
- 11.2 Stereotypes and Diversity
- 11.3 Incivility and Behaviours Creating Climate Outcomes
- 11.4 Bad Climate Outcomes: Stress and Burnout, Illness and Exit
- End of Chapter Case Study: Sports Direct and Zero-Hours Contracts
- Learning Outcomes: Summary of Key Terms
- Review Questions
- Personal Awareness and Growth Exercise
- Personal Awareness and Growth Exercise
- Group Exercise
- Group Exercise
- Chapter 12: Power, Politics and Conflict
- Opening Case Study: The Stanford Prison Experiment
- 12.1 Organisational Influence
- 12.2 Bases of Power
- 12.3 Empowerment and Delegation
- 12.4 Organisational Politics
- 12.5 Organisational Conflict
- End of Chapter Case Study: Insider Trading Based on Power
- Learning Outcomes: Summary of Key Terms
- Review Questions
- Personal Awareness and Growth Exercise
- Group Exercise
- Chapter 13: Leadership
- Opening Case Study: The Old Man on the Shopfloor
- 13.1 What Is Leadership?
- 13.2 Trait Theories of Leadership
- 13.3 Behavioural and Styles Theories
- 13.4 Situational and Contingency Theories
- 13.5 Transactional and Transformational/Charismatic Leadership
- 13.6 Additional Perspectives on Leadership
- 13.7 Great to Horrible Leaders
- End of Chapter Case Study: Self-Disruptive, Transparent and Inquisitive Leadership
- Learning Outcomes: Summary of Key Terms
- Review Questions
- Personal Awareness and Growth Exercise
- Group Exercise
- Chapter 14: Organisational Architecture
- Opening Case Study: Siemens – Scandal and Restructuring
- 14.1 Organisation – Defined, Described and Depicted
- 14.2 Elements of Organisation Structure
- 14.3 Organisational Forms
- 14.4 Organisation Types
- 14.5 Organisational Fit
- 14.6 The Contingency Approach to Organisation Design
- 14.7 Organisational Effectiveness
- 14.8 Organisational Decline
- End of Chapter Case Study: Sandvik AB, or There and Back Again
- Learning Outcomes: Summary of Key Terms
- Review Questions
- Personal Awareness and Growth Exercise
- Group Exercise
- Chapter 15: Diagnosing and Changing Organisations
- Opening Case Study: Oh, No! First Place
- 15.1 Forces of Change
- 15.2 Diagnosing the Need for Change
- 15.3 Models and Dynamics of Planned change
- 15.4 Danger: Change in Progress!
- 15.5 Managing Resistance to Change
- 15.6 Ongoing Change or Organisation Development
- End of Chapter Case Study: Mondelez — From Cadbury via Kraft Foods
- Learning Outcomes: Summary of Key Terms
- Review Questions
- Personal Awareness and Growth Exercise
- Group Exercise
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- Gerð : 208
- Höfundur : 15173
- Útgáfuár : 2018
- Leyfi : 379
