Verfügbarkeit: Organizational behavior

Organizational behavior: an experiential approach

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Bibliographische Detailangaben
Vorheriger Titel:	Kolb, David A. Organizational psychology
Hauptverfasser:	Kolb, David A. 1939- (VerfasserIn), Rubin, Irwin M. (VerfasserIn), Osland, Joyce S. (VerfasserIn)
Format:	Buch
Sprache:	English
Veröffentlicht:	Englewood Cliffs, NJ Prentice Hall 1991
Ausgabe:	5. ed.
Schriftenreihe:	Prentice-Hall behavioral sciences in business series
Schlagworte:	Arbeids- en organisatiepsychologie Organizacao Interna (Administracao) Psicologia Aplicada Organizational behavior Psychology, Industrial Arbeitspsychologie Organisationspsychologie Berufspsychologie
Online-Zugang:	Inhaltsverzeichnis
Beschreibung:	Bis 4. Aufl. u.d.T.: Kolb, David A.: Organizational psychology
Beschreibung:	XXIII, 673 S. Ill., graph. Darst.
ISBN:	0136407986

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Datensatz im Suchindex

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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	Kolb, David A. 1939- Rubin, Irwin M. Osland, Joyce S.
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id	DE-604.BV008807692
illustrated	Illustrated
indexdate	2024-07-09T17:25:22Z
institution	BVB
isbn	0136407986
language	English
oai_aleph_id	oai:aleph.bib-bvb.de:BVB01-005827069
oclc_num	20800123
open_access_boolean
owner	DE-945 DE-384 DE-11 DE-188
owner_facet	DE-945 DE-384 DE-11 DE-188
physical	XXIII, 673 S. Ill., graph. Darst.
publishDate	1991
publishDateSearch	1991
publishDateSort	1991
publisher	Prentice Hall
record_format	marc
series2	Prentice-Hall behavioral sciences in business series
spelling	Kolb, David A. 1939- Verfasser (DE-588)109038681 aut Organizational behavior an experiential approach David A. Kolb ; Irwin M. Rubin ; Joyce Osland 5. ed. Englewood Cliffs, NJ Prentice Hall 1991 XXIII, 673 S. Ill., graph. Darst. txt rdacontent n rdamedia nc rdacarrier Prentice-Hall behavioral sciences in business series Bis 4. Aufl. u.d.T.: Kolb, David A.: Organizational psychology Arbeids- en organisatiepsychologie gtt Organizacao Interna (Administracao) larpcal Psicologia Aplicada larpcal Organizational behavior Psychology, Industrial Arbeitspsychologie (DE-588)4002767-3 gnd rswk-swf Organisationspsychologie (DE-588)4043786-3 gnd rswk-swf Berufspsychologie (DE-588)4144794-3 gnd rswk-swf Organisationspsychologie (DE-588)4043786-3 s DE-604 Berufspsychologie (DE-588)4144794-3 s 1\p DE-604 Arbeitspsychologie (DE-588)4002767-3 s 2\p DE-604 Rubin, Irwin M. Verfasser aut Osland, Joyce S. Verfasser aut Frühere Aufl. u.d.T. Kolb, David A. Organizational psychology HBZ Datenaustausch application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=005827069&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis 1\p cgwrk 20201028 DE-101 https://d-nb.info/provenance/plan#cgwrk 2\p cgwrk 20201028 DE-101 https://d-nb.info/provenance/plan#cgwrk
spellingShingle	Kolb, David A. 1939- Rubin, Irwin M. Osland, Joyce S. Organizational behavior an experiential approach Arbeids- en organisatiepsychologie gtt Organizacao Interna (Administracao) larpcal Psicologia Aplicada larpcal Organizational behavior Psychology, Industrial Arbeitspsychologie (DE-588)4002767-3 gnd Organisationspsychologie (DE-588)4043786-3 gnd Berufspsychologie (DE-588)4144794-3 gnd
subject_GND	(DE-588)4002767-3 (DE-588)4043786-3 (DE-588)4144794-3
title	Organizational behavior an experiential approach
title_auth	Organizational behavior an experiential approach
title_exact_search	Organizational behavior an experiential approach
title_full	Organizational behavior an experiential approach David A. Kolb ; Irwin M. Rubin ; Joyce Osland
title_fullStr	Organizational behavior an experiential approach David A. Kolb ; Irwin M. Rubin ; Joyce Osland
title_full_unstemmed	Organizational behavior an experiential approach David A. Kolb ; Irwin M. Rubin ; Joyce Osland
title_old	Kolb, David A. Organizational psychology
title_short	Organizational behavior
title_sort	organizational behavior an experiential approach
title_sub	an experiential approach
topic	Arbeids- en organisatiepsychologie gtt Organizacao Interna (Administracao) larpcal Psicologia Aplicada larpcal Organizational behavior Psychology, Industrial Arbeitspsychologie (DE-588)4002767-3 gnd Organisationspsychologie (DE-588)4043786-3 gnd Berufspsychologie (DE-588)4144794-3 gnd
topic_facet	Arbeids- en organisatiepsychologie Organizacao Interna (Administracao) Psicologia Aplicada Organizational behavior Psychology, Industrial Arbeitspsychologie Organisationspsychologie Berufspsychologie
url	http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=005827069&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA
work_keys_str_mv	AT kolbdavida organizationalbehavioranexperientialapproach AT rubinirwinm organizationalbehavioranexperientialapproach AT oslandjoyces organizationalbehavioranexperientialapproach

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