Organizational behavior: concepts, controversies and applications
Gespeichert in:
| 1. Verfasser: | |
|---|---|
| Format: | Buch |
| Sprache: | English |
| Veröffentlicht: |
Englewood Cliffs, NJ
Prentice-Hall
1991
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| Ausgabe: | 5. ed. |
| Schlagworte: | |
| Online-Zugang: | Inhaltsverzeichnis |
| Beschreibung: | XXVI, 719 S. Ill., graph. Darst. |
| ISBN: | 0136406998 |
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| 250 | |a 5. ed. | ||
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| adam_text | PART I INTRODUCTION
1 What Is Organizational Behavior? l
2 Toward Explaining and Predicting Behavior 23
3 Organizational Behavior in a Global Context 53
PART II THE INDIVIDUAL
4 Foundations of Individual Behavior 79
5 Perception and Individual Decision Making 123
6 Values, Attitudes, and Job Satisfaction 155
7 Basic Motivation Concepts 189
8 Motivation: From Concepts to Applications 235
PART III THE GROUP
9 Foundations of Group Behavior 271
10 Communication and Group Decision Making 313
11 Leadership 351
12 Power and Politics 391
13 Conflict and Intergroup Behavior 425
PART IV THE ORGANIZATION SYSTEM
14 Foundations of Organization Structure 457
15 Organization Design 485
16 Human Resource Policies and Practices 529
17 Organizational Culture 569
18 Work Stress 599
PARTV ORGANIZATIONAL DYNAMICS
19 Foundations of Organizational Change 629
20 Organizational Development 659
Preface to the Student xxiii
PARTI INTRODUCTION
1 What Is Organizational Behavior? l
What Managers Do 3
Management Functions 4 Management Roles 4 Management Skills 6
A Review of the Manager s Job 8
Enter Organizational Behavior 8
OB Close-Up: People Skills: The Primary Deficiency ofToday s Business School
Graduates 9
Replacing Intuition with Systematic Study 9
OB Close-Up: An OB Challenge for the 1990s 10
Generalizations About Behavior 10
Consistency Versus Individual Differences 11
Is OB Worth Studying? 12
Contributing Disciplines to the OB Field 13
Psychology 13 Sociology 13 Social Psychology 14
Anthropology 15 Political Science 15
There Are Few Absolutes in OB 15
OB Close-Up: Viewing a Common Event Through Dissimilar Eyes 16
Point: OB Is a Social Science 17
Counterpoint: Behavior Is Genetically Determined 18
For Discussion 19
For Further Reading 19
Exercise 1: What Do You Know About Human Behavior? 20
Case Incident 1: When Harry Met Stacey 21
Notes 22
2 Toward Explaining and Predicting Behavior 23
Research in Organizational Behavior 26
Purpose of Research 27 Research Terminology 27
Evaluating Research 29 Research Design 30
OB Close-Up: Is OB the Science of the College Sophomore ? 35
Summary 36
Developing an OB Model 37
An Overview 37 The Dependent Variables 37
The Independent Variables 40
Toward a Contingency OB Model 43 j
Point: Employee Turnover is Dysfunctional to an Organization 45
Counterpoint: Employee Turnover Can Be Functional 46
For Discussion 47
For Further Reading 47
Exercise 2: How Do You Feel About Your Present Job? 49
Case Incident 2: Evaluating In Search of Excellence 50
Notes 51
3 Organizational Behavior in a Global Context 53
The Global Economy 56
Multinational Corporations 56
Regional Cooperative Arrangements 57
Facing the International Challenge 59
Understanding a Country s National Culture 61
How Cultures Vary 61
People s Relationships to Nature 62 Time Orientation 62
OB Close-Up: Aren t Canadians Just Like Their Neighbors to the South? 63
Nature of People 63 Activity Orientation 64
People s Relationships to Others 64 Conception of Space 65
Summary 65
Behavior Across Cultures: Hofstede s Findings 65
Individualism vs. Collectivism 66 Power Distance 66
Uncertainty Avoidance 67 Masculinity vs. Femininity 67
Contrasting the United States and Other Countries 68
The Reality of Culture Shock 69
OB Close-Up: What s It Really Like Working in Japan? 71
Keeping OB in a Global Context 71
Summary 72
Point: Cross-Cultural Training Doesn t Work 73
Counterpoint: Cross-Cultural Training Is Effective 74
For Discussion 75
For Further Reading 75
Exercise 3: Are You Keeping Up on the Changing Global Economy? 76
Case Incident 3: NEC Corp. s Boot Camp 77
Notes 78
PART II THE INDIVIDUAL
4 Foundations of Individual Behavior 79
Biographical Characteristics 82
Age 82 Sex 83 Marital Status 83
Number of Dependents 84 Tenure 85
OB Close-Up: Are Married Men Really More Productive? 85
Ability 86
, Intellectual Abilities 86 Physical Abilities 88
i The Ability-Job Fit 88
Personality 89
What Is Personality? 90 Personality Detenninants 90
Personality Traits 92
Major Personality Attributes Influencing OB 93
OB Close-Up: Using Personality Tests to Improve Communication 95
OB in a Global Context: Dominant Personality Attributes Should Vary Across
National Cultures 97
Matching Personality and Jobs 98
Learning 99
A Definition of Learning 99 Theories of Learning 101
Shaping: A Managerial Tool 103
Some Specific Organizational Applications 107
OB Close-Up: Using Learning Concepts for Self-Management 109
Implications for Performance and Satisfaction HO
Biographical Characteristics 110 Ability 110
Personality 111 Learning 111
Point: Management Is Wary oflQ Tests 113
Counterpoint: IQ Tests Are the Single Best Predictor of Worker
Productivity 114
For Discussion 115
For Further Reading 115
Exercise 4: Who Controls Your Life? 117
Case Incident 4: Predicting Performance 118
Notes 119
5 Perception and Individual Decision Making 123
What Is Perception and Why Is It Important? 125
Factors Influencing Perception 126
ThePerceiver 126 The Target 127 The Situation 128
Person Perception: Making Judgments About Others 129
Attribution Theory 129
Frequently Used Shortcuts in Judging Others 131
OB Close-Up: The Pervasiveness ofSex-Role Stereotypes 134
Specific Applications in Organizations 134
The Link Between Perception and Individual Decision Making 136
The Optimizing Decision-Making Model 137
Steps in the Optimizing Model 137
Assumptions of the Optimizing Model 140
Predictions from the Optimizing Model 141
Alternative Decision-Making Models 142
The Satisfying Model 142
The Implicit Favorite Model 144
Implications for Performance and Satisfaction 146
Perception 146
OB in a Global Context: Decision Making in Different Cultures 147
Individual Decision Making 148
Point: When Hiring New Employees: Emphasize the Positive 149
Counterpoint: When Hiring Employees: Balance the Positive with the
Negative 150
For Discussion 151
For Further Reading 151
Exercise 5: Knowing Oneself 152
Case Incident 5: I Don t Make Decisions 153
Notes 154
6 Values, Attitudes, and Job Satisfaction 155
Values 158
Importance of Values 158 Sources of Our Value Systems 159
Types of Values 159
Attitudes 162
Sources of Attitudes 162 Types of Attitudes 163 Attitudes and
Consistency 164
Cognitive Dissonance Theory 165
OB Close-Up: Attitudes on Social Issues: Students us. Executives 166
Measuring the A-B Relationship 167
OB Close-Up: When Consistency Is Dysfunctional 168
An Application: Attitude Surveys 169
Job Satisfaction 170
Measuring Job Satisfaction 170
Job Satisfaction as a Dependent Variable 171
OB Close-Up: Job Satisfaction in the Workplace Today 173
Job Satisfaction as an Independent Variable 173
How Employees Can Express Dissatisfaction 176
OB in a Global Context: A Cross-Cultural Look at Values and Job
Satisfaction 177
Implications for Performance and Satisfaction 177
Point: The Importance of High Job Satisfaction 179
Counterpoint: Job Satisfaction Has Been Overemphasized 180
For Discussion 181
For Further Reading 181
Exercise 6: The Job Feelings Scale 183
Case Incident 6: Whose Career Do We Follow? 185
Notes 186
7 Basic Motivation Concepts 189
What Is Motivation? 192
Early Theories of Motivation 193
Hierarchy of Needs Theory 193 Theory X and Theory Y 195
Motivation-Hygiene Theory 196
Contemporary Theories of Motivation 198
OB Close-Up: What Do People Want from Their Jobs? 199
ERG Theory 199 Three Needs Theory 200
OB Close-Up: Teaching People to Be Achievers 203
Cognitive Evaluation Theory 203
Task Characteristics Theories 205 Goal-Setting Theory 209
Reinforcement Theory 210 Equity Theory 211
Expectancy Theory 214
OB Close-Up: Most Professional Athletes Seem Very Equity Sensitive 215
Don t Forget Ability and Opportunity 217
OB Close-Up: Different Strokes for Different Folks 218
Integrating Contemporary Theories of Motivation 219
Implications for Performance and Satisfaction 221
OB in a Global Context: Motivation Theories Are Culture-Bound 222
Point: Money Motivates! 224
Counterpoint: Money Doesn t Motivate Most Employees Today! 225
For Discussion 226
For Further Reading 226
Exercise 7: Needs Test 228
Case Incident 7: Women, Motivation, and Top Management 229
Notes 230
8 Motivation: From Concepts to Applications 235
Management By Objectives 238
WhatlsMBO? 238 Linking MBO and Goal-Setting Theory 239
MBO in Practice 240
Behavior Modification 240
What Is OB Mod? 240
Linking OB Mod and Reinforcement Theory 242
OB Mod in Practice 242
Participative Management 243
What Is Participative Management? 243
Quality Circles 244
Linking Participation and Motivation Theories 244
Participative Management in Practice 245
Performance-Based Compensation 246
What Is Performance-Based Compensation? 246
Linking Performance-Based Compensation and Expectancy Theory 247
Performance-Based Compensation in Practice 247
Flexible Benefits 248
What Are Flexible Benefits? 248
Linking Flexible Benefits and Expectancy Theory 248
OB in a Global Context: Executive Pay Around the World 249
Flexible Benefits in Practice 249
OB Close-Up: Hot Executive Benefits for the 1990s 250
Two-Tier Pay Systems 250
What Is a Two-Tier Pay System? 251
Linking Two-Tier Pay Systems and Equity Theory 251
Two-Tier Pay Systems in Practice 251
Alternative Work Schedules 252
What Are Alternative Work Schedules? 252
Linking Alternative Work Schedules and Motivation Theories 254
Alternative Work Schedules in Practice 254
OB Close-Up: Telecommuting: The Ultimate Flextime? 255
Job Redesign 255
Job Rotation 256 Job Enlargement 257 Job Enrichment 257
Autonomous Work Teams 258
Implications for Performance and Satisfaction 259
Point: Organizations Should Provide Family Benefits to Employees 261
Counterpoint: Let s Keep the Organization Out of the Employee s Personal
Life 262
For Discussion 263
For Further Reading 263
Exercise 8: Improving Your Understanding of How to Motivate Others 265
Case Incident 8: Springfield Manufacturing 266
Notes 267
GROUP
9 Foundations of Group Behavior 271
Defining and Classifying Groups 274
Why Do People Join Groups? 275
Security 275 Status 275 Self-Esteem 275
Affiliation 275 Power 276 Goal Achievement 276
Stages of Group Development 276
OB Close-Up: Management Is Learning the Value of Teamwork 277
Toward Explaining Work Group Behavior 279
External Conditions Imposed on the Group 279
Organization Strategy 280 Authority Structures 280
Formal Regulations 280 Organizational Resources 280
Personnel Selection Process 281
Performance Evaluation and Reward System 281
Organizational Culture 281 Physical Work Setting 281
Group Member Resources 282
Abilities 282 Personality Characteristics 282
Group Structure 283
Formal Leadership 283 Roles 283 Norms 287
Size 292 Composition 294
OB in a Global Context: Social Loafing May Be a Culturally-Bound
Phenomenon 294
Group Processes 296
Group Tasks 296
Should Management Seek Cohesive Work Groups? 297
OB Close-Up: Groupware: Integrating Computer Networks and Work
Groups 298
Determinants of Cohesiveness 298
Effects of Cohesiveness on Group Productivity 300
Implications for Performance and Satisfaction 302
Performance 302 Satisfaction 303
Point: Designing Jobs Around Groups 304
Counterpoint: Jobs Should Be Designed Around Individuals 305
For Discussion 306
For Further Reading 306
Exercise 9: The Paper Tower Exercise 307
Case Incident 9: Games People Play in the Shipping Department 308
Notes 310
10 Communication and Group Decision Making 313
Functions of Communication 316
The Communication Process 317
A Communication Model 317 Sources of Distortion 318
Communication Fundamentals 319
Direction of Communication 319
Formal vs. Informal Networks 320
Nonverbal Communications 323
OB Close-Up: Managers Can Make Office Gossip Work for Them 324
Barriers to Effective Communication 325
OB Close-Up: Beware of the Communicaholic Manager! 327
Key Communication Skills 327
Active Listening Skills 327 Feedback Skills 330
OB in a Global Context: Four Rules for Improving Cross-Cultural
Communication 333
Group Decision Making 332
Groups vs. the Individual 334
Groupthink and Groupshift 336
Group Decision Making Techniques 338
Implications for Performance and Satisfaction 340
Point: The Case for Improved Understanding 342
Counterpoint: The Case for Ambiguous Communication 343
For Discussion 344
For Further Reading 344
Exercise 10: An Absence of Nonverbal Communication 346
Case Incident 10: The NASA Space Shuttle Disaster 347
Notes 348
11 Leadership 351
What Is Leadership? 354
Transition in Leadership Theories 354
OB Close-Up: Leaders and Managers Are Different! 355
Trait Theories 355
Behavioral Theories 356
Ohio State Studies 357 University of Michigan Studies 358
The Managerial Grid 358 Summary of Behavioral Theories 359
Contingency Theories 360
Autocratic-Democratic Continuum Model 360 Fiedler Model 361
Hersey-Blanchard s Situational Theory 365
OB Close-Up: A Fiedler Update: Cognitive Resource Theory 366
Leader-Member Exchange Theory 368
Path-Goal Theory 368 Leader-Participation Model 371
Sometimes Leadership Is Irrelevant! 374
Looking for Common Ground: What Does It All Mean? 375
OB in a Global Context: National Culture as an Important Contingency
Variable 376
Another Perspective: Implicit Theories of Leadership 377 *
OB Close-Up: The One Minute Manager: Anatomy of a Best-Seller 378
Attribution Theory of Leadership 378
Charismatic Leadership Theory 379
Implications for Performance and Satisfaction 381
OB Close-Up: All This Talk About Leadership . . . But What About
Followership? 382
Point: Leaders Make a Real Difference! 383
Counterpoint: Leaders Don t Make a Difference! 384
For Discussion 385
For Further Reading 385
Exercise 11: Compute Your LPC Score 386
Case Incident 11: Oliver North—A Leader or the Led? 387
Notes 388
12 Power and Politics 391
A Definition of Power 394
Contrasting Leadership and Power 394
Bases and Sources of Power 395
Bases of Power 395 Sources of Power 397 Summary 399
Dependency: The Key to Power 399
The General Dependency Postulate 399
OB Close-Up: Predictions About People with a High Need for Power 400
What Creates Dependency? 400
Power Tactics 403
Power in Groups: Coalitions 405
Politics: Power in Action 407
Definition 407
OB in a Global Context: The Role of Power in Different Countries 408
Factors Contributing to Political Behavior 408
OB Close-Up: Politics Is in the Eye of the Beholder 409
Impression Management 411
Implications for Performance and Satisfaction 413
Point: It s a Political Jungle Out There! 415
Counterpoint: The Myth of the Corporate Political Jungle 416
For Discussion 417
For Further Reading 417
Exercise 12: Power Orientation Test 419
Case Incident 12: The Shake-up at the Business School 420
Notes 421
13 Conflict and Intergroup Behavior 425
A Definition of Conflict 428
Transitions in Conflict Thought 428
The Traditional View 429 The Human Relations View 429
The Interactionist View 429
Functional Versus Dysfunctional Conflict 430
The Conflict Paradox 431
The Conflict Process 431
Stage I: Potential Opposition 431
Stage II: Cognition and Personalization 433
Stage III: Behavior 434
OB in a Global Context: Approaches to Resolving Conflicts Vary Across
Cultures 438
Stage IV: Outcomes 436
OB Close-Up: How to Create Functional Conflict 439
OB Close-Up: General Motors and the Price of Eliminating Conflict 440
Intergroup Relations 441
Factors Affecting Intergroup Relations 441
Methods for Managing Intergroup Relations 445
Implications for Performance and Satisfaction 448
Point: Conflict Is Good for an Organization 450
Counterpoint: All Conflicts Are Dysfunctional! 451
For Discussion 452
For Further Reading 452
Exercise 13: How Do You Handle Conflict? 453
Case Incident 13: Tip Says No Way 454
Notes 455
PART IV THE ORGANIZATION SYSTEM
14 Foundations of Organization Structure 457
What Is Structure? 460
Complexity 460 Formalization 461 Centralization 461
Basic Organizational Concepts 462
Division of Labor 462 Unity of Command 464
Authority and Responsibility 464 Span of Control 468
Departmentalization 470
Structural Variables and Organizational Behavior 473
Division of Labor 473 Unity of Command 474
Authority and Responsibility 474 Span of Control 475
Departmentalization 475
Are Organizational Structures Real or in People s Minds? 476
Implications for Performance and Satisfaction 476
OB in a Global Context: National Differences and Organization Structure 477
Point: Tomorrow s Organizations Will Be Like Large Symphony
Orchestras 479
Counterpoint: The Future Still Belongs to the Pyramid! 480
For Discussion 481
For Further Reading 481
Exercise 14: Authority Figures 482
Case Incident 14: People Express: A Successful Failure? 483
Notes 484
15 Organization Design 485
Mechanistic vs. Organic Structures 487
Why Do Structures Differ? 488
Strategy 488 Organization Size 490 Technology 492
Environment 496
Power-Control 500
OB in a Global Context: National Culture Is Part of the Environment 501
Applying the Contingency Factors 502
Mintzberg s Five Design Configurations 503
OB Close-Up: Computers and Organization Design 504
Common Elements in Organizations 504
The Simple Structure 505 The Machine Bureaucracy 507
The Professional Bureaucracy 509 The Divisional Structure 511
The Adhocracy 512
The Matrix Structure 515
Combining Functions and Products 515
Strengths and Weaknesses 515
Organizations in Motion: Growth vs. Decline 517
The Growth Bias 517 Pressures Toward Retrenchment 518
Effect on Employees 518
Implications for Performance and Satisfaction 520
Point: Management Can Control Its Environment 522
Counterpoint: The Environment Controls Management 523
For Discussion 524
For Further Reading 524
Exercise 15: Bureaucratic Orientation Test 525
Case Incident 15: Ben Jerry s Homemade Inc. 526
Notes 527
16 Human Resource Policies and Practices 529
Selection Practices 532
Job Analysis 532 Selection Devices 533
Training and Development Programs 535
Skill Categories 535
OB Close-Up: A Challenge for the 90s: Managing Diversity 536
Training Methods 537 Career Development 538
Performance Evaluation 543
OB Close-Up: Job Security Is Still Elusive in the United States 544
Purposes of Performance Evaluation 544
Performance Evaluation and Motivation 545
What Do We Evaluate? 545
Methods of Performance Evaluation 546
Potential Problems 548
OB Close-Up: Does Physical Attractiveness Affect Performance
Evaluations? 550
Overcoming the Problems 550
Reward Systems 552
The Union-Management Interface 555
OB in a Global Context: A Look at Selected International Human Resource
Issues 556
Implications for Performance and Satisfaction 557
Selection Practices 557 Training and Development Programs 558
Performance Evaluation 558 Reward Systems 558 Union-Management
Interface 559
Point: College Students Shouldn t Be Asked to Grade Their Teachers 560
Counterpoint: Challenges to the Assumption of Competence 561
For Discussion 562
For Further Reading 562
Exercise 16: Career Assessment Test 564
Case Incident 16: Dan Moore s Dilemma 566
Notes 567
17 Organizational Culture 569
Institutionalization: A Forerunner of Culture 571
What Is Organizational Culture? 572
A Definition 572 Culture Is a Descriptive Term 574
Do Organizations Have Uniform Cultures?
Strong vs. Weak Cultures 575
What Does Culture Do? 576
Culture s Functions 576
OB Close-Up: There Are No Right Cultures! 577
Culture as a Liability 578
Creating and Sustaining Culture 578
How a Culture Begins 578
OB Close-Up: Which Organizational Culture Fits You? 579
Keeping a Culture Alive 580
Summary: How Cultures Form 583
How Employees Learn Culture 584
Stories 584 Rituals 585 Material Symbols 586
Language 586
OB in a Global Context: Organizational Culture vs. National Culture 587
Organizational Culture in Action 587
The Walt Disney Co. 588 MCI 588 BankAmerica 589
Implications for Performance and Satisfaction 589
Point: The Case Against Cultural Change 591
Counterpoint: How to Change an Organization s Culture 592
For Discussion 593
For Further Reading 593
Exercise 17: Rate Your Classroom Culture 594
Case Incident 17: Nordstrom: Where Service Is a Serious Business 595
Notes 596
18 Work Stress 599
What Is Stress? 602
Is Work Stress Widespread? 603
OB Close-Up: Rating Occupations by Stress 604
Understanding Stress and Its Consequences 604
Potential Sources of Stress 605
Environmental Factors 605 Organizational Factors 606
Individual Factors 609 Stressors Are Additive 609
Individual Differences 611
Perception 611 Job Experience 611 Social Support 611
Belief in Locus of Control 612 Hostility 612
Stress Consequences 613
Physiological Symptoms 613 Psychological Symptoms 614
Behavioral Symptoms 614
Stress Management Strategies 615
Individual Approaches 615
OB Close-Up: Job Burnout: The Malady of Our Age? 616
Organizational Approaches 617
Implications for Performance and Satisfaction 619
OB in a Global Context: Work Stress Is a World-Wide Phenomenon 620
Point: Employee Stress Isn t a Management Problem! 622
Counterpoint: Stress Creates Real Costs to Organizations 623
For Discussion 624
For Further Reading 624
Exercise 18: The Type A-Type B Group Exercise 625
Case Incident 18: The Stress for Success Dilemma 626
Notes 627
PARTV ORGANIZATIONAL DYNAMICS
19 Foundations of Organizational Change 629
Forces for Change 632
Nature of the Work Force 632 Technology 633
Economic Shocks 633 Social Trends 634 World Politics 635
Competition 637
Managing Planned Change 637
OB Close-Up: Are These Really Such Dynamic Times? 638
Resistance to Change 639
Individual Resistance 640 Organizational Resistance 642
Overcoming Resistance to Change 643
OB Close-Up: Harwood Manufacturing: A Classic Study in Participative
Change 645
Approaches for Managing Organizational Change 645
OB in a Global Context: An International Look at Organizational Change 646
Lewin s Three-Step Model 646
Action Research 648 Organizational Development 649
Implications for Performance and Satisfaction 650
Point: Change Is an Episodic Activity 651
Counterpoint: Change Is an Ongoing Activity 652
For Discussion 653
For Further Reading 653
Exercise 19: Managing-In-a-Turbulent-World Tolerance Test 654
Case Incident 19: Brusque or Efficient? 656
Notes 657
20 Organizational Development 659
OD Values and Outcomes 662
Implementation Issues in OD 662
Differences in Organizational Cultures 663
The Politics of Change 663 The Ethics of Control 664
OD Interventions 666
Structural Interventions 666
OB in a Global Context: OD Across National Boundaries 667
Task-Technology Interventions 668
People-Focused Interventions 671
Implications for Performance and Satisfaction 675
OB Close-Up: Changing Attitudes Through Persuasive Messages 676
Point: OD Is Culture-Bound 678
Counterpoint: OD Is Not Culture-Bound 679
For Discussion 680
For Further Reading 680
Exercise 20: The Beacon Aircraft Company 681
Case Incident 20: Leadership Development at Pacific Bell 683
Notes 684
Appendix: Scoring Keys for Exercises 687
Glossary 695
Name Index 705
Organization Index 713
Subject Index 715
|
| any_adam_object | 1 |
| author | Robbins, Stephen P. 1943- |
| author_GND | (DE-588)124203973 |
| author_facet | Robbins, Stephen P. 1943- |
| author_role | aut |
| author_sort | Robbins, Stephen P. 1943- |
| author_variant | s p r sp spr |
| building | Verbundindex |
| bvnumber | BV006139172 |
| classification_rvk | CW 4500 QP 342 |
| ctrlnum | (OCoLC)476580200 (DE-599)BVBBV006139172 |
| discipline | Psychologie Wirtschaftswissenschaften |
| edition | 5. ed. |
| format | Book |
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| genre | 1\p (DE-588)4123623-3 Lehrbuch gnd-content |
| genre_facet | Lehrbuch |
| id | DE-604.BV006139172 |
| illustrated | Illustrated |
| indexdate | 2024-08-01T16:30:08Z |
| institution | BVB |
| isbn | 0136406998 |
| language | English |
| oai_aleph_id | oai:aleph.bib-bvb.de:BVB01-003880221 |
| oclc_num | 476580200 |
| open_access_boolean | |
| owner | DE-703 DE-863 DE-BY-FWS DE-188 |
| owner_facet | DE-703 DE-863 DE-BY-FWS DE-188 |
| physical | XXVI, 719 S. Ill., graph. Darst. |
| publishDate | 1991 |
| publishDateSearch | 1991 |
| publishDateSort | 1991 |
| publisher | Prentice-Hall |
| record_format | marc |
| spellingShingle | Robbins, Stephen P. 1943- Organizational behavior concepts, controversies and applications organisationsteori Führung (DE-588)4018776-7 gnd Organisationspsychologie (DE-588)4043786-3 gnd Organisationssoziologie (DE-588)4043788-7 gnd Unternehmen (DE-588)4061963-1 gnd Organisation (DE-588)4043774-7 gnd Organisationsverhalten (DE-588)4285859-8 gnd |
| subject_GND | (DE-588)4018776-7 (DE-588)4043786-3 (DE-588)4043788-7 (DE-588)4061963-1 (DE-588)4043774-7 (DE-588)4285859-8 (DE-588)4123623-3 |
| title | Organizational behavior concepts, controversies and applications |
| title_auth | Organizational behavior concepts, controversies and applications |
| title_exact_search | Organizational behavior concepts, controversies and applications |
| title_full | Organizational behavior concepts, controversies and applications Stephen P. Robbins |
| title_fullStr | Organizational behavior concepts, controversies and applications Stephen P. Robbins |
| title_full_unstemmed | Organizational behavior concepts, controversies and applications Stephen P. Robbins |
| title_short | Organizational behavior |
| title_sort | organizational behavior concepts controversies and applications |
| title_sub | concepts, controversies and applications |
| topic | organisationsteori Führung (DE-588)4018776-7 gnd Organisationspsychologie (DE-588)4043786-3 gnd Organisationssoziologie (DE-588)4043788-7 gnd Unternehmen (DE-588)4061963-1 gnd Organisation (DE-588)4043774-7 gnd Organisationsverhalten (DE-588)4285859-8 gnd |
| topic_facet | organisationsteori Führung Organisationspsychologie Organisationssoziologie Unternehmen Organisation Organisationsverhalten Lehrbuch |
| url | http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=003880221&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA |
| work_keys_str_mv | AT robbinsstephenp organizationalbehaviorconceptscontroversiesandapplications |
Inhaltsverzeichnis
THWS Würzburg Zentralbibliothek Lesesaal
| Signatur: |
1000 CW 4500 R636(5) |
|---|---|
| Exemplar 1 | ausleihbar Verfügbar Bestellen |