Organizational behaviour:
Gespeichert in:
| 1. Verfasser: | |
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| Format: | Buch |
| Sprache: | English |
| Veröffentlicht: |
London
Thomson Learning
2001
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| Ausgabe: | 2. ed. |
| Schlagworte: | |
| Online-Zugang: | Inhaltsverzeichnis |
| Beschreibung: | Literaturangaben. - 3. Aufl. u.d.T.: Martin, John: Organizational behaviour and management |
| Beschreibung: | XXXVI, 955 S. graph. Darst. |
| ISBN: | 1861525834 |
Internformat
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Datensatz im Suchindex
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| adam_text | Contents
List of Figures xm
List of Tables x,x
List of Management in Action panels xx,1
Preface ^
Acknowledgements xxxv
/ Management and organizations 3
Introduction 4
A first look at organizations 4
A first look at management 7
Natural and social science research 9
The study of organizations ] 4
The management of organizations 24
The study of management 27
The emergence of organizational behaviour 29
Management and organizations: an applied perspective 3 ]
Conclusions 34
2 The evolution of management 38
Introduction . 39
Early management practice ._, [ 39
Scientific and administrative management 54
The human relations and. quantitative schools 56
Systems approaches to rnahagement 58
Sociological and other perspectives^on management 59
New thinking abo^t organizations and management 61
Postmodernism 62
Management theory: an applied perspective 65
Conclusions 68
3 Perception and attitude formation 75
Introduction 76
The significance of perception 76
A model of perception 77
Receipt of a stimulus 80
Selection of stimuli for attention 81
Organizing stimuli into meaningful patterns 84
Interpreting the significance of a stimulus 86
Response behaviour to a stimulus 92
The learning loop 93
Person perception 94
Attitude formation 99
Impression management 104
Perception within an organizational context 106
Perception and attitude formation: an applied perspective 110
Conclusions H6
4 Personality and individual difference 120
Introduction 121
The study of individual difference 121
Nomothetic perspectives 126
Idiographic perspectives 132
Other perspectives on individual difference 134
The social and situational context in individual difference 143
Measuring personality and individual difference 143
Individual difference, perception and attitudes 150
Organizational applications of individual difference 151
Individual difference: a management perspective 158
Conclusions l 0
5 Group formation and structure J67
Introduction i68
Definition of a group 1
Groups and organizations ^
The significance of groups 1
Formal and informal groups
Why groups form 1 °
Research approaches 1^1
Group formation and development 18°
Role theory and group structure ^
Job design, technology and groups 197
Group formation and structure: an applied perspective 199
Conclusions 202
6 Group dynamics and effectiveness 206
Introduction 207
Communications within groups 208
Analyzing behaviour within groups 209
Controlling behaviour within groups 211
Decision making within groups 216
Group dynamics 220
Dynamics between groups 232
Group effectiveness and satisfaction 234
Groups and organizations 240
Group dynamics and effectiveness: an applied perspective 244
Conclusions 247
7 Work design and organization 255
Introduction 256
The nature of a job 256
Work study, ergonomics and job analysis 259
Approaches to designing jobs 265
Technology and work organization 272
Groups and work organization 275
Organizational influences on work organization 277
Fordism and post Fordism 282
Flexibility, empowerment and patterns of work 287
Changing the design of jobs 289
Alienation, satisfaction and productivity through work organization 291
Quality of working life and quality circles 293
Work organization: an applied perspective 295
Conclusions 299
8 Technology and work 303
Introduction 304
Technology a definition 304
The evolution of technology 306
Perspectives on technology 311
Japanization, technology and work 315
Assumptions about technology 320
The politics of technology 321
Technology and alienation 322
Determinism, rationalist and control 323
12 Organizational frameworks 485
Introduction 486
Perspectives on organizational structure 486
Organizational lifecycle 499
Structural frameworks 502
The flexible firm 521
The virtual, federal and networked organization 522
Alternative organizations 524
Organizational frameworks: an applied perspective 527
Conclusions 530
/ 3 Designing organizations 534
Introduction 535
Factors influencing organization design 535
Charting organizations 550
Three perspectives on determinism 554
Socio technical theory systems 557
The contingency model of organizational design 560
The viable systems model 565
BPR, flexible and flatter organizations 568
Organizational design: an applied perspective 573
Conclusions 579
/ 4 Organizational culture 583
Introduction 584
Defining organizational culture 584
The dimensions of culture 588
Cultural frameworks 590
The determinants of culture 601
National culture 604
Globalization and culture 609
Managing culture 613
Changing organizational cultures 617
The significance of culture for organizational design 618
Organizational culture: a management perspective 620
Conclusions 625
The impact of technology 326
Technology, innovation and diversity 329
Technology and change 331
Information technology 333
New technology applications 334
Technology: an applied perspective 341
Conclusions 346
9 Learning within organizations 353
Introduction 354
Learning, training and development 354
Behaviourist theories of learning )( 359
Cognitive approaches to learning 366
Social and experiential learning approaches 370
Other approaches to learning within organizations 373
The learning organization 377
Knowledge management 378
Learning within an organization 380
Learning: a management and organizational perspective 385
Conclusions 392
10 Motivation and performance 397
Introduction 398
Early approaches to motivation 401
The theories of motivation f 403
Content theories 404
Process theories 412
Additional perspectives on motivation 420
Performance management and motivation 422
Motivation and performance: an organizational perspective 427
Motivation and performance: a management perspective 429
Conclusions 437
/ / Communication, decision making and negotiation 441
Introduction 442
Communications within organizations 443
Decision making within organizations 445
! Negotiating and organizations 447
I Communications 448
¦ Decision making 457
Negotiation 468
Communication, decision making and negotiation: an applied perspective 471
Conclusions 477
15 Management within organizations 631
Introduction 632
What is management? 632
Fayol and the management process 636
Managing in a social world 638
What managers do 641
Context and management 644
Management roles and skill 650
Management and discrimination 654
Management and organizational effectiveness 656
Critical incident management 657
Management, power and delegation 660
Meetings and humour in management 664
Management: an applied perspective 666
Conclusions 668
16 Leadership and organizations 674
Introduction 675
Leadership and management 675
Leaders or followers? 681
Trait theories of leadership 683
Style theories of leadership 684
Contingency theories of leadership 692
Other approaches to leadership 697
Alternatives to leadership 701
Leadership and the organizational lifecycle 702
Leaders, entrepreneurs and vision 703
Leaders and power 705
Leadership and success 707
Leadership: an applied perspective 710
Conclusions 714
/ 7 Ethical perspectives in organizational behaviour 720
Introduction 721
Philosophy and ethics 722
Ethical perspectives in organizations 727
Ethics and research 730
Business ethics and corporate governance 731
Social responsibility 733
Cross cultural perspectives on ethics 734
Ethics and antisocial behaviour 736
Whistleblowing and ethics 738
Ethics and the management of people 739
Ethics and employee involvement 747
Ethics: an applied perspective 756
Conclusions 758
18 Managing change 762
Introduction 753
Pressure for change 764
Forces acting on organizations 766
Approaches to organizational change 774
Lewin s forcefield model of change 780
Organizational development and change 781
Power, politics and change 782
Contingency approaches to change 786
Systems perspectives on change 790
Chaos and change 791
The change agent 792
/ Resistance to change 793
Innovation as a change strategy 797
Change: an applied perspective 800
Conclusions 801
19 Power and control 807
Introduction 808
Power, influence and authority 808
Perspectives on power 814
Sources of organizational power 819
Power and decision making 824
Control within organizations 827
Form and characteristics of control 830
y Power, control and resistance 835
Power and control: an applied perspective 836
Conclusions 841
20 Conflict and organizational politics 846
Introduction 847
Sources of organizational conflict 848
Forms of organizational conflict 851
The consequences of conflict 858
Perspectives on conflict 861
Conflict and resistance 866
Conflict handling strategies 867
Politics within organizations 871
Political strategies 874
Using political behaviour 876
Managing political behaviour 879
Conflict and politics: an applied perspective 880
Conclusions 884
21 Stress 888
Introduction 889
Stress a preliminary review 889
Stress what is it? 892
Burnout 894
Post traumatic stress disorder (PTSD) 894
Sources of stress 895
Effects of stress 901
Dealing with stress 905
Stress: an applied perspective 914
Conclusions 919
Index 921
List of Figures
1.1 Determinants of organizational form 4
1.2 Major influences on management activities 9
1.3 Different perceptions of the same focal object 12
1.4 Understanding the perspectives of others 12
1.5 Scientific research processes 13
1.6 PEST analysis 18
1.7 Major influences on the organization s activities 19
1.8 Organizational behaviour framework 30
1.9 Mintzberg s management roles 32
3.1 The perceptual process 79
3.2 Ambiguous figure 79
3.3 Perception of hot as a result of the simultaneous stimulation of warm and
cold receptors 80
3.4 An impossible figure 81
3.5 Contrast effect on perception 82
3.6 Internal factors influencing stimulus selection 83
3.7 The visual cliff 84
3.8 Reversible figures 85
3.9 The principle of proximity 85
3.10 The closure principle 86
3.11 Attributions and response determinants 91
3.12 The Mtiller Lyer illusion 93
3.13 A schematic representation of person perception 94
3.14 Person perception: a simplified model 95
3.15 Construction of an attitude 101
3.16 Situational construction of attitudes 102
3.17 Attitudes and perception 107
3.18 Three dimensional view of management activity 110
3.19 Managers perceptions and the impact on subsequent actions 111
4.1 Relationship between the determinants of personality 123
4.2 Eysenck s model of personality 128
4.3 Cattell s 16 PF factors 130
4.4 16 PF profile of managing directors 131
4.5 Rogers view of the T and me 133
4.6 Jung s cognitive styles 137
4.7 Ambiguous picture 140
4.8 An inkblot figure like that used in the Rorschach test 140
4.9 Simplified repertory grid 142
4.10 Person perception: a simplified model 150
5.1 The hierarchical/customer conflict 170
5.2 Likert s linking pin model of organizational groups 171
5.3 Formal structure and informal groups within the bank wiring
observation room 186
5.4 Homans explanation of group formation 190
5.5 Role set of a university lecturer 196
6.1 Simplified environment of a bank s HRM department 207
6.2 Communication patterns 208
6.3 Example of a sociogram 210
6.4 Results of the Sherif experiment 213
6.5 Diagram similar to that used by Asch 215
6.6 The determinants of group effectiveness 217
6.7 Determinants of group cohesion 221
6.8 Choice dilemma questionnaire, sample questions 224
6.9 The research process for the risky shift experiment 225
6.10 Preventing groupthink 227
6.11 Determinants of dynamic activity within groups 229
6.12 The Margerison McGann Team Management Wheel ® 230
6.13 The group hierarchy 232
6.14 Influences on group behaviour 233
6.15 Different approaches to understanding teams 239
7.1 Job dimensions 258
7.2 Work study 261
7.3 Organizational discipline 263
7.4 Job analysis and job effectiveness 265
7.5 Job characteristics approach to job enrichment 270
7.6 Technological influences on job design 275
7.7 Open systems model of an organization 276
7.8 Contingency approach to work organization 280
7.9 The evidence of post Fordism 285
7.10 Factors influencing changes in job design 291
7.11 Relationship between performance and satisfaction 293
7.12 Factors influencing job design 298
8.1 U shaped assembly line production 317
8.2 Technological change and decision making 324
8.3 The vicious cycle of control 324
8.4 Technology transfer 333
9.1 Learning, education, training and development 356
9.2 The learning process 357
9.3 Pavlov s classical conditioning model 359
9.4 A Skinner box 361
9.5 Reinforcement framework 363
9.6 Behavioural modification 366
9.7 A cognitive model of learning 367
9.8 Negative feedback 368
9.9 TOTE unit 369
9.10 TOTE model of hammering a nail 369
9.11 The Kolb learning cycle 371
9.12 The learning curve 380
9.13 The training need 381
9.14 Strategic training and development: a stakeholder approach 393
10.1 The basic motivational process 398
10.2 Evolution of motivation theory 404
10.3 Intrinsic and extrinsic motivation 405
10.4 Maslow s hierarchy of needs 406
10.5 How to identify McClelland s needs 409
10.6 Comparison of the need theories 411
10.7 Satisfaction and Herzberg s two factors 412
10.8 Vroom s expectancy model 413
10.9 Porter and Lawler expectancy model 415
10.10 Adams equity theory 417
10.11 Goal theory 418
10.12 McGregor s Theory X and Theory Y 420
10.13 The links between motivation, performance and rewards 424
10.14 Competency processes and motivation 426
10.15 The motivation scale 428
10.16 Management influence on motivation and performance 433
11.1 The one way hierarchy 442
11.2 Organizational communications 443
11.3 The two dimensions of communications 444
11.4 Communication channels 444
11.5 Dimensions of decision making 447
11.6 The manager s communication network 450
11.7 Seating arrangements for effect 451
11.8 The communication loop 451
11.9 Words are a different form of communication 453
11.10 Problem solving preferences 462
11.11 Two dimensions of decision making 463
11.12 Pragmatic decision making model 464
11.13 Conflict model of decision making 467
11.14 A negotiating framework 469
12.1 Functional organization structure 492
12.2 The duality of structure 495
12.3 Open systems model of an organization 496
12.4 The shamrock organization 497
12.5 Strategic management approach 499
12.6 Organizational height 502
12.7 Entrepreneurial organization structure 503
12.8 The growing pains of an organization 505
12.9 Product structure 506
12.10 Process structure 508
12.11 International operations as separate division 512
12.12 Product based international operations 513
12.13 Place based international operations 513
12.14 Functional basis for international operations 514
12.15 Matrix structure 515
12.16 Holding company framework 519
12.17 The interaction patterns of an organization and its environment 525
13.1 Organizational components 538
13.2 Tall or flat? 549
13.3 Organization chart for a fast food chain 552
13.4 Organization chart scaled to show relative seniority 553
13.5 A rich picture of a situation in an engineering company 554
13.6 Influence diagram 555
13.7 Organizational environments 557
13.8 An open systems model of an organization 558
13.9 Traditional and contingency approaches to organization design 559
13.10 Contingency model of organization design 559
13.11 Multiple perspectives of an object 564
13.12 Viable systems model 567
13.13 Viable systems model indicating recursion 569
13.14 Conflict between customer and hierarchical needs 573
13.15 Overlapping interactions between organizational activity 574
14.1 Levels of cultural analysis 587
14.2 The cycle of culture 589
14.3 Power culture 590
14.4 Role culture 591
14.5 Task culture 591
14.6 The impact of culture on behaviour: a cognitive model 614
14.7 Culture as a design mediator 618
14.8 The development of culture 621
15.1 Stakeholder map of an organization 635
15.2 Managers always know best 639
15.3 Managerial activity 643
15.4 Contextual influences on management 645
15.5 Management in an international context 650
15.6 Role set of a personnel manager 651
15.7 Mintzberg s management roles 652
15.8 The factors influencing management 667
16.1 The complexity of the management environment 678
16.2 The management job matrix 681
16.3 Leadership determinants 683
16.4 Continuum of leadership behaviour 687
16.5 The Leadership Grid ® 688
16.6 Management style determinants 689
16.7 Hersey and Blanchard s situational model of leadership 690
16.8 Fiedler s contingency model of leadership 693
16.9 Path goal model of leadership 696
16.10 The vertical dyad model of leadership 697
16.11 What a leader has to do 701
16.12 Factors influencing likelihood of changing leadership approach 709
16.13 The EFQM Excellence Model ® 710
17.1 Ethical perspectives in management decision making 726
17.2 Hosmer s ethical model applied to a rational decision making process 726
17.3 Conflicts between moral values 729
17.4 The wheel of people role determinants within organizations 739
17.5 Employee obligation map 745
18.1 The change matrix 770
18.2 Leavitt s organization variables 774
18.3 Lewin s forcefield analysis model 786
18.4 Dunphy and Stace s change strategies 788
18.5 Key relationship map 789
18.6 Individual reasons for resisting change 794
18.7 Group and organizational reasons for resisting change 796
18.8 The McKinsey 7 S framework 799
19.1 Contingency model of power 826
19.2 Vicious cycle of control 835
19.3 The organizational control onion 838
19.4 The discipline hierarchy 839
20.1 The major sources of conflict 848
20.2 Group decision making and conflict 850
20.3 Organization and the determinants of conflict 850
20.4 Conflict impact on performance 859
20.5 Some consequences of conflict 860
20.6 Five conflict handling styles 868
20.7 Organizational politics: impact and success 873
21.1 The stress context 890
21.2 Stress and performance 893
21.3 Stress and the individual 900
21.4 The impact zones of stress 902
21.5 Anonymous reflection on personal limitations 912
List of Tables
1.1 Domain assumptions of the mainstream and critical approaches to the
study of organizations 23
1.2 Managers changing attitudes 25
1.3 Mainstream management perspectives 28
1.4 Management skills 34
2.1 Selected management concepts in ancient times 40
2.2 Selected management concepts in the medieval period 44
2.3 Selected management concepts from the Industrial Revolution 51
2.4 Epochs of organizational rationality 63
3.1 Person perception in the context of recognition behaviour 96
3.2 Observed fouls in the Princeton and Dartmouth football game 97
4.1 Differences between Jung s cognitive styles 138
4.2 Examples from the Occupational Personality Questionnaire (OPQ) 154
5.1 Racing times for one mile 182
5.2 Social facilitation in non human species 182
5.3 Examples of the experimental conditions used in the relay assembly
test room 184
5.4 The nine Belbin team roles 194
6.1 Bales categories of interaction 211
6.2 Features of effective and ineffective groups 236
7.1 Psychological job demands 276
7.2 Bureaucratic principles 278
7.3 Classic management principles 280
7.4 The effect of an assembly line on car engine production 283
7.5 Paradigm shifts in management 286
8.1 Conclusions from Woodward s study 312
8.2 Japanese and western productivity comparisons 315
8.3 Categories of innovation 329
10.1 The effect of scientific management 401
10.2 The benefits of scientific management 402
10.3 Work preferences based on McClelland s needs theory 410
11.1 Non verbal communications 454
11.2 Effectiveness of employee communication channels 472
11.3 Source of information available to managers 475
12.1 Bureaucratic form of organization 488
12.2 Classic form of management 491
13.1 Organizational metaphors 550
14.1 Ouchi s cultural differences 592
14.2 McKinsey 7 S Framework 594
14.3 Deal and Kennedy s strong cultural elements 598
14.4 Illustration of Hofstede s classification 608
14.5 Cultural and related characteristics 613
14.6 The six global capabilities 613
14.7 The nine key factors 615
15.1 Fayol s 14 principles of management 638
15.2 Functional foremanship 638
15.3 MCI management standards 654
15.4 Adair s eight functional principles of leadership 656
15.5 Incident command and control structure 659
16.1 Characteristics of artist, craftsman and technocrat 691
16.2 Characteristics of transactional and transformational leaders 698
17.1 Principles of intuitionism 725
17.2 A simplified form of Kantian ethics 725
17.3 Major recommendations of the Cadbury Committee 732
17.4 Examples of antisocial behaviour 736
17.5 Paradigm shifts in management 740
18.1 Five changes over recent years 763
18.2 External pressure for change 766
18.3 Examples of driving and restraining forces acting on absence levels 780
18.4 Methods of managing change 787
18.5 Examples of the restrictions on innovation and change 798
19.1 Influencing tactics 812
19.2 Power and decision making 827
19.3 Control under the putting out system 831
20.1 Perceptions about politics among managers 872
20.2 Political tactics 874
20.3 Political techniques 877
21.1 Job related sources of stress 898
21.2 Sample statistics on the effects of stress 901
21.3 Some of the Type A personality behaviour patterns 916
List of Management in
Action panels
1.1 Implementing Japanese management methods 6
1.2 Survival skills for a new breed 10
1.3 The big challenge facing small firms 16
1.4 Metamorphosis of the manager 18
1.5 Cut out the middlemen 20
1.6 Flexible working with IT 22
1.7 Ticket to ride or no place to go? 26
1.8 Tuning up for life in the fast lane 33
2.1 Babylonian management practice 42
2.2 Sun Tzu The art or war or management? 43
2.3 The Arsenal of Venice 47
2.4 The Soho Foundry 53
2.5 Beam yourself up to the boardroom 63
3.1 Attitudes and perceptions in times of change 78
3.2 The new manager s tale 90
3.3 More than the job s worth 100
3.4 Foreign company jobs lose allure 105
3.5 Have long holiday, will travel nowhere in job 108
3.6 American sailors see red over sex 113
3.7 On the shelf at 45 115
4.1 Down with superegos 122
4.2 How do you rate on the common sense scale? 125
4.3 How to cheat on personality tests 146
4.4 Personality tests: the great debate 147
4.5 Put to the test down the line 153
4.6 How to plan an assessment centre 155
4.7 Finding the child inside the manager 159
5.1 Restoring order from chaos 172
5.2 Fiddles in the bonus scheme 174
5.3 Men s room only 177
5.4 Sense of involvement 179
5.5 Construction on a united front 181
5.6 Working as a team member 189
5.7 How to build teams 195
5.8 Portraits of families at war 202
6.1 Reaping the benefits of teamwork 212
6.2 Teams and progress 217
6.3 LWT managers likely to receive £55m payout 218
6.4 Dispelling the macho myth 219
6.5 The anti management workforce 222
6.6 Old boys network 235
6.7 New plant puts GM in the fast lane 241
6.8 How incentives can drive teamwork 248
7.1 Why not simply stop working? 257
7.2 Clear benefits of multiskilling 260
7.3 Job simplification on a slicing line 267
7.4 Steering the middle road to car production 272
7.5 Matching AMT jobs to people 274
7.6 Juggling act 288
7.7 Flexible work comes of age 290
7.8 Cutting wages to preserve jobs 296
8.1 Real lives in media s 2004 307
8.2 Tournament of the skies and other simulations 328
8.3 Innovators keep on the ball 330
8.4 Charting a course on high tech seas 335
8.5 Jobs for all in the global market? 336
8.6 Reaching further into industry 338
8.7 Piano gives a lesson for the workplace 342
8.8 Singapore dials long distance to find staff 344
9.1 Take it from the top 358
9.2 The domestic supervisor and conditioning 365
9.3 Who checks the checkers? 374
9.4 On the right lines 383
9.5 Measuring the gains from training 386
9.6 Trial separation 387
9.7 Quick on the uptake 389
9.8 A new role for trainers 391
10.1 Executives forced to buy slice of pie 391
10.2 Printing in early Korea 402
10.3 Moving tale of a fair day s work 416
10.4 Can nice guys finish first? 423
10.5 Extrinsic reward and service standards 425
10.6 Could do worse 430
10.7 Nice little earner 432
10.8 Top managers should show the way in radical rethink on pay 435
10.9 An encouraging start to employee motivation 436
11.1 Back to the floor 446
11.2 Unions agree to staff cuts at Aer Lingus 449
11.3 Secret messages 452
11.4 The power of time 456
11.5 Talking shop soon open for ideas 458
11.6 Getting a better company car 466
11.7 Put on your thinking caps 474
11.8 On the road to procrastination 476
11.9 How clever negotiators get their way 478
12.1 The generals big business incentive 49]
12.2 How to bridge functional gaps 493
12.3 Bitter pill from company doctors 500
12.4 Return to the centre 509
12.5 Barons swept out of fiefdoms 517
12.6 What a way to run a company! 520
12.7 On a wing and a prayer 529
13.1 The gospel according to Schonberger 536
13.2 The central question 536
13.3 Steelmaker that reinvented itself 537
13.4 Excess of success 551
13.5 Struggle to save the soul of IKEA 559
13.6 Business process re engineering 563
13.7 A mesh of the formal and the flexible 571
13.8 Premium bonding 575
14.1 East meets west 586
14.2 Whessoe s culture change works wonders 593
14.3 Secrets of the Semler effect 597
14.4 Winning ways with culture 602
14.5 Cultivate your culture 605
14.6 Bridging the divide 610
14.7 Real change dealer 619
14.8 Breaking the executive mould 624
15.1 Business class 633
15.2 The importance of being active 640
15.3 Whither management? 642
15.4 Centre of attention 648
15.4 Same indifference 658
15.6 Management blasted at nuclear plant 661
15.7 Who taught you to do what you do? 669
16.1 Taking the lead in leadership 677
16.2 The manager s dilemma 679
16.3 When managers carry guns 694
16.4 The man at the top is king 699
16.5 Giving support in all the right places 706
16.6 Measuring business excellence 711
16.7 Without leadership there is no change 715
17.1 Employers helping workers to claim dole 722
17.2 The cold war is over and the bosses won 724
17.3 Writing wrongs with democracy 742
17.4 Poverty pay of Barbie doll workers 744
17.5 The bumpy road to devolution 749
17.6 The green shoots of improvement 752
17.7 Bus employees take the wheel 755
18.1 Off with their overheads 765
18.2 A measure of success 768
18.3 Launching a new tradition in a Clyde shipyard 771
18.4 Shake up inspires new state of mind 775
18.5 Executive action for acquisition success 778
18.6 Involvement and failure 783
18.7 Network support 795
19.1 Influence without authority 810
19.2 You know what you can do with the job! 813
19.3 Promoting the function? 816
19.4 Ice cream makers caught in cold war 821
19.5 Dons learn that freedom has a bottom line 823
19.6 Reasonable expenses 826
19.7 Tightening the reins on risk 828
19.8 Thou shalt not cook the books 830
19.9 Employers cast as partners in crime 834
19.10 Controlling the invisible 840
20.1 For what we are about to receive 852
20.2 Time for a break 854
20.3 Getting rid of the boss 856
20.4 A boss s life at the sharp end 862
20.5 Getting rid of a subordinate 875
20.6 Mexican union cries foul at paper s tactics 881
20.7 The importance of stamping out loyalty 883
21.1 Managers working more than before 890
21.2 Stopping disaster from ruining lives 896
21.3 Hospital staff suffer unhealthy tension 899
21.4 Alternative ways to take out stress 906
21.5 Cheers all round for employee counselling 909
21.6 Healthy worker, healthy office 911
21.7 Coping with uncertainty 915
21.8 Insurers keep watch against stress attacks 918
|
| any_adam_object | 1 |
| author | Martin, John |
| author_facet | Martin, John |
| author_role | aut |
| author_sort | Martin, John |
| author_variant | j m jm |
| building | Verbundindex |
| bvnumber | BV014046574 |
| 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 |
| ctrlnum | (OCoLC)47963624 (DE-599)BVBBV014046574 |
| dewey-full | 658 |
| dewey-hundreds | 600 - Technology (Applied sciences) |
| dewey-ones | 658 - General management |
| dewey-raw | 658 |
| dewey-search | 658 |
| dewey-sort | 3658 |
| dewey-tens | 650 - Management and auxiliary services |
| discipline | Wirtschaftswissenschaften |
| edition | 2. ed. |
| format | Book |
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| id | DE-604.BV014046574 |
| illustrated | Illustrated |
| indexdate | 2024-07-09T18:56:41Z |
| institution | BVB |
| isbn | 1861525834 |
| language | English |
| oai_aleph_id | oai:aleph.bib-bvb.de:BVB01-009619155 |
| oclc_num | 47963624 |
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| physical | XXXVI, 955 S. graph. Darst. |
| publishDate | 2001 |
| publishDateSearch | 2001 |
| publishDateSort | 2001 |
| publisher | Thomson Learning |
| record_format | marc |
| spelling | Martin, John Verfasser aut Organizational behaviour John Martin 2. ed. London Thomson Learning 2001 XXXVI, 955 S. graph. Darst. txt rdacontent n rdamedia nc rdacarrier Literaturangaben. - 3. Aufl. u.d.T.: Martin, John: Organizational behaviour and management Management gtt Organisatiegedrag gtt Organisatiekunde gtt Management Organizational behavior Organisationsverhalten (DE-588)4285859-8 gnd rswk-swf Organisationsverhalten (DE-588)4285859-8 s DE-604 HBZ Datenaustausch application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=009619155&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis |
| spellingShingle | Martin, John Organizational behaviour Management gtt Organisatiegedrag gtt Organisatiekunde gtt Management Organizational behavior Organisationsverhalten (DE-588)4285859-8 gnd |
| subject_GND | (DE-588)4285859-8 |
| title | Organizational behaviour |
| title_auth | Organizational behaviour |
| title_exact_search | Organizational behaviour |
| title_full | Organizational behaviour John Martin |
| title_fullStr | Organizational behaviour John Martin |
| title_full_unstemmed | Organizational behaviour John Martin |
| title_short | Organizational behaviour |
| title_sort | organizational behaviour |
| topic | Management gtt Organisatiegedrag gtt Organisatiekunde gtt Management Organizational behavior Organisationsverhalten (DE-588)4285859-8 gnd |
| topic_facet | Management Organisatiegedrag Organisatiekunde Organizational behavior Organisationsverhalten |
| url | http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=009619155&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA |
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