Klienditugi: 7440010 (E-R 10-18)

Abi | Registreeri | Logi sisse

Organizational Behaviour [Pehme köide]

3.42/5 (21 hinnangut Goodreads-ist)

Richard N. Osborn, Gary Rees, James Hunt, Charlotte Rayner, John R. Schermerhorn, Ray French, Sally Rumbles

Formaat: Paperback / softback, 696 pages, kõrgus x laius x paksus: 259x196x29 mm, kaal: 1468 g
Ilmumisaeg: 23-Apr-2008
Kirjastus: John Wiley & Sons Ltd
ISBN-10: 0470511060
ISBN-13: 9780470511060

Teised raamatud teemal:

Organizational theory & behaviour - (Hetkel poes: 4 nimetust)

Pehme köide
Hind: 68,04 €*
* saadame teile pakkumise kasutatud raamatule, mille hind võib erineda kodulehel olevast hinnast
See raamat on trükist otsas, kuid me saadame teile pakkumise kasutatud raamatule.
Kogus:
- - 1
  - 2
  - 3
  - 4
  - 5
  - 6
  - 7
  - 8
  - 9
  - 10
Lisa ostukorvi
Tasuta tarne
Lisa soovinimekirja

Formaat: Paperback / softback, 696 pages, kõrgus x laius x paksus: 259x196x29 mm, kaal: 1468 g
Ilmumisaeg: 23-Apr-2008
Kirjastus: John Wiley & Sons Ltd
ISBN-10: 0470511060
ISBN-13: 9780470511060

Teised raamatud teemal:

Organizational theory & behaviour - (Hetkel poes: 4 nimetust)

Püsilink: https://www.kriso.ee/db/9780470511060.html

Märksõnad:

Based on a number of previous editions of the bestselling text, Organizational Behavior by Schermerhorn/Hunt/Osborn, this first edition addresses the complex issues that knowledge-based work organizations face in the early 21st century. Featuring more examples and cases from Europe and Asia, the authors combine a managerial approach aimed to help existing and aspiring managers meet increasingly challenging performance targets, with a rounded and critical perspective that questions and looks deeper into the research behind the theories.

About the Authors

xvi

How to Use this Book

xvii

Preface

xxi

Acknowledgements

xxiv

PART 1 INTRODUCTION

(70)

Chapter 1 What is organizational behaviour?

(69)

What is OB?

(4)

The Relevance of OB

(2)

But We're Not All Managers!

(1)

Why Do Organizations Exist?

(3)

Organizations as Open Systems

(2)

Managers in Organizations

(1)

What is an Effective Manager?

(1)

Managing Task Performance

(1)

Human Resource Performance

(1)

The Psychological Contract

(1)

Realigning the Psychological Contract

(1)

The Management Process

(1)

Contemporary Themes in OB

(1)

Globalization

(3)

The Changing Nature of Work

(2)

The Changing Nature of the Workforce

(5)

The Changing Nature of Employer-employee Relations

(1)

Work-life Balance

(1)

Outsourcing

(1)

Casualization of the Workforce

(1)

Teleworking

(1)

Ethics and Values

(1)

Conclusion

(3)

Study Guide

(30)

Journal artaicle: Challiol, H. & Mignonac, K. (2005), Relocation decision-making and couple relationships: a quantitative and qualitative study of dual-earner couples. Journal of Organizational Behaviour, 26, 247-274

(19)

PART 2 INDIVIDUAL DIFFERENCES AND WORK PERFORMANCE

(190)

Chapter 2 Individual attributes and their effects on job performance

(49)

Introduction

(2)

Individual Performance Factors

(2)

Perception and Attribution

(2)

Factors Influencing Perception

(2)

Stages of the Perceptual Process

(3)

Response to the Perceptual Process

(4)

Managing Perceptions

(2)

Attribution Theory

(2)

The Critical Importance of Perception

(1)

Competency Differences Among Individuals

(3)

Personality Differences Among Individuals

(8)

Values

105

(2)

Attitudes

107

(3)

Conclusion

110

(2)

Study Guide

112

(9)

Chapter 3 Learning, reinforcement and self-management

121

(34)

Introduction

122

(1)

The Nature of Learning

122

(1)

Classical Conditioning and Operant Conditioning

123

(7)

Cognitive Learning

130

(5)

Social Learning Theory and Behavioural Self-management

135

(1)

Experiential Learning Theory

136

(1)

Modern Forms of Learning

137

(1)

The Learning Organization

138

(2)

Learning Summary

140

(2)

The Teaching Organization

142

(1)

Conclusion

142

(2)

Study Guide

144

(11)

Chapter 4 Motivation and empowerment

155

(48)

Introduction

156

(1)

Motivating and Empowering the Workforce

157

(3)

Content and Process Motivation Theories

160

(1)

Content Theories

160

(9)

Process Theories

169

(6)

Integrating Content and Process Motivation Theories

175

(2)

Self-concept and Personal Values

177

(2)

Managing Pay as an Extrinsic Reward

179

(5)

Empowerment

184

(3)

Conclusion

187

(3)

Study Guide

190

(13)

Chapter 5 Job design, goal setting and flexible work arrangements

203

(58)

Introduction

205

(1)

Intrinsic Motivation

205

(1)

Job Design

206

(5)

The Job Characteristics Model

211

(2)

Individual Differences: Moderators of the Job Characteristics Model

213

(2)

Testing and the Motivating Potential Score

215

(1)

Guidelines for Implementing a Programme of Job Enrichment

215

(3)

Socio-technical Job Design

218

(1)

Social Information and Job Design

219

(1)

Multiskilling

219

(1)

Goal-setting Theory

220

(2)

Goal Setting: Follow-up Research

222

(1)

Goal Setting and MBO

223

(1)

Key Performance Indicators

224

(1)

Flexible Work Arrangements

225

(1)

Major Drivers of Changing Work Arrangements

225

(1)

Changing Family Lifestyles and Work-life Balance

226

(1)

Occupational Stress

227

(1)

Changing Levels and Modes of Employment

227

(1)

Ageing Population and Changing Retirement Patterns

228

(1)

Changing Technology and the Capacity to Work Remotely

229

(1)

Types of Flexible Work Arrangements

229

(1)

The Compressed Work Week

229

(1)

Annualized Hours

230

(1)

Zero-hours Contracts

231

(1)

Job Sharing

231

(1)

Flexible Working Hours or Flexitime

232

(2)

Remote Working and the Virtual Office

234

(3)

Conclusion

237

(2)

Study Guide

239

(22)

Journal article: Makin, P.J. and Sutherland, V.J. (1994), Reducing accidents using a behavioural approach. Leadership and Organization Development Journal, 15 (5), 5-10

250

(11)

PART 3 MANAGING GROUP DYNAMICS AND TEAM PERFORMANCE

261

(64)

Chapter 6 Groups and teams

262

(63)

Introduction

264

(1)

Groups in Organizations

265

(1)

What is an Effective Group?

265

(1)

Group Synergy and Group Accomplishments

266

(2)

Stages of Group Development

268

(1)

Factors that Affect Group Performance

269

(4)

Group Communication and Decision Making

273

(1)

Team Working

274

(2)

Teambuilding

276

(5)

Task and Maintenance Leadership

281

(1)

Roles and Role Dynamics

282

(3)

Group Norms

285

(1)

Team Cohesiveness

286

(3)

Types of Workplace Teams

289

(7)

Team Leadership

296

(1)

Conclusion

297

(3)

Study Guide

300

(25)

Journal article: Schouteten, R. (2004), Group work in a Dutch home care organization: does it improve the quality of working life? International Journal of Health Planning and Management, 19, 179-194

310

(15)

PART 4 MANAGING ORGANIZATIONAL PROCESSES AND PERFORMANCE

325

(276)

Chapter 7 Organizational structure and design

326

(51)

Introduction

328

(1)

Organizational structure and design

328

(2)

Factors Influencing Organizational Design

330

(1)

Technology

330

(2)

Environment

332

(2)

Strategy

334

(1)

Organizational Goals, Control and Coordination

334

(1)

Organizational Goals

334

(2)

Control

336

(2)

Policies, Rules and Procedures

338

(1)

Formalization and Standardization

338

(2)

Quality Management

340

(1)

Coordination

340

(2)

Vertical Specialization

342

(3)

Unity of Command and Span of Control

345

(1)

Horizontal Specialization

346

(1)

Departmentalization by Function

346

(1)

Departmentalization by Division, Geography and Customer

347

(3)

Departmentalization by Matrix

350

(2)

Mixed Forms of Departmentalization

352

(1)

Emerging Forms of Organizational Design

353

(1)

The Simple Design

354

(1)

The Bureaucracy

354

(4)

Divisionalized Organizations

358

(1)

The Conglomerate

358

(1)

The Core-ring Organization

359

(3)

The Adhocracy

362

(1)

Other Structural Arrangements

363

(1)

Virtual Organizations

364

(2)

Conclusion

366

(2)

Study Guide

368

(9)

Chapter 8 Organizational culture

377

(40)

Introduction

379

(1)

The Concept of Organizational Culture

380

(1)

Levels of Cultural Analysis

380

(3)

Dominant Culture, Subcultures and Countercultures

383

(1)

Subcultures and Countercultures

383

(1)

Corporate or Organic Cultures?

384

(1)

Levels of Culture in Work Settings

385

(1)

Stories, Rites, Rituals and Symbols

386

(1)

Cultural Rules and Roles

387

(1)

Values and Organizational Culture

388

(2)

Common Assumptions and Organizational Culture

390

(1)

Common Assumptions and Management Philosophy

390

(1)

How can Organizational Culture be Studied?

391

(2)

Types of Organizational Culture

393

(3)

Alternative Perspectives on Organizational Culture

396

(1)

Culture as Control

397

(2)

The Functions of Organizational Culture For Members

399

(3)

Managers' Role in Reinforcing and Changing Culture

402

(2)

Organizational and National Culture

404

(1)

Conclusion

405

(2)

Study Guide

407

(10)

Chapter 9 Leadership

417

(44)

Introduction

418

(1)

The Distinction Between Leadership and Management

419

(2)

Development of Theories of Leadership

421

(2)

Traditional Leadership Approaches: Trait and Behavioural Theories

423

(1)

The Michigan Studies

424

(1)

The Ohio State Studies

424

(1)

The Leadership Grid

424

(2)

Situational Contingency Theories of Leadership

426

(1)

Fiedler's Leadership Contingency Theory

426

(2)

Fiedler's Cognitive Resource Theory

428

(1)

House's Path-goal Theory of Leadership

429

(2)

Hersey and Blanchard's Situational Leadership Model

431

(1)

Substitutes for Leadership

432

(2)

Emerging Leadership Perspectives

434

(1)

Charismatic Approaches

435

(1)

Transactional and Transformational Approaches

436

(5)

The New Leadership Revisited

441

(3)

Gender, Age and Cultural Diversity - Current Issues in Leadership

444

(2)

Leadership and Culture

446

(1)

Conclusion

446

(2)

Study Guide

448

(13)

Chapter 10 Power, politics and decision making in organizations

461

(51)

Introduction

462

(1)

Introduction to Power and Politics

463

(1)

Power and Influence

464

(1)

Position Power

464

(3)

Personal Power

467

(1)

Power, Authority and Obedience

468

(4)

Managing with Power and Influence

472

(1)

Empowerment

473

(3)

Organizational Politics

476

(1)

Politics as Unsanctioned and Self-interested

477

(1)

Organizationally Sanctioned Politics

477

(1)

The Perception of Political Behaviour

477

(1)

Organizational Politics in Action

478

(2)

Organizational Governance

480

(1)

The Consequences of Power and Politics

481

(1)

The Ethics of Power and Politics

482

(2)

Decision Making

484

(2)

Risk Analysis

486

(2)

Approaches to Decision Making

488

(1)

Intuition and Decision Making

489

(1)

The Use of Judgement Heuristics

490

(1)

Making a Choice and Implementing a Decision

490

(2)

Managing Participation in Decision Making

492

(1)

How Groups Make Decisions

493

(2)

Techniques for Improving Decision Making in Groups

495

(1)

Current Issues in Organizational Decision Making

496

(5)

Study Guide

501

(11)

Chapter 11 Communication, conflict and negotiation in organizations

512

(41)

Introduction

513

(1)

Communication in Organizations

514

(1)

Interpersonal Communication

515

(2)

Effective and Efficient Communication

517

(1)

Communication Channels

518

(1)

How Much Information to Share?

519

(1)

Barriers to Interpersonal Communication

520

(2)

Conflict

522

(10)

Conflict Management Approaches

532

(1)

Conflict Resolution Styles

532

(2)

Conflict Resolution through Hierarchical Referral

534

(1)

Conflict Resolution and Organizational Design

535

(1)

Stakeholder Engagement and Conflict Resolution

535

(1)

Negotiation

536

(1)

Four Types of Negotiation Situation

536

(2)

Negotiation Goals and Outcomes

538

(1)

Different Approaches to Negotiation

539

(1)

Managerial Issues in Negotiation

540

(1)

Classic Two-party Negotiation

541

(2)

Conclusion

543

(2)

Study Guide

545

(8)

Chapter 12 Organizational Change

553

(48)

Introduction

555

(1)

What is Organizational Change?

555

(1)

The Scale of Change

556

(1)

Planned and Unplanned Change

557

(2)

Leading Change

559

(2)

Forces of Change

561

(1)

Cultural Change

562

(2)

Technological Change

564

(1)

The Process of Change and Change Strategies

565

(2)

Change Levers and Change Cycles

567

(2)

Organizational Targets for Change

569

(1)

Planned Change Strategies

569

(2)

Force-coercion and Planned Change

571

(1)

Rational Persuasion and Planned Change

571

(1)

Shared Power and Planned Change

572

(1)

Resistance to Change

572

(1)

Why People Resist Change

573

(2)

How to Deal with Resistance to Change

575

(2)

The Role of the Change Agent

577

(1)

Conclusion

578

(2)

Study Guide

580

(21)

Journal article: Ryan, M.K. and Haslam, S.A. (2005), The glass cliff: evidence that women are over-represented in precarious leadership positions. British Journal of Management, 16, 81-90

590

(11)

PART 5 CASE STUDIES

601

(31)

1 Sedlacek Software Spolecnost (SSS): Applying OB in Practice

602

(3)

2 Hermitage University: Perceiving Opportunities and Threats

605

(4)

3 Truly a Great Disappointment: Motivating Employees in a Different Culture

609

(2)

4 Teaming in Singapore's Public Service for the Twenty-first Century

611

(5)

5 Transalpine Fitness: Structuring for Success

616

(4)

6 Motorola: Seeking Direction

620

(4)

7 Channel 6 TV: Power and Politics in Action

624

(3)

8 The Ups and Downs of National Mutual/AXA: A Case for Change

627

(5)

Glossary

632

(22)

Index

654

(18)

Photo credits

672

Organizational Behaviour [Pehme köide]

Konto & seaded

Otsing

Otsingu andmebaas

Filtreeri tulemusi

Teemad Ingliskeelsed raamatud

Vali ostukorv