Organisational Behaviour For Dummies
Lýsing:
Your plain-English introduction to organisational behaviour Organisational Behaviour (OB) is the study of how people, individuals, and groups act in organisations. Whether you're studying OB, or you just want a better understanding of people at work, Organisational Behaviour For Dummies gives you all the essentials for understanding this fascinating subject. Inside you'll find out about personality and individual differences, teams and groups, personnel selection and assessment, and health and well-being at work.
You'll also find out how leaders lead, how motivators motivate, and how the modern workplace is changing and evolving. An easy-to-read introduction to organisational behaviour for business, management, and organisational psychology students A useful reference for managers A fascinating look at behaviour in the modern workplace Whether you're a student of organisational behaviour, a manager, or a lifelong learner with an interest in human behaviour and psychology in the workplace, Organisational Behaviour For Dummies has you covered.
Annað
- Höfundur: Cary L. Cooper, Sheena Johnson, Lynn Holdsworth
- Útgáfa:2
- Útgáfudagur: 2012-06-04
- Hægt að prenta út 2 bls.
- Hægt að afrita 2 bls.
- Format:Page Fidelity
- ISBN 13: 9781119951230
- Print ISBN: 9781119977919
- ISBN 10: 1119951232
Efnisyfirlit
- About the Authors
- Authors’ Acknowledgements
- Contents at a Glance
- Table of Contents
- Introduction
- About This Book
- Conventions Used in This Book
- Foolish Assumptions
- How This Book Is Organised
- Icons Used in This Book
- Where to Go from Here
- Part I: Getting to Grips with Organisational Behaviour
- Chapter 1: Introducing Organisational Behaviour
- Describing Organisational Behaviour
- Who Needs to Know about Organisational Behaviour?
- Organisational Behaviour in Action
- Studying People in Organisations
- What’s in Store for Organisational Behaviour?
- Chapter 2: Working Nine to Five: Understanding Psychology and Behaviour in the Workplace
- Figuring Out the Changing World of Work
- Applying Psychology in the Workplace
- Increasing the Relevance of Psychology
- Chapter 1: Introducing Organisational Behaviour
- Chapter 3: Getting to Know People: Personality and Intelligence Differences
- Defining Personality: Type Versus Trait
- Using Personality in the Workplace
- Assessing Personality to Predict Behaviour
- Measuring Intelligence
- Chapter 4: Having the Right Attitude at Work
- Understanding Attitudes
- Measuring Attitudes with Surveys
- Relating Attitudes to Behaviour
- Fostering Job Satisfaction
- Looking at Commitment
- Changing Attitudes
- Chapter 5: Working Together: Teams and Groups
- Understanding Work Teams and Groups
- Troubling Teams: When Things Go Wrong
- Developing Teams That Perform Well
- Chapter 6: Reducing Stress, and Improving Health and Wellbeing
- Understanding the Causes of Stress
- Seeing How Stress Affects Employees and Employers
- Rooting Out Stress in an Organisation
- Intervening in Stress
- Taking Inspiration from Successful Stress Management Examples
- Chapter 7: Handling Emotionally Demanding Jobs
- Understanding Emotional Labour
- Seeing Emotional Labour in Action
- Burning Out from Emotion Work
- Chapter 8: Leading the Way: Leadership in the Workplace
- Leading or Managing?
- Looking at Leadership Styles
- Avoiding the Dark Side of Leadership
- Developing the Role of Leaders
- Chapter 9: Motivating the Workforce
- Considering the Types of Motivation
- Introducing Theories of Motivation
- All You Need Is . . . Content Theory
- What’s In It for Me? Process Theories
- Motivating Employees: What Works?
- Chapter 10: The Unwritten Agreement: Psychological Contract
- Understanding the Psychological Contract
- Delving Deeper into the Contract
- Undermining the Contract
- Managing the Psychological Contract
- Chapter 11: Ensuring Fairness at Work
- Looking at the Consequences of Unfairness at Work
- Hiring Fairly
- Tackling Bullying at Work
- Avoiding Discrimination at Work
- Managing Diversity
- Dealing with Retirement
- Chapter 12: Designing Jobs
- Understanding the Need for Job Redesign
- Looking at Different Types of Job Design
- Designing for High Performance
- Implementing a Job Design Program
- Empowering Employees
- Chapter 13: Fitting In: Organisational Culture
- Explaining Organisational Culture
- Figuring Out Why Organisational Culture Matters
- Investigating Organisational Culture Change
- Ensuring Safety at Work
- Chapter 14: Changing Organisations
- Understanding How and Why Organisations Change
- Reacting to Change
- Resisting Change
- Managing Change
- Chapter 15: Keeping Pace with the Global Workplace
- Recognising the Worldwide Workforce
- Bringing Worlds Apart Closer Together
- Exploring Value Dimensions
- Managing Internationally
- Chapter 16: Working Virtually
- Shaping the Future of the Workplace
- Managing Virtually
- Realising the Downsides of Virtual Working
- Chapter 17: Hiring the Right People
- Analysing the Job
- Creating the Person Specification
- Choosing Effective Selection Methods
- Avoiding Less Effective Selection Methods
- Weighing the Options
- Using Technology in Selection
- Chapter 18: Assessing and Appraising
- Interpreting Employee Behaviour Correctly
- Appraising at Work
- Assessing Performance at Work
- Implementing or Improving the Appraisal Process
- Chapter 19: Training and Developing People
- Talking about Training
- Following the Training Cycle
- Exploring Types of Training
- Transferring Training to Work
- Considering Development
- Chapter 20: Ten Tips for Good Employee Relations
- Offering Praise and Rewards
- Rewarding Effort Financially
- Allowing Autonomy and Control
- Engaging Your Employees
- Setting Achievable Workloads
- Encouraging Flexible Working
- Communicating Fully
- Ensuring Development Opportunities
- Getting Involved in Socially Responsible Work
- Walking the Talk
- Chapter 21: Ten Stressful Occupations
- Teachers
- Care Providers in Social Services
- Ambulance Staff
- Prison Officers
- Managers (Private Sector)
- Customer Service Workers
- Clerical and Administration Staff
- Police Officers
- Firefighters
- University Lecturers
- Chapter 22: Ten Tips for Managing Your Manager
- Understand Your Boss
- Never say, ‘It can’t be done.’
- Offer Solutions to Problems
- Tell the Boss about Your Successes
- Develop a Personal Relationship with Your Manager
- Go Beyond Your Job Description to Achieve Your Objectives
- Refrain from Bad-Mouthing
- Be Loyal
- Listen Carefully
- Be Clear about What You Want
- Chapter 23: Ten Up and Coming Issues in Organisational Behaviour
- Managing Post-Recession
- Handling Constant Change
- Engaging the Workforce
- Changing Jobs and Career Development
- Achieving Work–Life Balance
- Maintaining Health and Wellbeing
- Considering New Industrial Relations
- Being Happy at Work
- Understanding Management Style
- Managing the Ageing Workforce
- Chapter 24: Ten Engagement Factors for Employees
- Respect
- Type of Work
- Work–Life Balance
- Good Service to Customers
- Base Pay
- Coworkers
- Benefits
- Long-Term Career Potential
- Training and Development
- Flexible Working
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- Gerð : 208
- Höfundur : 10826
- Útgáfuár : 2012
- Leyfi : 379