Organisational Behaviour For Dummies

Höfundur: Cary L. Cooper, Sheena Johnson, Lynn Holdsworth
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Organisational Behaviour For Dummies

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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
  • Part II: All About the Employee
    • 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
  • Part III: All About the Employer
    • 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
  • Part IV: All About the Organisation
    • 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
  • Part V: All About Hiring and Developing People
    • 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
  • Part VI: The Part of Tens
    • 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
  • Index

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