Muutke küpsiste eelistusi

Organizational Behavior Today [Kõva köide]

  • Formaat: Hardback, 356 pages, kõrgus x laius: 246x174 mm, kaal: 870 g, 2 Tables, black and white; 47 Line drawings, black and white; 47 Illustrations, black and white
  • Ilmumisaeg: 03-Mar-2021
  • Kirjastus: Routledge
  • ISBN-10: 0367695073
  • ISBN-13: 9780367695071
Teised raamatud teemal:
  • Kõva köide
  • Hind: 159,19 €*
  • * hind on lõplik, st. muud allahindlused enam ei rakendu
  • Tavahind: 212,25 €
  • Säästad 25%
  • Raamatu kohalejõudmiseks kirjastusest kulub orienteeruvalt 3-4 nädalat
  • Kogus:
  • Lisa ostukorvi
  • Tasuta tarne
  • Tellimisaeg 2-4 nädalat
  • Lisa soovinimekirja
Organizational Behavior TodaySuurem pilt
  • Formaat: Hardback, 356 pages, kõrgus x laius: 246x174 mm, kaal: 870 g, 2 Tables, black and white; 47 Line drawings, black and white; 47 Illustrations, black and white
  • Ilmumisaeg: 03-Mar-2021
  • Kirjastus: Routledge
  • ISBN-10: 0367695073
  • ISBN-13: 9780367695071
Teised raamatud teemal:
Teised raamatud sellest sooduspakkumisest: Kevadine sooduspakkumine - kuni 31. maini üle miljoni raamatu kuni 25% soodsamalt
Püsilink: https://www.kriso.ee/db/9780367695071.html
Märksõnad:

This exciting new introductory text offers a new perspective on teaching organizational behavior by framing the organization as the vehicle for implementing strategic management processes, while also breaking down how the different components of an organization are designed to work together. Unlike traditional OB texts, Organizational Behavior Today emphasizes a "big picture" examination of how organizations function in a Darwinian world, in which the primary goal of an organization is survival.

The book introduces readers to the three stages of the strategic management process: strategy formulation, strategy implementation and strategic control, thereby linking the organization to its mission, vision and strategic goals. Essential OB concepts such as work processes, policy, worker behavior, reward system, change management and leadership development are covered, and the book also highlights the impact of technology on organizations.

To support student comprehension and bring the study of OB to life, the book includes vignettes highlighting real organizations who have implemented OB processes, either successfully or unsuccessfully. End-of-chapter questions ensure that students can apply the information learned effectively. Accompanying online resources for this text, available at www.routledge.com/9780367695095, include a curated list of relevant video content. The book is suitable for undergraduates and graduate students completing a first course in Organizational Behavior, as well as a practical reference for current managers wishing to optimize organizational performance.

Arvustused

"Author Stanley Ross has done a fantastic job putting together the pieces of the great puzzle of organizational behavior in a way that is accessible to all readers. Students, practitioners, and scholars will benefit from the texts clarity of explanation, real-life case studies, and integration of policy and policy-making. Organizational Behavior Today is a must-read." Dr. Habib Chamoun-Nicolas, Professor of International Negotiations and Business Development, University of St Thomas, Houston

"I highly recommend this textbook as it examines the foundational theories and most important concepts of Organizational Behavior to help students comprehend and apply OB practices in the workplace. The text also provides an overview of the most current OB research along with examples of how real businesses are implementing OB concepts. The text includes illustrations, case studies, and end-of-chapter questions to help enhance student comprehension." Kennedy Kwabena Amofa, Assistant Professor of Business Administration, Columbia College

"Organizational Behavior Today is written in a very organized way thats easy to follow. As a business forensics specialist, I deal with organizational behavior regularly. This book will help guide employees and employers to understand how their organization works and how to improve it inside and out." Johnathon Vermaelen, Review Assistant in E-Discovery and Forensic Accounting, and Author of Business Forensics 101

Introduction xix
Preview xix
Core Message xx
Statement of Aims xx
Chapter Synopses xxiii
Part I Strategic Overview
1(22)
Chapter 1 Organizational Strategy and Organizational Behavior
3(20)
Overview
3(1)
Learning Objective #1 Major Features of the Strategic Management Model
4(4)
Learning Objective #2 Strategic Management as a Process
8(3)
Learning Objective #3 The Meaning of the Term "Strategy"
11(1)
Learning Objective #4 Differences between the Three Levels of Strategy
12(2)
Learning Objective #5 The Relationship between the Strategy Formulation Planning Process and the Strategy Implementation Process
14(1)
Learning Objective #6 Meaning of the Terms Formalization and Informal
15(2)
Learning Objective #7 Organizational Size and Formalization
17(2)
Learning Objective #8 Purpose and Functions of Management Systems, Work Processes and Organizational Policies
19(4)
Part II Operational Issues
23(118)
Chapter 2 Strategy Implementation and the Organization
25(26)
Overview
25(2)
Learning Objective #1 List and Explain the Factors that Make Up the Strategy Implementation Process
27(3)
Learning Objective #2 Describe How the Strategy Formulation Process and the Strategy Implementation Process Are Top-Down and Bottom-Up Processes
30(3)
Learning Objective #3 Identify and Explain the Reasons Why the Strategy Implementation Process Leads to Challenges
33(2)
Learning Objective #4 Explain the Link between Strategy and Strategic Goals and Operational Objectives
35(2)
Learning Objective #5 Discuss the Association between the Increasing Systemization of the Strategy Implementation Process and Increasing Operational Success
37(3)
Learning Objective #6 Identify and Describe How the Implementors Are Organized
40(4)
Learning Objective #7 Discuss the Role of Each Manager Type in the Strategy Implementation Process
44(1)
Learning Objective #8 Identify and Explain the Use of Performance Indicators and Performance Review Process during the Strategy Implementation Process (SMART Objectives)
45(2)
Learning Objective #9 Identify and Explain the Purpose of the Reporting Process during the Strategy Implementation Process
47(1)
Learning Objective #10 State and Discuss the Features of a Policy
48(3)
Chapter 3 Management Systems
51(20)
Overview
51(1)
Learning Objective #1 Explain the Purpose and Function of a Management System
52(1)
Learning Objective #2 Identify and Describe the Elements of a Management System
53(2)
Learning Objective #3 Identify and Explain the Use of Categories of Management Systems
55(2)
Learning Objective #4 Identify and Describe the Primary Purpose and Functioning of Decision-making and Information Management Systems
57(2)
Learning Objective #5 Identify, Describe and Explain the Process for Creating a Management System
59(2)
Learning Objective #6 Describe the Networking of an Organization's Management Systems
61(2)
Learning Objective #7 Explain the Difference between Primary Management Systems and Support Management Systems
63(2)
Learning Objective #8 Identify and Describe the Functioning of a Process for Assessing the Performance of a Management System
65(1)
Learning Objective #9 Explain the Role of Policy in the Creation and Ongoing Management of a Management System
66(1)
Learning Objective #10 Explain the Role of Work Processes within a Management System
67(4)
Chapter 4 Work Processes
71(20)
Overview
71(1)
Learning Objective #1 Identify and Explain Weick's Theory of Organizing and Work Processes
72(1)
Learning Objective #2 Describe and Explain How a Work Process Functions
73(3)
Learning Objective #3 Identify and Describe the Criteria for identifying a Work Process
76(2)
Learning Objective #4 Identify and Describe the Methods Used to Evaluate a Work Process Performance
78(1)
Learning Objective #5 Identify and Explain the Process for Creating a Work Process
79(2)
Learning Objective #6 Describe and Explain the Difference between Primary and Secondary Work Processes
81(2)
Learning Objective #7 Describe and Explain the Maturation Process of a Work Process (Different Iterations)
83(1)
Learning Objective #8 Identify and Describe Common Work Process Problems
84(1)
Learning Objective #9 Identify and Describe the Management Methods for Resolving Work Process Problems
85(1)
Learning Objective #10 Explain the Relationship between Organizational Values and Work Processes
86(1)
Learning Objective #11 Describe the Relationship between Technology and Work Process Functioning
87(4)
Chapter 5 Organizations, Policy and the Policy-Making Process
91(21)
Overview
91(1)
Learning Objective #1 Explain the Purpose and Function of a Policy
92(2)
Learning Objective #2 Identify and Describe the Elements of a Policy
94(2)
Learning Objective #3 Identify and Describe the Criteria to Identify a Good Policy
96(2)
Learning Objective #4 Identify and Describe the Policy Design Process
98(1)
Learning Objective #5 Identify, Describe and Explain the Policy Implementation Process
99(2)
Learning Objective #6 Identify and Describe Methods for Identifying Effective Organizational Policies
101(1)
Learning Objective #7 Identify and Explain the Limitations of Organizational Policy
102(1)
Learning Objective #8 Explain the Relationship between an Organization's Policies and Organizational Culture
103(1)
Learning Objective #9 Describe the Design and Implementation of Training Programs Covering Organizational Policies
104(3)
Learning Objective #10 Describe the Purpose and Importance of a Policy and Procedures Manual
107(1)
Learning Objective #11 Identify and Describe Common Types of Categories of Organizational Policies
108(4)
Chapter 6 Organizational Design
112(29)
Overview
112(2)
Learning Objective #1 Explain the Purpose and Function of Organizational Design
114(3)
Learning Objective #2 Identify and Describe the Factors that Influence Whether to Centralize or Decentralize Decision-Making Authority
117(2)
Learning Objective #3 Describe How the Size of an Organization Influences the Design of an Organization's Structure
119(2)
Learning Objective #4 Describe How the Range of Products and the Diversity of Markets Influences the Design of an Organization's Structure
121(5)
Learning Objective #5 Describe How External Factors Influence the Design of an Organization's Structure
126(1)
Learning Objective #6 Explain now Management systems Influence the Design of an Organization
127(2)
Learning Objective #7 Identify and Describe the Major Types of Organizational Structures
129(2)
Learning Objective #8 Identify, Describe and Explain the Consequences of an Organization's Structural Limitations
131(2)
Learning Objective #9 Identify and Describe the Management Methods Used to Supplement an Organization's Structural Limitations
133(2)
Learning Objective #10 Explain the Relationship between an Organization's Structure and Performance Management
135(1)
Learning Objective #11 Describe and Explain the Role of Organizational Structure in Innovation Management
136(5)
Part III Management Initiatives
141(94)
Chapter 7 Organizational Culture
143(20)
Overview
143(2)
Learning Objective #1 Define Organizational Culture and Discuss the Importance of Organizational Culture
145(1)
Learning Objective #2 Identify and Describe the Role and Source of Values to an Organization's Culture
145(3)
Learning Objective #3 Identify and Describe the Dimensions of an Organization's Culture and the Impact of Culture on an Organization's Performance
148(2)
Learning Objective #4 Identify and Describe the Different Levels of an Organization's Culture
150(1)
Learning Objective #5 Identify and Examine the Different Approaches to Create and Maintain an Organization's Culture
151(2)
Learning Objective #6 Discuss How an Organization's Culture Impacts an Organization's Performance
153(2)
Learning Objective #7 Describe and Explain the Levers Used to Change an Organization's Culture
155(1)
Learning Objective #8 Discuss the Relationship between Leadership and Organizational Culture
156(2)
Learning Objective #9 Discuss the Application of the Lewin Model in Creating Changing an Organization's Culture
158(1)
Learning Objective #10 Identify and Describe the Management Methods Used for Maintaining an Organizational Culture
159(4)
Chapter 8 Change Management in Organizations
163(22)
Overview
163(2)
Learning Objective #1 Define, Explain and Discuss the Issues of Change and Change Management
165(1)
Learning Objective #2 Identify and Describe the External Environmental Factors that Trigger the Need for Organizational Change
166(2)
Learning Objective #3 Identify and Discuss Internal Organizational Factors that Initiate the Need for Organizational Change
168(1)
Learning Objective #4 Identify, Describe and Discuss the Types of Changes that Require the Application of a Change Management Model
169(2)
Learning Objective #5 Discuss Why Change Management Involves Following a Process Approach to Apply Change Management
171(2)
Learning Objective #6 Identify and Review the Major Change Management Models and the Themes of the Models
173(3)
Learning Objective #7 Identify the Different Forms of Resistance and Explain the Reasons Why Individuals Resist Change
176(1)
Learning Objective #8 Identify and Describe the Organizational Barriers to Change and Provide Examples of Management Methods Used to Overcome Organizational Barriers
177(2)
Learning Objective #9 Identify and Describe Traditional Management Methods Used to Overcome an Individual's Resistance to Change
179(1)
Learning Objective #10 Discuss the Issues Pro-active Change Management and Reactive Change Management
180(2)
Learning Objective #11 Identify and Examine the Reasons for Less than Expected Results from Change Management Practices in Organizations
182(3)
Chapter 9 Leadership and Leadership Development
185(26)
Overview
185(2)
Learning Objective #1 Define and Describe the Meaning of the Term "Leadership"
187(1)
Learning Objectives #2 Discuss the Importance of Leadership in Organizations
188(2)
Learning Objective #3 Identify and Describe the Major Leadership Theories
190(2)
Learning Objective #4 Identify and Describe the Primary Leadership Styles
192(2)
Learning Objective #5 Discuss the Process to Follow and Subjects to Consider in Identifying Individuals Who Represent Leaders
194(1)
Learning Objective #6 Identify and Describe the Process for Identifying Individuals Who Are Potential Leaders
195(2)
Learning Objective #7 Discuss the Leader-Follower Relationship
197(2)
Learning Objective #8 Discuss the Role of a Leader as a Change Agent
199(2)
Learning Objective #9 Identify and Describe Andragogy, an Important Adult Learning Theory Helpful in Designing a Leadership Development Training Program
201(1)
Learning Objective #10 Identify and Explain the Three-stage Leadership Development Process Model for Developing Leaders
202(1)
Learning Objective #11 Identify and Describe the Stages in the Process for Designing a Leadership Development Training Program
203(2)
Learning Objective #12 Identify and Describe Instructional Methods Associated with Leadership Development Training Programs
205(6)
Chapter 10 Organizational Development and Training
211(24)
Overview
211(1)
Learning Objective #1 Identify and Describe Organizational Development: The Definition and Role of Organizational Development
212(2)
Learning Objective #2 Identify, Describe and Explain the Organizational Development Models
214(1)
Learning Objective #3 Identify and Describe the Knowledge, Skills and Personal Abilities Needed by an Organizational Development Consultant
215(2)
Learning Objective #4 Identify and Explain the Objectives of Organizational Development
217(1)
Learning Objective #5 Identify, Describe and Explain the Core Values Associated with Organizational Development
218(2)
Learning Objective #6 Describe and Explain the Systems Perspective Associated with Organizational Development
220(1)
Learning Objective #7 Describe and Explain How Organizational Development is Meant to Impact Individuals, Groups or Teams, and the Organization
221(1)
Learning Objective #8 Identify, Describe and Explain the Benefits of Training
222(1)
Learning Objective #9 Identify, Describe and Explain the Ross Instructional Systems Design Process Model (RISDP)
223(2)
Learning Objective #10 Identify, Describe and Explain the Ross Structured Training Program Design Model (RSTPD)
225(1)
Learning Objective #11 Identify, Describe and Explain the Kirkpatrick Four-level Model for Evaluating the Effectiveness of Training
226(2)
Learning Objective #12 Identify, Describe and Explain the Importance of Instructional Methods
228(1)
Learning Objective #13 Identify and Describe the Benefits of Training for the Individual and the Organization
229(1)
Learning Objective #14 Identify, Describe and Explain the Best Types of Subjects to Cover in Training
230(5)
Part IV People Dynamics
235(66)
Chapter 11 Team Development and Team Management
237(20)
Overview
237(2)
Learning Objective #1 Define and Explain the Differences between Groups and Teams
239(1)
Learning Objective #2 Identify and Describe the Skills Associated with Team Development
240(1)
Learning Objective #3 Identify and Describe Team Management Requirements
241(1)
Learning Objective #4 Identify, Describe and Explain the Problems in Creating and Managing Teams
242(2)
Learning Objective #5 Identify and Describe Strategies for Resolving Team Development and Team Management Problems
244(1)
Learning Objective #6 Identify and Describe Management Methods for Improving Team Performance
245(1)
Learning Objective #7 Identify and Describe the Important Issues in Successfully Managing a Team Meeting
246(1)
Learning Objective #8 Explain the Role and Importance of Team Leadership
247(2)
Learning Objective #9 Identify and Describe the Process for Teaching Teamwork Skills
249(1)
Learning Objective #10 Identify and Describe the Circumstances that Can Determine the Need to Create a Team
250(1)
Learning Objective #11 Describe the Different Types of Cultures and How Culture Can Impact Team Performance
251(3)
Learning Objective #12 Identify and Describe Tuckman's Teamwork Theory about the Stages of Team Development
254(3)
Chapter 12 Group and Individual Decision-Making
257(22)
Overview
257(1)
Learning Objective #1 Define and Explain the Terms Decisions, Decision-making and the Decision-Making Process
258(1)
Learning Objective #2 Identify, Describe and Explain the Different Types of Decisions
259(1)
Learning Objective #3 Identify and Describe Different Types of Decision-making Models
260(2)
Learning Objective #4 Identify, Describe and Explain the Different Types of Decision-making Techniques
262(1)
Learning Objective #5 Identify and Describe the Stages of the Structured Decision-making Process
263(2)
Learning Objective #6 Describe and Explain the Evolutionary Process in the Formalization of a Decision-making Process
265(1)
Learning Objective #7 Describe and Explain the Relationship between Centralization, De-centralization and Decision-making
266(1)
Learning Objective #8 Identify and Explain the Reasons Making Decisions Do not Ensure a Successful Outcome
267(2)
Learning Objective #9 Identify and Describe the Levels of Decision-Makers in an Organization
269(2)
Learning Objective #10 Describe the Relationship between Time and the Decision-Making
271(2)
Learning Objective #11 Identify and Discuss the Issues Associated with Managing the Decision-making Process
273(2)
Learning Objective #12 Identify, Describe and Explain the Relevance of the Steps, Problem Identification and Problem-solving, with Decision-making
275(4)
Chapter 13 Motivation and Effective Work Performance
279(22)
Overview
279(2)
Learning Objective #1 Describe and Explain the Term Motivation and Its Importance to an Organization
281(1)
Learning Objective #2 Identify and Describe Examples of the Most Common Motivation Theories
282(2)
Learning Objective #3 Describe the Relationship between Motivation and Work Performance
284(1)
Learning Objective #4 Identify and Describe the Antecedent Conditions that Influence Motivated Employee Work Performance
285(2)
Learning Objective #5 Describe, Explain and Compare Intrinsic Motivation with Extrinsic Motivation
287(3)
Learning Objective #6 Identify and Describe the Levels of Motivation in an Organization
290(1)
Learning Objective #7 Describe and Explain the Relationship between Organizational Culture and Motivation
291(2)
Learning Objective #8 Discuss the Relationship between Self-worth and Motivation
293(2)
Learning Objective #9 Describe Motivation as a Goal and the Process Factors Associated with Achieving the Goal
295(2)
Learning Objective #10 Discuss the Link between the Performance Management System, the Reward System and Motivation
297(4)
Part V Special Organizational Topics
301(42)
Chapter 14 Communication Management
303(21)
Overview
303(1)
Learning Objective #1 Describe and Explain Communication and the Elements of a Two-Way Communication Process
304(2)
Learning Objective #2 Identify and Describe the Major Communication Channels
306(1)
Learning Objective #3 Identify and Describe the Process for Creating Communication Strategies
307(2)
Learning Objective #4 Identify, Describe and Explain the Barriers to Effective Communication
309(1)
Learning Objective #5 Identify and Describe the Strategies for Creating Effective Verbal and Written Communication
310(1)
Learning Objective #6 Identify and Describe the Organizational Strategies to Improve the Major Communication Skills
311(1)
Learning Objective #7 Identify and Explain the Concept of Information Flows that Move Downward and Upward Through Levels of an Organization; Flows that Move Horizontally within and between Units on the Same Level and Diagonally through the Organization
312(2)
Learning Objective #8 Describe and Explain the Concept of Communication Networks within an Organization and Among Organizations and Individual Stakeholders
314(2)
Learning Objective #9 Explain the Importance of an Organization's Information System in Facilitating Formal Reporting of Organizational Activities
316(3)
Learning Objective #10 Identify and Describe the Important Role of Communication Management within the Organization
319(1)
Learning Objective #11 Identify, Describe and Explain the Different Types of Communication Theories
320(4)
Chapter 15 Technology and the Organization's Workforce
324(19)
Overview
324(2)
Learning Objective #1 Define and Explain the Meaning of the Term "Management of Technology"
326(1)
Learning Objective #2 Describe the Scope of the Management of Technology Process
326(2)
Learning Objective #3 Identify, Describe and Explain the Differences between Supply-push and Demand-pull Influences on the Management of Technology
328(1)
Learning Objective #4 Discuss the Differences between Creativity, Innovation, R&D, Science and the Management of Technology
329(1)
Learning Objective #5 Identify and Describe the Purpose and Function of the Innovation Management System and the People-Technology Interface
330(2)
Learning Objective #6 Identify, Describe and Explain the Differences between Process Technology, Product Technology and Innovation Technology
332(1)
Learning Objective #7 Identify and Describe the Role of the People Technology in the Knowledge Management System
333(1)
Learning Objective #8 Identify and Describe the Role of People-Technology and the Performance Management System
333(2)
Learning Objective #9 Discuss the Meaning of the Term "Creative Destruction" and the Relevance to the Management of Technology
335(1)
Learning Objective #10 Describe and Explain the Impact of Technology on the Workforce
336(1)
Learning Objective #11 Identify, Describe and Explain the Role of Human Resources in the Management of Technology
337(2)
Learning Objective #12 Discuss and Explain the Impact of Technology and Social Relations in an Organization
339(4)
Index 343
Stanley C. Ross is Associate Professor of Management at Bridgewater State University, USA.