Organizational behavior and management:
Gespeichert in:
| Hauptverfasser: | , |
|---|---|
| Format: | Buch |
| Sprache: | English |
| Veröffentlicht: |
Boston [u.a.]
McGraw-Hill
1999
|
| Ausgabe: | 5. ed. |
| Schlagworte: | |
| Online-Zugang: | Inhaltsverzeichnis |
| Beschreibung: | XVIII, 682 S. Ill., graph. Darst. |
| ISBN: | 0256269068 |
Internformat
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| 245 | 1 | 0 | |a Organizational behavior and management |c John M. Ivancevich ; Michael T. Matteson |
| 250 | |a 5. ed. | ||
| 264 | 1 | |a Boston [u.a.] |b McGraw-Hill |c 1999 | |
| 300 | |a XVIII, 682 S. |b Ill., graph. Darst. | ||
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Datensatz im Suchindex
| _version_ | 1804127301503287296 |
|---|---|
| adam_text | Preface xi
PART I The Field of Organizational Behavior 1
1 Introduction to Organizational Behavior 3
Appendix 1. A Selected Functions of Management 49
Appendix l.B Quantitative and Qualitative Research Techniques for
Studying Organizational Behavior and Management
Practice 61
2 Organizational Culture 71
PART II Understanding and Managing Individual Behavior 109
3 Individual Differences and Work Behavior 111
4 Motivation 145
5 Evaluation, Feedback, and Reward of Individual Behavior 185
6 Job Design 227
7 Organizational Stress: An Individual View 261
PART III Group Behavior and Interpersonal Influence 299
8 Group Behavior and Work Teams 301
9 Intergroup Conflict and Negotiations 335
10 Organizational Power and Politics 371
PART IV Organizational Processes 405
11 Leadership: An Overview 407
12 Leadership: Newer Concepts and Applications 437
13 Communication 475
14 Decision Making 511
PART V Organizational Design, Change, and Innovation 553
15 Organizational Structure and Design 555
16 Managing Organizational Change and Innovation 607
Glossary 651
Name Index 661
Company Index 670
Subject Index 673
IV
Preface xi
PARTI THE FIELD OF ORGANIZATIONAL
BEHAVIOR 1
CHAPTER 1 Introduction to Organizational Behavior 3
Forces Reshaping Management Practice 4
The Origins of Management 7
A Brief History Lesson 7 I Scientific Management
8 I Functions of Management 8
The Importance of Studying Organizational Behavior 9
Leaders and Organizational Behavior 9 I The
Hawthorne Studies 10
Framing the Study of Organizational Behavior 12
The Organization s Environment 12 I The
Individual in the Organization 12 I Interpersonal
Influence and Group Behavior 14
Organizational Structure and Design 16
Organizational Processes 17 I Structure of the
Organization 17 I Job Design 17
Effectiveness in Organizations 19
The Goal Approach 22 I The Systems Theory
Approach 23
The Time Dimension Model of Organizational
Effectiveness 25
Criteria of Effectiveness 26
Quality 26 I Productivity 28 I Efficiency 28 I
Satisfaction 29 I Adaptiveness 29 I
Development 29
Summary of Key Points 30
Review and Discussion Questions 30
• Reading 1.1 Rounding Out the Manager s Job
32
¦ Exercise 1.1 Initial View of Organizational
Behavior 44
T Case 1.1 Drexler s Bar B Que 46
APPENDIX l.A
Selected Functions of Management 49
APPENDIX l.B
Quantitative and Qualitative Research
Techniques for Studying Organizational
Behavior and Management Practice 61
CHAPTER 2 Organizational Culture 71
Organizational Culture 72
Organizational Culture Defined 72 I
Organizational Culture and Its Effects 74 /
Creating Organizational Culture 76
Influencing Culture Change 78
Socialization and Culture 79
Socialization Stages 79
Characteristics of Effective Socialization 82
Effective Anticipatory Socialization 82 I Effective
Accommodation Socialization 83 I Effective Role
Management Socialization 84 / Mentors and
Socialization 84
Organizational Culture and Societal Value
Systems 87
Socializing a Culturally Diverse Workforce 88
Management s Ability to Capitalize on
Diversity 90
Socialization as an Integration Strategy 92
Summary of Key Points 93
Review and Discussion Questions 93
• Reading 2.1 Levels of Culture 94
¦ Exercise 2.1 Assessing and Considering
Organizational Culture 102
T Case 2.1 The Consolidated Life Case:
Caught between Corporate
Cultures 102
Video Case Harley Davidson 107
V
VI CONTENTS
PART II
UNDERSTANDING AND MANAGING
INDIVIDUAL BEHAVIOR 109
¦y CHAPTER 3
Individual Differences and Work
Behavior 111
Why Individual Differences Are Important 112
The Basis for Understanding Work
Behavior 113
Individual Variables 113
Demographic Factors 114 I Abilities and
Skills 114
Perception 115 I Perception and Behavior 118 I
Attitudes 120 I Personality 125 I Personality
and Behavior 128
Summary of Key Points 130
Review and Discussion Questions 131
• Reading 3.1 One More Time: Do Female
and Male Managers Differ? 132
¦ Exercise 3.1 Testing Your Assumptions
about People 137
¦ Exercise 3.2 Personality Insights 138
T Case 3.1 Bob Knowlton 139
CHAPTER 4
/ Motivation 145
The Starting Point: The Individual 148
Content Approaches 149
Maslow s Need Hierarchy 149 I Alderfer s ERG
Theory 152 I Herzberg s Two Factor Theory 153 I
McClelland s Learned Needs Theory 154 I
A Synopsis of the Four Content Theories 156
Process Approaches 156
Expectancy Theory 157 I Equity Theory 159 I
Goal Setting 162
Motivation and the Psychological
Contract 164
Reviewing Motivation 166
Summary of Key Points 167
Review and Discussion Questions 168
• Reading 4.1 Motivation: A Diagnostic
Approach 169
¦ Exercise 4.1 Goal Setting—How to Do It 179
T Case 4.1 FAB Sweets Limited 179
CHAPTER 5
Evaluation, Feedback, and Reward of
Individual Behavior 185
Evaluation of Performance 186
Purposes of Evaluation 186 I Focus of Evaluation
187 I Improving Evaluations 188
Performance Evaluation Feedback 189
Purpose of Evaluation Feedback 189 I A Feedback
Model 190 I Multisource Feedback: A 360 Degree
Approach 191
Reinforcement Theory 192
Reinforcement 193 I Punishment 193 I
Extinction 193 I Reinforcement Schedules 194
A Model of Individual Rewards 196
Intrinsic and Extrinsic Rewards 198
Extrinsic Rewards 198 I Intrinsic Rewards 199/
Rewards Interact 200 I Administering
Rewards 200
Rewards Affect Organizational Concerns 203
Turnover and Absenteeism 203 I Job Performance
203 I Organizational Commitment 204
Innovative Reward Systems 204
Skill Based Pay 205 I Broadbanding 205 I
Team Based Rewards 207 I Banking Time Off
208 I The All Salaried Team 208 I Gainsharing
208 I Employee Stock Ownership Plans 209 I
Line of Sight: The Key Issue 209
Summary of Key Points 210
Review and Discussion Questions 211
• Reading 5.1 On the Folly of Rewarding A,
While Hoping for B 212
¦ Exercise 5.1 Diagnosing a Work Performance
Problem 219
¦ Exercise 5.2 Making Choices about
Rewards 221
? Case 5.1 The Politics of Performance
Appraisal 222
CHAPTER 6
Job Design 227
Job Design and Quality of Work Life 228
A Conceptual Model of Job Design 229
Job Performance Outcomes 230
Objective Outcomes 230 I Personal Behavior
Outcomes 230 I Intrinsic and Extrinsic Outcomes
230 I Job Satisfaction Outcomes 231
Job Analysis 232
Job Content 232 I Job Requirements 232 I Job
Context 233 I Job Analysis in Different
Settings 233
Job Designs: The Results of Job Analysis 235
Range and Depth 235 I Job Relationships 236
The Way People Perceive Their Jobs 23 7
Job Characteristics 237 I Individual Differences
238 I Social Setting Differences 238
Designing Job Range: Job Rotation and Job
Enlargement 238
Job Rotation 239 I Job Enlargement 239
Designing Job Depth: Job Enrichment 240
Self Managed Teams 244 I Alternative Work
Arrangements 246
Total Quality Management and Job Design 247
Summary of Key Points 248
Review and Discussion Questions 249
• Reading 6.1 Employees Redesign Their
Jobs 250
¦ Exercise 6.1 Job Design Preferences 253
T Case 6.1 The Hovey and Beard Company
Case 254
CHAPTER 7
Organizational Stress: An Individual
View 261
What Is Stress? 262
Organizational Stress: A Model 263
Work Stressors 264
Work Environment Stressors 265 I Individual
Stressors 266 I Group and Organizational
Stressors 268
Stress Consequences 270
Individual Consequences 270 I Organizational
Consequences 272
Stress Moderators 274
Personality 274 I Type A Behavior Pattern 275/
Social Support 276
Stress Prevention and Management 277
Maximizing Person Environment Fit 277 I
Organizational Stress Prevention and Management
Program 278 I Individual Approaches to Stress
Prevention and Management 281
Summary of Key Points 283
Review and Discussion Questions 283
CONTENTS VII
• Reading 7.1 Who Beats Stress Best—
and How 284
¦ Exercise 7.1 Behavior Activity Profile—A Type
A Measure 288
¦ Exercise 7.2 Health Risk Appraisal 290
? Case 7.1 No Response from Monitor 23
292
Video Case Job Sharing, Rhino Foods, and
Job Pressure and Ethics 296
Video Case Workplace Perks and More
Companies Provide Fitness 297
Video Case Fighting Stress 298
PART III
GROUP BEHAVIOR AND
INTERPERSONAL INFLUENCE 299
CHAPTER 8 Croup Behavior and Work Teams 301
The Nature of Groups 302
An Integrated Model of Group Formation and
Development 303
Types of Groups 303
Formal Groups 303 I Informal Groups 304
Why People Form Groups 305
Stages of Group Development 306
Forming 306 I Storming 307 I Norming 307
Performing 307 I Adjourning 308
Characteristics of Groups 308
Composition 308 I Status Hierarchy 309 I Roles
309 I Norms 310 I Leadership 313 I
Cohesiveness 3J3 / Cohesiveness and Performance
314 I Groupthink 315
End Results 316
Teams 317
Types of Teams 318 I Team Effectiveness 319
Summary of Key Points 320
Review and Discussion Questions 321
• Reading 8.1 What Team Leaders Need to
Know 322
¦ Exercise 8.1 Participating in and Observations
of Group Processes 325
¦ Exercise 8.2 What to Do with Johnny
Rocco 328
? Case 8.1 Banana Time Case 330
VIII CONTENTS
CHAPTER 9 Intergroup Conflict and Negotiations 335
A Contemporary Perspective on Intergroup
Conflict 336
Functional Conflict 336 I Dysfunctional Conflict
337 I Conflict and Organizational Performance 337
I Stages of Conflict 337
What Causes Intergroup Conflict? 339
Work Interdependence 339 I Goals Differences
340 I Perceptual Differences 341
The Consequences of Dysfunctional Intergroup
Conflict 342
Changes within Groups 342 I Changes between
Groups 343
Managing Intergroup Conflict through
Resolution 344
Dominating 344 I Accommodating 345 I
Problem Solving 346 I Avoiding 347 I
Compromising 347
Managing Intergroup Conflict through
Stimulation 348
Bringing Outside Individuals into the Group 349 I
Altering the Organization s Structure 350 I
Stimulating Competition 350 I Making Use of
Programmed Conflict 350
Negotiations 351
Win Lose Negotiating 351 I Win Win
Negotiating 352
Increasing Negotiating Effectiveness 353
Using Third Party Negotiations 354 I Improving
Negotiations 354
Summary of Key Points 355
Review and Discussion Questions 355
• Reading 9.1 Negotiating Rationally: The
Power and Impact of the
Negotiators Frame 357
¦ Exercise 9.1 Third Party Conflict
Resolution 363
¦ Exercise 9.2 World Bank: An Exercise in
Intergroup Negotiation 364
T Case 9.1 L.E.S., Inc. 366
CHAI TKR 10 Organizational Power and Politics 371
The Concept of Power 372
Where Does Power Come From? 372
Interpersonal Power 373 I Structural Power 376
Empowerment 378
Interdepartmental Power 379
Coping with Uncertainty 380 I Centrality 381 I
Substitutability 381
The Illusion of Power 381
Political Strategies and Tactics 383
Research on Politics 383 I Playing Politics 384
Ethics, Power, and Politics 388
Using Power to Manage Effectively 389
Summary of Key Points 391
Review and Discussion Questions 392
• Reading 10.1 Creating an Empowering
Environment 393
¦ Exercise 10.1 Empowerment Profile 396
¦ Exercise 10.2 How Political Are You? 397
T Case 10.1 Missouri Campus Bitterly
Divided over How to Reallocate
Funds 398
Video Case Saturn and AT T Workers Beat
Mexican Plant 404
PART IV
ORGANIZATIONAL PROCESSES 405
CHAPTER 11 Leadership: An Overview 407
What Is Leadership? 408
Is Leadership Important? 409 I Trait
Approaches 411
Behavioral Approaches 413
Job Centered and Employee Centered Leadership
413 I Initiating Structure and Consideration 415 I
Why Trait and Behavioral Approaches Fall Short 416
Situational Approaches 417
The Contingency Leadership Model 418 I
Path Goal Model 420 I Hersey Blanchard
Situational Leadership Theory 421 I
Leader Member Exchange Approach 424
Substitutes for Leadership 425
Comparing the Situational Approaches 427
Summary of Key Points 428
Review and Discussion Questions 428
• Reading 11.1 The Nine Dilemmas Leaders
Face 429
¦ Exercise 11.1 Task and People
Orientations 431
T Case 11.1 Grace Pastiak s Web of
Inclusion 432
CHAPTER 12
Leadership: Newer Concepts
and Applications 437
Vroom Jago Leadership Model 439
Decision Effectiveness 439 I Decision Styles 440
Diagnostic Procedure 440 I Application of the
Model 441 I Validity of the Model 442
Attribution Theory of Leadership 443
Leader s Attributions 443 / Leader s Perception of
Responsibility 444 I Attributional Leadership Model
444 I Leader Behavior: Cause or Effect? 445
Charismatic Leadership 447
Defining Charismatic Leadership 448 I Two Types
of Charismatic Leaders 449
Transactional and Transformational Leadership 451
Transactional Leadership 451 I The
Transformational Theme 453
Multicultural Leadership 454
Cross Cultural Research 454
Summary of Key Points 456
Review and Discussion Questions 456
• Reading 12.1 Leading Learning 457
¦ Exercise 12.1 Leadership Style Analysis 465
? Case 12.1 The Man Who Killed
Braniff 466
vCHAPTER 18 __
Communication 475
The Importance of Communication 476
The Communication Process 477
How Communication Works 477 I The Elements of
Communication 477 I Nonverbal Messages 480
Communicating with Organizations 480
Downward Communication 480 I Upward
Communication 481 I Horizontal Communication
481 I Diagonal Communication 481
Interpersonal Communications 482
Interpersonal Styles 482 I Managerial Styles and
Interpersonal Styles 484
Multicultural Communication 485
Barriers to Effective Communication 486
Frame of Reference 486 I Selective Listening 487 I
Value Judgments 487 / Source Credibility 487 I
CONTENTS IX
Filtering 487 / ln Group Language 489 I Status
Differences 489 I Time Pressures 489 I
Communication Overload 490
Improving Communication in Organizations 490
Following Up 490 I Regulating Information Flow
491 I Utilizing Feedback 491 I Empathy 491 I
Repetition 491 I Encouraging Mutual Trust 492 I
Effective Timing 492 I Simplifying Language 492 I
Effective Listening 492 I Using the Grapevine
493 I Promoting Ethical Communications 493
Summary of Key Points 495
Review and Discussion Questions 496
• Reading 13.1 Active Listening 497
¦ Exercise 13.1 Your Communication Style 504
? Case 13.1 The Road to Hell 506
CHAPTER 14
Decision Making 511
Types of Decisions 512
The Decision Making Process 514
Establishing Specific Goals and Objectives and
Measuring Results 514 I Problem Identification
and Definition 515 I Establishing Priorities
516 I Consideration of Causes 517 I
Development of Alternative Solutions 517 I
Evaluation of Alternative Solutions 518 I
Solution Selection 518 I Implementation 519 I
Follow Up 520
Behavioral Influences on Decision Making 520
Values 520 I Propensity for Risk 520 I
Potential for Dissonance 522 I Escalation of
Commitment 523
Group Decision Making 523
Individual versus Group Decision Making 525 I
Creativity in Group Decision Making 525
Techniques for Stimulating Creativity 526
Summary of Key Points 528
Review and Discussion Questions 529
• Reading 14.1 Agreement and Thinking
Alike: Ingredients for Poor
Decisions 530
¦ Exercise 14.1 How Biased Is Your Decision
Making? 534
¦ Exercise 14.2 Group Decision Making 535
? Case 14.1 The NASA Space Shuttle
Disaster: A Case Study 537
Video Case IBM Turnaround, Lou Gerstner,
and The Body Shop 552
X CONTENTS
PART V
ORGANIZATIONAL DESIGN, CHANGE,
AND INNOVATION 553
CHAPTER 15
Organizational Structure
and Design 555
Designing an Organization Structure 556
Division of Labor 558
Delegation of Authority 560
Reasons to Decentralize Authority 560 I Reasons
to Centralize Authority 561 I Decision
Guidelines 561
Departmental Bases 562
Functional Departmentalization 562 I Territorial
Departmentalization 563 I Product
Departmentalization 564 I Customer
Departmentalization 565
Span of Control 565
Required Contact 566 I Degree of Specialization
566 I Ability to Communicate 567
Dimensions of Structure 567
Formalization 568 I Centralization 568 I
Complexity 569
Organizational Design Models 570
The Mechanistic Model 570 I The Organic Model
573 I The Matrix Model 574
Multinational Structure and Design 578
A Look to the Future: Virtual Organizations 580
Summary of Key Points 581
Review and Discussion Questions 582
• Reading 15.1 The New Enterprise Architecture
583
¦ Exercise 15.1 Paper Plane Corporation 591
T Case 15.1 Provident National Bank Trust
Division 593
CHAPTER 16
Managing Organizational Change
and Innovation 607
Alternative Change Management Approaches 608
Managing Change through Power 609 I Managing
Change through Reason 609 I Managing Change
through Reeducation 609
Learning Principles in Change Management 610
Change Agents: Forms of Intervention 611
External Change Agents 611 I Internal Change
Agents 611 I External Internal Change Agents 612
A Model for Managing Organizational Change 613
Forces for Change 614
Internal Forces 614 I Internal Forces 615
Diagnosis of a Problem 616
Selection of Appropriate Methods 617
Structural Approaches 617 I Task and
Technological Approaches 619 I Human Asset
Approaches 620 I Team Building 621 I The
Managerial Grid 622 I Ethics Training 623 I
Mentorship Programs 623 I Introspection
Development 625 I Multifaceted Approaches 626
Impediments and Limiting Conditions 627
Leadership Climate 627 I Formal Organization
627 I Organizational Culture 627
Implementing the Method 627
Evaluating Program Effectiveness 628
How Effective Are Change Interventions? 629
Some Guidelines for Managing Change 630
Summary of Key Points 631
Review and Discussion Questions 631
• Reading 16.1 Why Transformation Efforts Fail
632
¦ Exercise 16.1 Organization Development at J. P.
Hunt 637
T Case 16.1 Implementing Total Quality
Management at Thiokol
Corporation 639
Video Case Big Apple Bagel and the St. Louis
Bread Company: The Responsive
Organization 648
Video Case Fallen Apple 650
Glossary 651
Name Index 661
Company Index 670
Subject Index 6 73
|
| any_adam_object | 1 |
| author | Ivancevich, John M. 1939-2009 Matteson, Michael T. 1943- |
| author_GND | (DE-588)136523137 (DE-588)170235068 |
| author_facet | Ivancevich, John M. 1939-2009 Matteson, Michael T. 1943- |
| author_role | aut aut |
| author_sort | Ivancevich, John M. 1939-2009 |
| author_variant | j m i jm jmi m t m mt mtm |
| building | Verbundindex |
| bvnumber | BV012645342 |
| callnumber-first | H - Social Science |
| callnumber-label | HD58 |
| callnumber-raw | HD58.7 |
| callnumber-search | HD58.7 |
| callnumber-sort | HD 258.7 |
| callnumber-subject | HD - Industries, Land Use, Labor |
| classification_rvk | QP 342 |
| ctrlnum | (OCoLC)245811324 (DE-599)BVBBV012645342 |
| dewey-full | 658.4 |
| dewey-hundreds | 600 - Technology (Applied sciences) |
| dewey-ones | 658 - General management |
| dewey-raw | 658.4 |
| dewey-search | 658.4 |
| dewey-sort | 3658.4 |
| dewey-tens | 650 - Management and auxiliary services |
| discipline | Wirtschaftswissenschaften |
| edition | 5. ed. |
| format | Book |
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| id | DE-604.BV012645342 |
| illustrated | Illustrated |
| indexdate | 2024-07-09T18:31:10Z |
| institution | BVB |
| isbn | 0256269068 |
| language | English |
| oai_aleph_id | oai:aleph.bib-bvb.de:BVB01-008590401 |
| oclc_num | 245811324 |
| open_access_boolean | |
| owner | DE-703 DE-521 |
| owner_facet | DE-703 DE-521 |
| physical | XVIII, 682 S. Ill., graph. Darst. |
| publishDate | 1999 |
| publishDateSearch | 1999 |
| publishDateSort | 1999 |
| publisher | McGraw-Hill |
| record_format | marc |
| spelling | Ivancevich, John M. 1939-2009 Verfasser (DE-588)136523137 aut Organizational behavior and management John M. Ivancevich ; Michael T. Matteson 5. ed. Boston [u.a.] McGraw-Hill 1999 XVIII, 682 S. Ill., graph. Darst. txt rdacontent n rdamedia nc rdacarrier Management gtt Organisatiegedrag gtt Organizational behavior Führungstechnik (DE-588)4200179-1 gnd rswk-swf Organisationspsychologie (DE-588)4043786-3 gnd rswk-swf Unternehmensleitung (DE-588)4233771-9 gnd rswk-swf Führung (DE-588)4018776-7 gnd rswk-swf Unternehmenskultur (DE-588)4131484-0 gnd rswk-swf Management (DE-588)4037278-9 gnd rswk-swf Organisationsverhalten (DE-588)4285859-8 gnd rswk-swf Organisationsverhalten (DE-588)4285859-8 s Management (DE-588)4037278-9 s DE-604 Führung (DE-588)4018776-7 s 1\p DE-604 Unternehmensleitung (DE-588)4233771-9 s 2\p DE-604 Organisationspsychologie (DE-588)4043786-3 s 3\p DE-604 Führungstechnik (DE-588)4200179-1 s 4\p DE-604 Unternehmenskultur (DE-588)4131484-0 s 5\p DE-604 Matteson, Michael T. 1943- Verfasser (DE-588)170235068 aut HBZ Datenaustausch application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=008590401&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 3\p cgwrk 20201028 DE-101 https://d-nb.info/provenance/plan#cgwrk 4\p cgwrk 20201028 DE-101 https://d-nb.info/provenance/plan#cgwrk 5\p cgwrk 20201028 DE-101 https://d-nb.info/provenance/plan#cgwrk |
| spellingShingle | Ivancevich, John M. 1939-2009 Matteson, Michael T. 1943- Organizational behavior and management Management gtt Organisatiegedrag gtt Organizational behavior Führungstechnik (DE-588)4200179-1 gnd Organisationspsychologie (DE-588)4043786-3 gnd Unternehmensleitung (DE-588)4233771-9 gnd Führung (DE-588)4018776-7 gnd Unternehmenskultur (DE-588)4131484-0 gnd Management (DE-588)4037278-9 gnd Organisationsverhalten (DE-588)4285859-8 gnd |
| subject_GND | (DE-588)4200179-1 (DE-588)4043786-3 (DE-588)4233771-9 (DE-588)4018776-7 (DE-588)4131484-0 (DE-588)4037278-9 (DE-588)4285859-8 |
| title | Organizational behavior and management |
| title_auth | Organizational behavior and management |
| title_exact_search | Organizational behavior and management |
| title_full | Organizational behavior and management John M. Ivancevich ; Michael T. Matteson |
| title_fullStr | Organizational behavior and management John M. Ivancevich ; Michael T. Matteson |
| title_full_unstemmed | Organizational behavior and management John M. Ivancevich ; Michael T. Matteson |
| title_short | Organizational behavior and management |
| title_sort | organizational behavior and management |
| topic | Management gtt Organisatiegedrag gtt Organizational behavior Führungstechnik (DE-588)4200179-1 gnd Organisationspsychologie (DE-588)4043786-3 gnd Unternehmensleitung (DE-588)4233771-9 gnd Führung (DE-588)4018776-7 gnd Unternehmenskultur (DE-588)4131484-0 gnd Management (DE-588)4037278-9 gnd Organisationsverhalten (DE-588)4285859-8 gnd |
| topic_facet | Management Organisatiegedrag Organizational behavior Führungstechnik Organisationspsychologie Unternehmensleitung Führung Unternehmenskultur Organisationsverhalten |
| url | http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=008590401&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA |
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