Organisational behaviour:
Gespeichert in:
| Format: | Buch |
|---|---|
| Sprache: | English |
| Veröffentlicht: |
London u.a.
McGraw-Hill
2006
|
| Ausgabe: | 3. ed. |
| Schlagworte: | |
| Online-Zugang: | Inhaltsverzeichnis |
| Beschreibung: | XIX, 724 S. graph. Darst. |
| ISBN: | 9780077107239 0077107233 |
Internformat
MARC
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| 245 | 1 | 0 | |a Organisational behaviour |c Marc Buelens |
| 250 | |a 3. ed. | ||
| 264 | 1 | |a London u.a. |b McGraw-Hill |c 2006 | |
| 300 | |a XIX, 724 S. |b graph. Darst. | ||
| 336 | |b txt |2 rdacontent | ||
| 337 | |b n |2 rdamedia | ||
| 338 | |b nc |2 rdacarrier | ||
| 650 | 7 | |a Organisatiegedrag |2 gtt | |
| 650 | 4 | |a Organizational behavior | |
| 700 | 1 | |a Buelens, Marc |e Sonstige |4 oth | |
| 856 | 4 | 2 | |m HBZ Datenaustausch |q application/pdf |u http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=015033972&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA |3 Inhaltsverzeichnis |
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Datensatz im Suchindex
| _version_ | 1804135747652943872 |
|---|---|
| adam_text | Contributors xiii
Preface xv
Introduction l^^^fe^fe 1
Studying organisational behaviour 2
OB and the business environment 3
OB and your learning: book structure and rationale 6
References 11
Further reading 12
Perspectives||^p|p|j| h|iviour 13
Jon Stephens
Introduction 14
Individual behaviour and personality 14
Perception and the perceptual process 22
Attitudes and values 27
Individual learning in the organisation 32
Decision making 36
Communication, change and conflict 38
Managerial implications 42
Summary of main points 42
Conclusions 43
Questions . 43
jjjffc* Contents
References 44
Further reading 46 ,
Internet sites 46
Introduction 48
Schools of thought 48
Expectancy theory: a framework for the analysis of workplace motivation 50
Needs theories 55
Intrinsic and extrinsic rewards 60
Motivation and equitable treatment 64
Change, motivation and the psychological contract 65
Motivation and conflict 66
Contemporary motivation theories 69
Motivation and job design 71
Managerial implications 73
Summary of main points 74
Conclusions 74
Questions 75
References 75
Further reading 77
Internet sites 77
Hugh Davenport
Introduction 80
Why gather in groups? 80
Groups and teams 83
Formal and informal groups and teams 89
Stages of group and team development 91
Roles and routines 95
Building and maintaining effective teams 99
Communication and conflict 103
Groups and change 107
Managerial implications 114 J
Contents , In
Summary of main points 115
Conclusions 115
Questions 116
References 117
Further reading 119
Internet sites 120
HEH Of9antsatlQ^H^HHH|H 121
Introduction 122
Macro organisational theories 122
Technical rational approach 124
Socio human approach 130
Systems theory 131
Contingency theory 133
Contemporary lenses 137
Managerial implications 142
Summary of main points 143
Conclusions 144
Questions 144
References 144
Further reading 145
Introduction 148
From Taylor to Mintzberg 148
] Differentiating leadership from management 152
Leadership: schools of thought 154
Reframing leadership 164
Leadership and change 165
} Leadership and diversity 172
I Leadership and communications 172
I Leadership and conflict 173
Managerial implication* 173
Summary of main pciinte 174
Conclusions ¦¦¦¦¦ , 174
Questions 4 , • ^ * * 175
Jt Contents
References 175
Further reading 176 j
Internet sites 177 j
|
KH^ Organisation structure 179 j
Stephen Swailes i
Introduction 180 j
What is structure? 180 j
Talking about structure 181 j
Structural types 184
Virtual organisations 190
Partnership working 191
Influences on structure 194 ;
Criticisms of the contingency approach 199 j
The organisation as a system 200 i
Current issues affecting structuring 201 )
Flexible working 205 ;
Communities of practice 207 j
Cross cultural influences upon structure 209 j
Structure and competition: research evidence 210 J
Managerial implications 212 j
Summary of main points 213 |
Conclusions 214
Questions 215 J
References 215 j
Further reading 217 ;
Internet sites 218
^H Organisational power, politics and conflict 219
Introduction 220
Organisational power 223
Organisational politics 231 j
Organisational conflict 234 |
Power and communications 238 |
Power and organisational change 239 j
Contents Xi
Managerial implications 240
Summary of main points 241
Conclusions 241
Questions 242
References 242
Further reading 243
Internet sites 243
H Or9anlsatlofJH|^^^P ;^ 245
Introduction 246
J Organisational culture in context 246
j Organisational culture: definition and debate 249
j Diversity and organisational culture 254
j Organisational culture and change 255
| Culture, conflict and communications 261
j Managerial implications 263
[ Summary of main points 264
Conclusions 264
| Questions 265
| References 265
Further reading 266
Internet sites 267
^^^H The impact 4HHB|||1 $!* n organisational
Jon Stephens
Introduction 270
National culture 271
Perspectives on culture 273
Organisational behaviour and national culture 287
Change, conflict and communication 295
Managerial implications 299
Summary of main points 300
Conclusions 300
Questions 300
Hji Contents
References 301
Further reading 303
Internet sites 303
Case 1 • Motivated teams: an inter cultural case 306
Case 2 • Organisational change: multiskilling in the health care sector 314
Case 3 • It s been a bad week at the office ... 320
Index 325
Supporting resources
Visit www.pearsoned.co.uk/brooks to find valuable online resources
For instructors
• Complete, downloadable Instructor s Manual
• PowerPoint slides that can be downloaded and used as OHTs
For more information please contact your local Pearson Education sales representative
or visit www.pearsoned.co.uk/brooks
|
| adam_txt |
Contributors xiii
Preface xv
Introduction l^^^fe^fe ' 1
Studying organisational behaviour 2
OB and the business environment 3
OB and your learning: book structure and rationale 6
References 11
Further reading 12
Perspectives||^p|p|j| h|iviour 13
Jon Stephens
Introduction 14
Individual behaviour and personality 14
Perception and the perceptual process 22
Attitudes and values 27
Individual learning in the organisation 32
Decision making 36
Communication, change and conflict 38
Managerial implications 42
Summary of main points 42
Conclusions 43
Questions . 43
jjjffc* Contents
References 44
Further reading 46 ,
Internet sites 46
Introduction 48
Schools of thought 48
Expectancy theory: a framework for the analysis of workplace motivation 50
Needs theories 55
Intrinsic and extrinsic rewards 60
Motivation and equitable treatment 64
Change, motivation and the psychological contract 65
Motivation and conflict 66
Contemporary motivation theories 69
Motivation and job design 71
Managerial implications 73
Summary of main points 74
Conclusions 74
Questions 75
References 75
Further reading 77
Internet sites 77
Hugh Davenport
Introduction 80
Why gather in groups? 80
Groups and teams 83
Formal and informal groups and teams 89
Stages of group and team development 91
Roles and routines 95
Building and maintaining effective teams 99
Communication and conflict 103
Groups and change 107 \
Managerial implications 114 J
Contents , In
Summary of main points 115
Conclusions 115
Questions 116
References 117
Further reading 119
Internet sites 120
HEH Of9antsatlQ^H^HHH|H 121
Introduction 122
Macro organisational theories 122
Technical rational approach 124
Socio human approach 130
Systems theory 131
Contingency theory 133
Contemporary lenses 137
Managerial implications 142
Summary of main points 143
Conclusions 144
Questions 144
References 144
Further reading 145
Introduction 148
From Taylor to Mintzberg 148
] Differentiating leadership from management 152
Leadership: schools of thought 154
Reframing leadership 164
Leadership and change 165
} Leadership and diversity 172
I Leadership and communications 172
I Leadership and conflict 173
Managerial implication* 173
Summary of main pciinte 174
Conclusions ¦¦¦¦¦', 174
Questions "4", "" • " ^' '* * 175
Jt Contents
References 175
Further reading 176 j
Internet sites 177 j
|
KH^ Organisation structure 179 j
Stephen Swailes i
Introduction 180 j
What is structure? 180 j
Talking about structure 181 j
Structural types 184 \
Virtual organisations 190
Partnership working 191 \
Influences on structure 194 ;
Criticisms of the contingency approach 199 j
The organisation as a system 200 i
Current issues affecting structuring 201 )
Flexible working 205 ;
Communities of practice 207 j
Cross cultural influences upon structure 209 j
Structure and competition: research evidence 210 J
Managerial implications 212 j
Summary of main points 213 |
Conclusions 214 \
Questions 215 J
References 215 j
Further reading 217 ;
Internet sites 218
^H Organisational power, politics and conflict 219
Introduction 220
Organisational power 223 \
Organisational politics 231 j
Organisational conflict 234 |
Power and communications 238 |
Power and organisational change 239 j
Contents Xi
Managerial implications 240
Summary of main points 241
Conclusions 241
Questions 242
References 242
Further reading 243
Internet sites 243
H Or9anlsatlofJH|^^^P';^ 245
Introduction 246
J Organisational culture in context 246
j Organisational culture: definition and debate 249
j Diversity and organisational culture 254
j Organisational culture and change 255
| Culture, conflict and communications 261
j Managerial implications 263
[ Summary of main points 264
\ Conclusions 264
| Questions 265
| References 265
Further reading 266
Internet sites 267
^^^H The impact 4HHB|||1\$!* n organisational
Jon Stephens
Introduction 270
National culture 271
Perspectives on culture 273
Organisational behaviour and national culture 287
Change, conflict and communication 295
Managerial implications 299
Summary of main points 300
Conclusions 300
Questions 300
" Hji Contents
References 301
Further reading 303
Internet sites 303
Case 1 • Motivated teams: an inter cultural case 306
Case 2 • Organisational change: multiskilling in the health care sector 314
Case 3 • 'It's been a bad week at the office ." 320
Index 325
Supporting resources
Visit www.pearsoned.co.uk/brooks to find valuable online resources
For instructors
• Complete, downloadable Instructor's Manual
• PowerPoint slides that can be downloaded and used as OHTs
For more information please contact your local Pearson Education sales representative
or visit www.pearsoned.co.uk/brooks |
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| index_date | 2024-07-02T15:54:30Z |
| indexdate | 2024-07-09T20:45:25Z |
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| isbn | 9780077107239 0077107233 |
| language | English |
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| spelling | Organisational behaviour Marc Buelens 3. ed. London u.a. McGraw-Hill 2006 XIX, 724 S. graph. Darst. txt rdacontent n rdamedia nc rdacarrier Organisatiegedrag gtt Organizational behavior Buelens, Marc Sonstige oth HBZ Datenaustausch application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=015033972&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis |
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| title | Organisational behaviour |
| title_auth | Organisational behaviour |
| title_exact_search | Organisational behaviour |
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| title_full | Organisational behaviour Marc Buelens |
| title_fullStr | Organisational behaviour Marc Buelens |
| title_full_unstemmed | Organisational behaviour Marc Buelens |
| title_short | Organisational behaviour |
| title_sort | organisational behaviour |
| topic | Organisatiegedrag gtt Organizational behavior |
| topic_facet | Organisatiegedrag Organizational behavior |
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