Verfügbarkeit: Organizational behaviour

Organizational behaviour:

Gespeichert in:

Bibliographische Detailangaben
Hauptverfasser:	Kreitner, Robert (VerfasserIn), Kinicki, Angelo (VerfasserIn), Buelens, Marc (VerfasserIn)
Format:	Buch
Sprache:	English
Veröffentlicht:	London [u.a.] McGraw-Hill 2002
Ausgabe:	2. European ed.
Schlagworte:	Organisatiegedrag Organizational behavior Organisationsverhalten Einführung
Online-Zugang:	Inhaltsverzeichnis
Beschreibung:	XIX, 636 S.: graph. Darst., Kt.
ISBN:	0077098285

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Datensatz im Suchindex

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adam_text	Part One The World of Organizational Behaviour Chapter One Developing People Centred Organizations and Skills 4 Chapter Two Managing Diversity: Releasing Every Employee s Potential Learning Objectives 32 Chapter Three Organizational Culture 56 Chapter Four International OB: Managing Across Cultures 84 Part Two Individual Behaviour in Organisations Chapter Five Individual Differences: Personality, Attitudes, Abilities and Emotions 116 Chapter Six Social Perception and Attributions 148 Chapter Seven Motivation through Needs, Job Design and Satisfaction 174 Chapter Eight Motivation through Equity, Expectancy and Goal Setting 202 Chapter Nine Improving Job Performance with Feedback and Rewards 232 Chapter Ten Behaviour Modification and Self Management 258 Part Three Group and Social Processes Chapter Eleven Communication 286 Chapter Twelve Teams and Teamwork 320 Chapter Thirteen Managing Conflict and Negotiation 358 Chapter Fourteen Individual and Group Decision Making 384 Part Four Organizational Processes Chapter Fifteen Influence, Power and Politics 418 Chapter Sixteen Leadership 446 Chapter Seventeen Managing Occupational Stress 474 Chapter Eighteen Organizational Effectiveness and Design 506 Chapter Nineteen Managing Change in Learning Organizations 538 Notes 569 Glossary 617 Index 621 Part One Chapter Two The World Of Organizational Managing Diversity: Releasing Every Behaviour Employee s Potential Learning Objectives 32 Chapter One defining diversity 34 Developing People Centred Organizations Layers of Diversity 34 and Skills 4 OB Exercise THE MANAGER S JOB: GETTING THINGS DONE 8 Drawing Your Personality Profile 35 What Do Managers Do? A Skills Profile 9 Affirmative Action and Valuing Diversity 37 The New Psycholoqical Contract: A Cautionary Tale 10 BUILDING THE BUSINESS CASE FOR n1l. t ,, „ MANAGING DIVERSITY 40 21st century Managers 11 Increasing Diversity in the Workforce 40 THE FIELD OF ORGANIZATIONAL BEHAVIOUR: past and present 12 Internationa! OB , . The Glass Ceiling Exists Around the World 42 The Human Relations Movement 13 The Total Quality Management Movement 15 OB Exercise The Contingency Approach 17 What Are the Strategies for Breaking the Glass Ceiling? 42 International OB Three Coca Cola Executives Address Managing Diversity A Competitive Advantage 44 the Issue of a Globally Appropriate BARRIERS AND CHALLENGES TO Management Style 17 MANAGING DIVERSITY 46 ETHICS AND ORGANIZATIONAL BEHAVIOUR 18 ORGANIZATIONAL PRACTICES USED TO A Model of Ethical Behaviour 19 EFFECTIVELY MANAGE DIVERSITY 47 International OB £ °o°nssevelt Thomas Jr s Generic Action Religious and Cultural Differences P s between China and the West Influence Ann Morrison identifies Specific Ethical Behavior 20 Diversity Initiatives 49 General Moral Principles 21 Summary of Key Concepts 51 How to Improve the Organization s Discussion Questions 51 Ethical Climate 22 Internet Exercise 52 LEARNING ABOUT OB FROM THEORY. Personal Awareness and Growth Exercise 52 RESEARCH AND PRACTICE 22 Group Exercise 54 Learning from Theory 24 Ranking for OB Exercise What Are the Learning from Research 24 Strategies for Breaking the Glass Ceiling? 55 Learning from Practice 25 A TOPICAL MODEL FOR UNDERSTANDING AND MANAGING OB 25 Summary of Key Concepts 27 Discussion Questions 27 Internet Exercise 28 } Personal awareness and growth exercise 28 Group Exercise 29 Chapter Three Chapter Four Organizational Culture 56 International OB: Managing FOUNDATIONS OF ORGANIZATIONAL CULTURE 58 Across Cultures 84 Organizational Values: the Foundation of CULTURE AND ORGANIZATIONAL Organizational Culture 59 BEHAVIOUR 86 Manifestations of Organizational Culture 62 Culture is Complex and Multilayered 87 A Model for Interpreting Organizational Culture is a Subtle but Pervasive Force 87 Culture 63 A Model of Societal and Organizational OB Exercise Cultures 88 Manifestations of Organizational Culture International OB at the Ritz Carlton and McDonalds 63 Wny Your Co\|ieagues Should be Behind Four Functions of Organizational Culture 64 Bars 89 Types of Organizational Culture 65 Ethnocentrism: A Cultural Roadblock in Research on Organizational Cultures 69 the Global Economy 90 i ^n High Context and Low Context Societal International OB c 90 The Merger between Deutsche Bank and Bankers Trust Requires Cultural and Toward greater cross cultural awareness Structural Change 69 and Competence 93 DEVELOPING HIGH PERFORMANCE Individualism versus Collectivism 93 CULTURES 70 Cultural Perceptions of Time 94 What Type of Cultures Enhance an OB Exercise Organization s Financial Performance? 70 The Polychrome Attitude Index 95 How Cultures Are Embedded in Organizations 72 Interpersonal Space 96 international OB and Cross.Cultural Stones of Outstanding Customer Service Communication 96 at Tesco PLC 73 Practical Insights from Cross Cultural THE ORGANIZATIONAL SOCIALIZATION PROCESS 74 Management Research 99 A Three Phase Model of Organizational The Hofstede Bond Stream of Research 99 Socialization 74 _ , . , . Trompenaars s forms of relating to Practical Application of Socialization Research 76 other people 101 SOCIALIZATION THROUGH MENTORING 77 A Contingency Model for Cross Cultural Functions of Mentoring 77 Leadership 104 Phases of Mentoring 78 Preparing employees for successful Research Evidence on Mentoring 78 foreign assignments 105 Getting the Most Out of Mentoring 80 Why Do So Many Expatriates Fail On Summary of Key Concepts 81 F°reign Assi9nments? ™ Discussion Questions 81 Avoiding OB Trouble Spots in Foreign ^ Assignments 108 Internet Exercise 82 Personal Awareness and Growth Exercise 82 Summary of Key Concepts 111 Discussion Questions 111 Internet Exercise 112 Personal Awareness and Growth Exercise 112 Group Exercise 113 Part TWO Chapter Six Individual Behaviour Social Perception and Attributions 148 In Organizations a social information processing MODEL OF PERCEPTION 151 Chapter Five Four Stage Sequence and a Working Example 151 Individual Differences: Personality, Stage 1: Selective Attention/Comprehension 151 Attitudes, Abilities and Emotions 116 Stage 2: Encoding and Simplification 152 SELF CONCEPT: THE I AND ME IN OB 119 OB Exercise Does a Schema Improve the International OB Comprehension of Written Material? 154 Culture Dictates the Degree of Self Disclosure in Japan and the United States 120 sta9e 3: Storage and Retention 155 Self Esteem: A Controversial Topic 120 International OB . Perception and Culture: Universalist OB Exercise (Rule Based) versus Particularist How Strong is your OBSE? 122 (Relationship Based) Cultures 155 Self Efficacy 123 Stage 4: Retrieval and Response 156 Self Monitoring 126 Managerial Implications 156 OB Exercise stereotypes: perceptions about croups What are Your Self monitoring Tendencies? 127 OF PEOPLE 158 Organizational Identification: Stereotype Formation and Maintenance 158 A Soc/a/Aspect of Self Concept with Sex Role Stereotypes 160 Ethical implications 128 Age Stereotypes 161 Race Stereotypes 162 Personality: Dimensions, Insights and Issues 128 Managerial Challenges and Recommendations 162 The Big Five Personality Dimensions 128 Locus of Control: Self or Environment? 131 International OB Bank of Montreal Proactively Reduces OB Exercise Stereotypes of Women 163 Where is Your Locus of Control ? 132 SELF FULFILLING PROPHECY: ATTITUDES AND BEHAVIOUR 133 THE PYGMALION EFFECT 163 Attitudes versus Values 133 Research and an Explanatory Model 164 How Stable Are Attitudes? 133 CAUSAL ATTRIBUTIONS 166 Attitudes and Behavioural Intentions 134 Kelleys Model of Attribution 166 Attitudinal Research and Application 135 Weiners Model of Attribution 167 ABILITIES AND PERFORMANCE 136 Attributional Tendencies 169 Intelligence and Cognitive Abilities 136 Managerial Application and Implications 169 Jung s Cognitive Styles Typology 138 Summary of Key Concepts 170 EMOTIONS: AN EMERGING OB TOPIC 140 Discussion Questions 171 Positive and Negative Emotions 140 Internet Exercise 171 More Attention Needed 140 Interpersonal Awareness Exercise 171 Managing Anger 141 Group Exercise 172 Summary of Key Concepts 143 Discussion Questions 143 Internet Exercise 144 Personal Awareness and Growth Exercise 144 Group Exercise 145 Chapter Seven Chapter Eight Motivation through Needs, Job Design Motivation through Equity, Expectancy and Satisfaction 174 and Goal Setting 202 WHAT DOES MOTIVATION INVOLVE? 176 ADAM S EQUITY THEORY OF MOTIVATION 204 A Job Performance Model of Motivation 177 The Individual Organization Exchange Historical Roots of Modern Motivation Relationship 204 Theories 179 Negative and Positive Inequity 204 need theories of motivation 180 International OB MasloWs Need Hierarchy Theory 180 Pay Equity Is an International Issue 207 McClelland s Need Theory 182 Dynamics of Perceived Inequity 208 OB Exercise Expanding the Concept of Equity 209 Assess Your Need Strength with a Equity Research Findings 209 Thematic Apperception Test (TAT) 182 Practical Lessons from Equity Theory 210 International OB OB Exercise K Y Ho Displays a High Need for Measuring Perceived Fair Interpersonal Achievement 185 Treatment 211 HISTORICAL APPROACHES TO JOB DESIGN 186 EXPECTANCY THEORY OF MOTIVATION 211 Scientific Management 186 Vroom s Expectancy Theory 212 Job Enlargement 187 Porter and Lawler s Extension 215 Job Rotation 187 Research on Expectancy Theory and Job Enrichment 187 Managerial Implications 215 JOB CHARACTERISTICS APPROACH TO MOTIVATION THROUGH COAL SETTING 217 JOB DESIGN 189 Goals: Definition and Background 217 Overview of the Job Characteristics Model 189 How Does Goal Setting Work? 218 Applying the Job Characteristics Model 192 Insights from Goal Setting Research 219 Practical Implications of the Job Qg Exercise Characteristics Model 192 Is Your Commitment to Achieving Your JOB SATISFACTION 193 Performance Goal for This Course . . . . .„ Related to Your Behaviour? 221 The Causes of Job Satisfaction 193 Practical Application of Goal Setting 223 OB Exercise How Satisfied Are You with Your Present PUTTING MOTIVATIONAL THEORIES TO WORK 225 Job? 194 Summary of Key Concepts 227 The Consequences of Job Satisfaction 195 Discussion Questions 228 Summary of Key Concepts 198 Internet Exercise 228 Discussion Questions 198 Personal Awareness and Growth Exercise 228 Internet Exercise 199 Group Exercise 229 Personal Awareness and Growth Exercise 199 Group Exercise 200 Chapter Nine Chapter Ten Improving Job Performance with Behaviour Modification and Feedback and Rewards 232 Self Management 258 UNDERSTANDING THE FEEDBACK WHAT IS BEHAVIOUR MODIFICATION? 260 PROCESS 235 Thorndike s Law of Effect 261 Two Functions of Feedback 236 Skinner s Operant Conditioning Model 261 A Cognitive Processing Model of A^B C Contingencies 261 Performance Feedback 236 contingent Consequences 263 Sources of Feedback 236 The Recipient of Feedback 237 International OB North Americans Modify Behavior with OB Exercise Classical Music! 264 How Strong Is Your Desire for _ . . , . _ . . „ ___ _ , 3 _ ,. . _ __„ Schedules of Reinforcement 265 Performance Feedback? 238 Behaviour Shaping 267 Behavioural Outcomes of Feedback 239 Practical Lessons from Feedback Research 240 A MODEL FOR MODIFYING JOB BEHAV.OUR 268 Step 1: Identify Target Behaviour 268 NON TRAD.TIONAL FEEDBACK: UPWARD Functionally Analyse the Situation 269 AND 360 DEGREE 240 Step 3: Arrange Antecedents and Upward Feedback 241 Provide Consequences 269 360 Degree Feedback 242 some concluding Tips for Giving cood International OB ... 244 Organizational Behavior Modification (OB Mod) Successfully Exported to Russia 272 ORGAN.ZAT.ONAL REWARD SYSTEMS 244 step 4; Eva\|uat£ Reju\|ts 272 Types of Rewards 244 some Practical Implications 273 International OB Why OB Mod is so Unpopular in Europe 273 Foreign Employers Rely on Unique Extrinsic and Intrinsic Rewards in China 246 BEHAV.OURAL SELF MANAGEMENT 274 Bandura s Social Learning Theory 275 Organizational Reward Norms 246 . , Managerial Context for Behavioural Reward Distribution Criteria 247 Self Management 275 Desired Outcomes of the Reward System 247 Socia\| Learnjng Mode, of self Management 275 Why Do Rewards Fail to Motivate? 247 Research and Managerial Implications 279 PAY FOR PERFORMANCE 248 Summary of Key Concepts 280 OB Exercise Discussion Questions 280 What Are Your Attitudes toward Money? Internet Exercise 281 (Lessons from Your Money Autobiography) 248 Personal Awareness and Growth Exercise 281 Pay for Performance: The Concept 248 Group Exercise 282 Pay for Performance: The Evidence 249 Profit Sharing versus Gainsharing 250 Team Based Pay 252 Making Pay for Performance Work 253 Summary of Key Concepts 254 Discussion Questions 254 Internet Exercise 255 Personal Awareness and Growth Exercise 255 Group Exercise 256 Part Three sin_ 5 Chapter Twelve Croup and Social Processes Teams and Teamwork 320 CONFLICT: A MODERN PERSPECTIVE 361 Chapter Eleven a conflict continuum 36i Communication 286 Functional versus Dysfunctional Conflict 362 BASIC DIMENSIONS OF THE Antecedents of Conflict 362 COMMUNICATION PROCESS 289 Desired Conflict Outcomes 363 A Perceptual Process Model of Communication 289 TYPES OF CONFLICT 363 Choosing Media: A Contingency Perspective 292 Personality Conflict 363 INTERPERSONAL COMMUNICATION 295 Value Conflict 365 International OB OB Exercise Cross Cultural Awareness Affects Personal Values Clarification 366 interpersonal Communication 296 \|ntergroup Conf\|jct 367 Assertiveness, Aggressiveness and Non Assertiveness 296 International OB Sources of Non Verbal Communication 298 Breakin9 Barriers at British Airways 368 . _n Cross Cultural Conflict 369 International OB Norms for Touching Vary across Countries 299 MANAGING CONFLICT 371 Active Listening 300 Stimulating Functional Conflict 371 Alternative Styles for Handling ORGANIZATIONAL COMMUNICATION PATTERNS 303 Dysfunctional Conflict 373 Hierarchical Communication 303 Thecra ine _M International OB p Looking to Avoid Cross Cultural Conflict 374 Communication Distortion between Managers and Employees 306 Third Party Interventions 374 ~n r . Practical Lessons from Conflict Research 375 OB Exercise A Self Assessment of Antecedents and NEGOTIATION 376 Outcomes of Distortion in Upward Two Basic Types of Negotiation 376 Communication 308 „.. . „.,. „ . ., ,. .. __, Ethical Pitfalls in Negotiation 377 DYNAMICS OF MODERN COMMUNICATIONS 308 Practical Lessons from Negotiation Research 377 Communication in the Computerized CONFLICT MANAGEMENT AND NEGOTIATION: Information Age 308 A CONTINGENCY APPROACH 379 International OB Summary of Key Concepts 380 Videoconferencing Leads to Increased „. _ „„. ., . . _ 3 . _. .. , _.„_ Discussion Questions 380 Meetings and Costs in Thailand 312 ^ Internet Exercise 381 Barriers to Effective Communication 313 „ . . . „ . __„ Personal Awareness and Growth Exercise 381 Summary of Key Concepts 315 Group Exercise 383 Discussion Questions 316 Internet Exercise 316 Personal Awareness and Growth Exercise 316 Group Exercise 317 Chapter Fourteen Chapter Thirteen Individual and Group Decision Making 384 Managing Conflict and Negotiation 358 models of decision making 386 CONFLICT: A MODERN PERSPECTIVE 361 The Rational Model 386 A Conflict Continuum 361 Simon s Normative Model 388 Functional versus Dysfunctional Conflict 362 The Garbage Can Model 390 Antecedents of Conflict 362 Dynamics of Decision making 392 Desired Conflict Outcomes 363 Selecting Solutions: A Contingency Perspective 392 TYPES OF CONFLICT 363 General Decision Making Styles 394 Personality conflict 363 International OB Value Conflict 365 Daewoo Motor Company Falls Prey to Escalation of Commitment 396 Person^TSues Clarification 366 Escalation of Commitment 397 Intergroup Conflict 367 GROUP DECISION MAKING 399 Advantages and Disadvantages of International OB Group Aided Decision making 399 Breaking Barriers at British Airways 368 Partjdpative Management 400 Cross Cultural Conflict 369 Wnen t0 Have Groups Participate in MANAGING CONFLICT 371 Decision Making: The Vroom/Yetton/ Jago Model 402 Stimulating Functional Conflict 371 „¦_,«.,,,,., Group Problem Solving Techniques 404 Alternative Styles for Handling Dysfunctional Conflict 373 CREATIVITY 407 International OB Definition and stages 407 Looking to Avoid Cross Cultural Conflict 374 International OB Third Party Interventions 374 Matsushita Electric Creates Breadmaker by Combining Tacit and Explicit Knowledge 408 Practical Lessons from Conflict Research 375 A Model of Organizational Creativity and NEGOTIATION 376 innovation 409 Two Basic Types of Negotiation 376 Summary of Key Concepts 412 Ethical Pitfalls in Negotiation 377 . . Discussion Questions 413 Practical Lessons from Negotiation Research 377 Internet Exercise 413 CONFLICT MANAGEMENT AND NEGOTIATION: Personal Awareness and Growth Exercise 413 A CONTINGENCY APPROACH 379 Group Exerd8e 415 Summary of Key Concepts 380 Discussion Questions 380 Internet Exercise 381 Personal Awareness and Growth Exercise 381 Group Exercise 383 K!t9tHHtr ~n: m: i:.ytfd!a iiV+i : i» chanter Sixteen JPP * BB ^^PSSI^^^fe ^iShK Leadership 446 WHAT DOES LEADERSHIP INVOLVE? 450 Chapter Fifteen What Is Leadership? 450 influence. Power and Politics 418 Leadjng verjus Managjng 451 ORGANIZATIONAL INFLUENCE TACTICS: TRA\|T AND BEHAV\|OURAL THEORIES OF GETTING ONE S WAY AT WORK 420 LEADERSHIP 451 Nine Generic Influence Tactics 420 TraitTheory 452 Three Possible Influence Outcomes 421 Practical Research Insights 421 International OB Russian Leadership Traits in Three Eras 454 How to Extend Your Influence by Forming Strategic Alliances 422 Behavioural Styles Theory 454 social power 423 OB Exercise Dimensions of Power 423 Assessing the Tutors Leadership Style, Study Croup Satisfaction and OB Exercise Student Role Clarity 457 What Is Your Self Perceived Power? 425 Research .nsights about Social Power 425 S.TUAT.ONAL ™EOR.ES 458 Using Power Responsibly and Ethically 426 Fiedlers c° tinae cyMo™ 458 Path Goal Theory 461 EMPOWERMENT: FROM POWER SHARING TO and B\|anchard s situation* POWER DISTRIBUTION 427 Leadership Theory 462 No Information Sharing, No Empowerment 427 A Matter of Degree 429 FR°M TRANSACT.ONAL TO CHARISMATIC LEADERSHIP 463 Delegation 429 What Is the Difference between Transactional Empowerment The Research Record and charismatic Leadership? 463 and Practical Advice 431 How Does Charismatic Leadership ORGANIZATIONAL POLITICS AND Transform Followers? 464 IMPRESSION MANAGEMENT 432 „ .. . Research and Managerial Implications 466 Definition and Domain of Organizational Politics 433 ADDITIONAL PERSPECTIVES ON LEADERSHIP 467 Political Tactics 435 Substitutes for Leadership 467 Impression Management 436 Servant Leadership 468 OB Exercise Superleadership 469 How Much Do You Rely on Upward Summary of Key Concepts 471 Impression Management Tactics? 438 Discussion Questions 472 Research Evidence on Organizational Internet Exercise 472 Politics and Impression Management 439 Personal Awareness and Growth Exercise 472 Managing Organizational Politics 439 Group Exercise 473 Summary of Key Concepts 441 Discussion Questions 441 Internet Exercise 442 Personal Awareness and Growth Exercise 442 Group Exercise 443 Chapter Seventeen Chapter Eighteen Managing Occupational Stress 474 Organizational Effectiveness and Design 506 SOURCES OF STRESS 476 DEFINING AND CHARTING ORGANIZATIONS 508 Defining Stress 477 What Is an Organization? 508 A model of occupational stress 478 Organization Charts 509 IMPORTANT STRESSORS AND STRESS THE EVOLUTION OF ORGANIZATIONAL OUTCOMES 482 METAPHORS 510 Stressful Life Events 482 Closed versus Open Systems 512 OB Exercise Organizations as Military/Mechanical The Revised Social Readjustment Bureaucracies 512 Rating Scale 483 International OB Burn out 485 Tne Mu9ama: Egypt s Bureaucratic Legacy 513 International OB Organizations as Biological Systems 514 How Zeneca Helps Employees Manage Organizations as Cognitive Systems 515 their Workloads 487 Organizations as Ecosystem Participants 515 MODERATORS OF OCCUPATIONAL STRESS 489 Organizational Metaphors in Perspective Social Support 489 (toward Postmodern Organizations) 516 Hardiness 493 ORGANIZATIONAL EFFECTIVENESS Type A Behaviour Pattern 494 (AND THE THREAT OF DECLINE) 516 OB Exercise Generic Organizational Effectiveness Criteria 517 Where Are You on the Type A B Multiple Effectiveness Criteria: Some Behaviour Continuum? 494 Practical Guidelines 519 STRESS REDUCTION TECHNIQUES 496 THE CONTINGENCY APPROACH TO ORGANIZATION DESIGN 521 Muscle Relaxation 497 Assessing Environmental Uncertainty 521 Differentiation and Integration: Meditation 498 The Lawrence and Lorsch Study 522 Cognitive Restructuring 498 Mechanistic versus Organic Organizations 523 Effectiveness of Stress Reduction Techniques 499 Au „.. ... „ .... a THREE IMPORTANT CONTINGENCY VARIABLES: A Holistic Wellness Model 499 TECHNOLOCYi SIZE AND STRATECIC CH£)ICE 526 Summary of Key Concepts 501 The Effect of Technology on Structure Discussion Questions 501 (Woodward and Beyond) 526 Internet Exercise 502 Organizational Size and Performance 526 Personal Awareness and Growth Exercise 502 Strategic Choice and Organizational Structure 528 Group Exercise 504 JHE SHApE Qf TOMORROWS ORGANIZATIONS 529 New Style versus Old Style Organizations 529 Three New Organizational Patterns 530 Summary of Key Concepts 534 Discussion Questions 534 Internet Exercise 535 Personal Awareness and Growth Exercise 535 Group Exercise 536 Chapter Nineteen Notes 569 Managing Change in Learning Glossary 617 Organizations 538 ^ ^ FORCES OF CHANCE 541 External Forces 541 International OB Japanese Firms Discontinue the Jobs for Ufe Philosophy 543 Internal Forces 543 MODELS AND DYNAMICS OF PLANNED CHANCE 544 Types of Change 544 Lewin s Change Model 544 A Systems Model of Change 545 Rotter s Eight Steps for Leading Organizational Change 547 UNDERSTANDING AND MANAGING RESISTANCE TO CHANGE 551 Why People Resist Change in the Workplace 551 Research on Resistance to Change 553 OB Exercise Assessing an Organization s Readiness for Change 555 CREATING A LEARNING ORGANIZATION 556 Defining a Learning Organization 557 Building an Organization s Learning Capability 558 Organizations Naturally Resist Learning 561 EFFECTIVE LEADERSHIP IS THE SOLUTION 562 Building a Commitment to Learning 563 Unlearning the Organization 563 Summary of Key Concepts 565 Discussion Questions 565 Internet Exercise 566 Personal Awareness and Growth Exercise 566 Group Exercise 567
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spelling	Kreitner, Robert Verfasser (DE-588)151183627 aut Organizational behaviour Robert Kreitner ; Angelo Kinicki ; Marc Buelens 2. European ed. London [u.a.] McGraw-Hill 2002 XIX, 636 S.: graph. Darst., Kt. txt rdacontent n rdamedia nc rdacarrier Organisatiegedrag gtt Organizational behavior Organisationsverhalten (DE-588)4285859-8 gnd rswk-swf (DE-588)4151278-9 Einführung gnd-content Organisationsverhalten (DE-588)4285859-8 s DE-604 Kinicki, Angelo Verfasser aut Buelens, Marc Verfasser aut HBZ Datenaustausch application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=010518316&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis
spellingShingle	Kreitner, Robert Kinicki, Angelo Buelens, Marc Organizational behaviour Organisatiegedrag gtt Organizational behavior Organisationsverhalten (DE-588)4285859-8 gnd
subject_GND	(DE-588)4285859-8 (DE-588)4151278-9
title	Organizational behaviour
title_auth	Organizational behaviour
title_exact_search	Organizational behaviour
title_full	Organizational behaviour Robert Kreitner ; Angelo Kinicki ; Marc Buelens
title_fullStr	Organizational behaviour Robert Kreitner ; Angelo Kinicki ; Marc Buelens
title_full_unstemmed	Organizational behaviour Robert Kreitner ; Angelo Kinicki ; Marc Buelens
title_short	Organizational behaviour
title_sort	organizational behaviour
topic	Organisatiegedrag gtt Organizational behavior Organisationsverhalten (DE-588)4285859-8 gnd
topic_facet	Organisatiegedrag Organizational behavior Organisationsverhalten Einführung
url	http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=010518316&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA
work_keys_str_mv	AT kreitnerrobert organizationalbehaviour AT kinickiangelo organizationalbehaviour AT buelensmarc organizationalbehaviour

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