Verfügbarkeit: Management and organisational behaviour

Management and organisational behaviour:

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Bibliographische Detailangaben
1. Verfasser:	Mullins, Laurie J. (VerfasserIn)
Format:	Buch
Sprache:	English
Veröffentlicht:	Harlow [u.a.] Prentice Hall, Financial Times 2007
Ausgabe:	8. ed.
Schlagworte:	Management Organisatiegedrag Organizational effectiveness Organizational behavior Organisationsverhalten Organisationspsychologie Bibliografie
Online-Zugang:	Inhaltsverzeichnis
Beschreibung:	Includes bibliographical references and index. - Previous ed.: 2005
Beschreibung:	XXXII, 837 S. Ill., graph. Darst. 27cm
ISBN:	9780273708889

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Datensatz im Suchindex

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adam_text	CONTENTS IN BRIEF Contents in detail ix Management in the news and case studies xv About this book xviii Guided tour xxi In acknowledgement and appreciation xxv Publisher s acknowledgements xxvi Part! THE ORGANISATIONAL SETTING 1 Chapter 1 The Nature of Organisational Behaviour 2 Chapter 2 Approaches to Organisation and Management 39 Chapter 3 The Nature and Context of Organisations 74 Part 2 THE INDIVIDUAL 121 Chapter 4 Individual Differences and Diversity 122 Chapter 5 The Nature of Learning 167 Chapter 6 Perception and Communications 208 Chapter 7 Work Motivation and Job Satisfaction 249 Part 3 GROUPS, TEAMS AND LEADERSHIP 297 Chapter 8 The Nature of Work Groups and Teams 298 Chapter 9 Working in Groups and Teams 330 Chapter 10 The Nature of Leadership 362 Part 4 THE NATURE OF MANAGEMENT 409 Chapter 11 The Role of the Manager 410 Chapter 12 Managerial Behaviour and Effectiveness 442 Chapter 13 Human Resource Management 479 Part 5 STRUCTURES OF ORGANISATION 527 Chapter 14 Organisational Strategy, Ethics and Responsibilities 528 Chapter 15 Organisation Structure and Design 563 Chapter 16 Patterns of Structure and Work Organisation 601 Chapter 17 Technology and Organisations 634 ORGANISATION MANAGEMENT 675 Chapter 18 Organisational Control and Power 676 Chapter 19 Organisation Development, Culture and Change 718 Chapter 20 Organisational Performance and Effectiveness 755 Conclusion 799 Glossary 801 Index 813 vii CONTENTS IN DETAIL Management in the news and case studies xv About this book xviii Guided tour xxi In acknowledgement and appreciation xxv Publisher s acknowledgements xxvi Parti THE ORGANISATIONAL SETTING i The Nature of Organisational Behaviour 2 The meaning of organisational behaviour 3 The study of organisational behaviour 3 A framework of study 4 Influences on behaviour 6 A multidisciplinary approach 7 Organisational metaphors 8 Orientations to work and the work ethic 9 Management as an integrating activity 11 The psychological contract 13 Changing nature of the psychological contract 16 Organisational practices 17 The Peter Principle 17 Parkinson s Law 18 The changing nature of work organisation 19 Globalisation and the international context 20 Is organisational behaviour culture-bound? 23 Five dimensions of culture: the contribution of Hofstede 24 Cultural diversity: the contribution of Trompenaars 26 Convergence or culture-specific organisational behaviour 29 The importance of people and organisational behaviour 29 Management in the news: Organisations strategy and culture - How global strategy can get lost in translation 31 Synopsis 32 Review and discussion questions 32 Assignments 1 and 2 33 Personal awareness and skills exercise 34 Case study: Virgin Atlantic and Ryanair 34 Notes and references 37 Approaches to Organisation and Management 39 Management theory 40 Developments in management and organisational behaviour 41 The classical approach 42 Scientific management 43 Relevance of scientific management 45 Bureaucracy 47 Criticisms of bureaucracy 48 Evaluation of bureaucracy 49 Structuralism 51 The human relations approach 51 Evaluation of the human relations approach 53 Neo-human relations 54 The systems approach 55 The contingency approach 57 Other approaches to the study of organisations 57 The decision-making approach 57 Social action 58 A number of approaches 59 Postmodernism 61 Relevance to management and organisational behaviour 62 Towards a scientific value approach? 64 Benefits to the manager 64 Management in the news: Professionalism - Problem with performance-managing professionals 65 Synopsis 67 Review and discussion questions 67 Assignment 68 Personal awareness and skills exercise 69 Case study: Dell Computers: the world at your fingertips 69 Notes and references 72 3 The Nature and Context of Organisations 74 Perspectives of the organisation 75 The formal organisation 77 Basic components of an organisation 78 Private and public sector organisations 79 Production and service organisations 80 Types of authority and organisations 82 The classification of organisations 82 Prime beneficiary of the organisation 83 Primary activity of the organisation 84 The organisation as an open system 84 Interactions with the environment 85 The comparative study of organisations 87 The analysis of work organisations 88 Contingency models of organisation 90 The informal organisation 91 Organisational conflict 93 Contrasting views of conflict 94 The sources of conflict 96 Strategies for managing conflict 97 The organisation of the future 98 The work/life balance 100 Meaning to people s lives 101 Organisational stress 102 ix CONTENTS IN DETAIL Management in the news and case studies xv About this book xviii Guided tour xxi In acknowledgement and appreciation xxv Publisher s acknowledgements xxvi Part 1 THE ORGANISATIONAL SETTING The Nature of Organisational Behaviour 2 The meaning of organisational behaviour 3 The study of organisational behaviour 3 A framework of study 4 Influences on behaviour 6 A multidisciplinary approach 7 Organisational metaphors 8 Orientations to work and the work ethic 9 Management as an integrating activity 11 The psychological contract 13 Changing nature of the psychological contract 16 Organisational practices 17 The Peter Principle 17 Parkinson s Law 18 The changing nature of work organisation 19 Globalisation and the international context 20 Is organisational behaviour culture-bound? 23 Five dimensions of culture: the contribution of Hofstede 24 Cultural diversity: the contribution of Trompenaars 26 Convergence or culture-specific organisational behaviour 29 The importance of people and organisational behaviour 29 Management in the news . Organisations strategy and culture - How global strategy can get lost in translation 31 Synopsis 32 Review and discussion questions 32 Assignments 1 and 2 33 Personal awareness and skills exercise 34 Case study: Virgin Atlantic and Ryanair 34 Notes and references 37 Approaches to Organisation and Management 39 Management theory 40 Developments in management and organisational behaviour 41 The classical approach 42 Scientific management 43 Relevance of scientific management 45 Bureaucracy 47 Criticisms of bureaucracy 48 Evaluation of bureaucracy 49 Structuralism 51 The human relations approach 51 Evaluation of the human relations approach 53 Neo-human relations 54 The systems approach 55 The contingency approach 57 Other approaches to the study of organisations 57 The decision-making approach 57 Social action 58 A number of approaches 59 Postmodernism 61 Relevance to management and organisational behaviour 62 Towards a scientific value approach? 64 Benefits to the manager 64 Management in the news: Professionalism - Problem with performance-managing professionals 65 Synopsis 67 Review and discussion questions 67 Assignment 68 Personal awareness and skills exercise 69 Case study: Dell Computers: the world at your fingertips 69 Notes and references 72 The Nature and Context of Organisations 74 Perspectives of the organisation 75 The formal organisation 77 Basic components of an organisation 78 Private and public sector organisations 79 Production and service organisations 80 Types of authority and organisations 82 The classification of organisations 82 Prime beneficiary of the organisation 83 Primary activity of the organisation 84 The organisation as an open system 84 Interactions with the environment 85 The comparative study of organisations 87 The analysis of work organisations 88 Contingency models of organisation 90 The informal organisation 91 Organisational conflict 93 Contrasting views of conflict 94 The sources of conflict 96 Strategies for managing conflict 97 The organisation of the future 98 The work/life balance 100 Meaning to people s lives 101 Organisational stress 102 ix CONTENTS IN DETAIL Is stress necessarily to be avoided? 103 Causes of stress 104 Coping with stress 104 Management in the news: Crossing continents - A spun-out tale of two corporate cultures 107 Synopsis 108 Review and discussion questions 108 Assignment 1 109 Assignment 2 110 Personal awareness and skills exercise 110 Case study: Grameen Bank: a case of applied business ethics 111 Notes and references 114 Part 1 Case study Cadbury: organisation, culture and history 116 Part2 THE INDIVIDUAL 4 Individual Differences and Diversity 122 Linda Carter and Laurie J. Mullins Managing individuals at work 123 Personality 125 Nomothetic and idiographic approaches 125 The big five 128 Theoretical approaches: idiographic 129 Kelly s personal construct theory 132 Applications within the work organisation 133 Emotions at work 134 Ability 136 Testing 140 Attitudes 142 Diversity management 145 The business case for diversity 147 Diversity training 149 Top performing organisations 150 Criticisms and limitations 151 Diversity, gender and organisations 152 Orientations and motivations towards work 154 Positive approaches 155 Management in the news: Women on the board - Norway shatters the glass ceiling - but will it promote women s cause? 157 Synopsis 158 Review and discussion questions 159 Assignment 159 Personal awareness and skills exercise 161 Case study: B Q: the business case for diversity 161 Notes and references 164 5 The Nature of Learning 167 Linda Carter The meaning and nature of learning 168 Organisations and the management of learning 171 Knowledge management 172 Emerging technologies and learning 174 The learning organisation 178 How do people learn? 181 Behaviourism 181 The outcomes of learning 183 Operant conditioning 183 Social learning 186 Limitations of the behaviourist school 186 Cognitive theories 186 Learning styles 190 Complex models of learning 191 Creativity 192 Facilitating learning 196 Learning theory applied to study skills 198 Applications of learning theory to organisations 198 Management in the news: Learning online - Online learning comes of age 199 Synopsis 200 Review and discussion questions 200 Assignments 1 and 2 201 Personal awareness and skills exercise 201 Case study: Managing knowledge for e-government in the UK 202 Notes and references 205 6 Perception and Communications 208 Laurie J. Mullins and Linda Carter The perceptual process 209 Selectivity in attention and perception 210 Internal factors 212 External factors 214 Organisation and the arrangement of stimuli 215 Perceptual illusions 218 Connection of the conscious, unconscious and physiology 219 Perceiving other people 221 Interpersonal communications 224 Neuro-linguistic programming (NLP) 225 Transactional analysis 225 Selection and attention 227 Organisation and judgement 229 Non-verbal communications and body language 230 Attribution theory 233 Perceptual distortions and errors 235 Stereotyping 236 The halo effect 237 Perceptual defence 237 Projection 238 Self-fulfilling prophecy 238 Understanding the organisational process 238 Management in the news: Macho management and fear of failure - Tough at the top 240 Synopsis 241 Review and discussion questions 242 Assignment 1 24 Assignment 2 *¦ Personal awareness and skills exercise 243 Case study: What you say is what you get...? 245 Notes and references 247 7 Work Motivation and Job Satisfaction 249 The meaning of motivation 250 Needs and expectations at work 251 Frustration-induced behaviour 253 Money as a motivator 255 Theories of motivation 256 Content theories of motivation 257 Maslow s hierarchy of needs theory 257 Alderfer s modified need hierarchy model 261 Herzberg s two-factor theory 261 McClelland s achievement motivation theory 264 Process theories of motivation 265 Vroom s expectancy theory 266 The Porter and Lawler expectancy model 268 Lawler s revised expectancy model 269 Implications for managers of expectancy theories 270 Equity theory of motivation 271 Goal theory 273 Attribution theory 274 Relevance of theories of motivation 274 The motivation of knowledge workers 275 Cross-cultural dimensions of motivation 276 The meaning and nature of job satisfaction 277 Dimensions of job satisfaction 277 Broader approachs to job satisfaction 279 A comprehensive model of job enrichment 280 Flexible working arrangements 282 Contextual factors in job design 282 Management in the news: Towels and talent - Microsoft plans perks to retain staff 284 Synopsis 285 Review and discussion questions 285 Assignments 1 and 2 286 Personal awareness and skills exercise 287 Case study: Don t get mad, get online! 287 Notes and references 290 Part 2 Case study Philanthropy: the resurgence of personal social responsibility 292 Part 3 GROUPS, TEAMS AND LEADERSHIP 8 The Nature of Work Groups and Teams 298 The meaning and importance of groups and teams 299 Differences between groups and teams 299 Group values and norms 301 Formal and informal groups 303 Reasons for formation of groups or teams 306 Group cohesiveness and performance 306 CONTENTS IN DETAIL Membership 307 Work environment 308 Organisational factors 309 Group development and maturity 309 Potential disadvantages of strong, cohesive groups 310 Characteristics of an effective work group 311 Virtual teams 312 Role relationships 316 Role conflict 317 The importance of teamwork 320 Management in the news: The Pink Ladies mean business - No men please, we re cabbies 322 Synopsis 323 Review and discussion questions 324 Assignments 1 and 2 324 Personal awareness and skills exercise 325 Case study: Mumbai s Dabbawalahs: a world-class quality service 326 Notes and references 328 9 Working in Groups and Teams 330 Interactions among members 331 Belbin s team-roles 331 Patterns of communication 333 Analysis of individual behaviour 336 Sociometry 336 Interaction analysis 338 Frameworks of behavioural analysis 339 Balance between the team and the individual 341 Individual compared with group or team performance 343 Brainstorming 345 Quality circles 346 Group dynamics 347 Self-managed work groups 349 Building successful teams 350 Management in the news: Winning teams - Football s example can help companies score 354 Synopsis 355 Review and discussion questions 356 Assignment 1 356 Assignment 2 357 Personal awareness and skills exercise 357 Case study: When does a team become a crowd? Innocent Drinks 358 Notes and references 360 10 The Nature of Leadership 362 The meaning of leadership 363 Leadership and management 364 Approaches to leadership 367 The qualities or traits approach 367 The functional (or group) approach 368 Leadership as a behavioural category 370 Styles of leadership 371 Continuum of leadership behaviour 372 xi CONTENTS IN DETAIL Contingency theories of leadership 374 Fiedler s contingency model 374 Vroom and Yetton contingency model 376 The Vroom and Jago revised decision model 377 Path-goal theory 378 Readiness of the followers or group 379 Transformational leadership 381 Inspirational or visionary leadership 382 Leadership and innovation 386 The leadership relationship 387 No one best form of leadership 389 Leadership effectiveness 390 Leadership development 391 Leaders of the future 392 Management in the news: Learning to lead - Leadership: ways to instil those elusive qualities 395 Synopsis 396 Review and discussion questions 397 Assignments 1 and 2 397 Personal awareness and skills exercise 398 Case study: Being Apple: Steve Jobs 400 Notes and references 402 Part 3 Case study The Eden Project 404 Part 4 THE NATURE OF MANAGEMENT 11 The Role of the Manager 410 The meaning of management 411 The process of management 414 Principles of management 415 Management as a social process 417 The tasks and contribution of a manager 418 Essential nature of managerial work 419 Management in private enterprise and public sector organisations 420 The work of a manager 422 Managerial roles 423 Behaviour pattern of general managers 425 Determining what real managers do 426 Patterns of managerial work and behaviour 427 What great managers do 428 The attributes and qualities of a manager 428 The changing role of managers 431 Management in the news: Too close for comfort - Managers who want to get up close and personal 433 Synopsis 434 Review and discussion questions 435 Assignment 1 435 Assignment 2 436 Personal awareness and skills exercise 436 Case study: Stuck in the middle? 437 Notes and references 440 i.-- Managerial Behaviour and Effectiveness 442 Managerial style and behaviour 443 Managers attitudes towards people 444 Japanese Theory Z environment 446 The managerial/Leadership Grid® 447 Management systems 451 Management by objectives (MBO) 454 Managing people 456 Choice of managerial style 459 Managerial effectiveness 460 Measures of effectiveness 462 Management standards centre 463 3-D model of managerial behaviour 465 The management of time 467 Management in the news: Bad manners and bad managers - Bosses with no time to be nice 471 Synopsis 472 Review and discussion questions 472 Assignment 473 Personal awareness and skills exercise 474 Case study: Effective management: a question of context? 475 Notes and references 477 13 Human Resource Management 479 The nature of human resource management 480 Human capital management 482 HRM policies, activities and functions 483 Organisation of the HRM function 484 HRM: a shared responsibility 485 The importance of HRM 487 Training and development 488 The management of training 490 e-learning 491 Investors in people 492 Performance management (PM) 493 Methods of measurement and review 497 360° feedback and upward feedback 498 Benefits of performance management 499 Employee relations 501 Unitary and pluralistic perspectives 503 Regulating the employment contract 504 International dimensions of HRM 506 Industrial democracy in European countries 507 Effectiveness of the HRM function 508 Management in the news: Fattism - Fattism is the last bastion of employee discrimination 510 Synopsis 511 Review and discussion questions 512 Assignment 5I Personal awareness and skills exercise 513 Appendix: The Investors in People Standard 515 Case study: The changing role of HRM 517 Notes and references 519 Part 4 Case study Jamie Oliver: the naked manager? 522 Part 5 STRUCTURES OF ORGANISATION 14 Organisational Strategy, Ethics and Responsibilities 528 The importance of strategy 529 Organisational goals 531 Integration of goals 533 Organisational ideologies and principles 534 Mission statements 535 Objectives and policy 536 The profit objective 538 Strategy, opportunities and risks 540 SWOT analysis 541 Corporate social responsibilities 542 Organisational stakeholders 543 Values and ethics 546 Ethics and corporate social responsibility 547 Business ethics 549 Codes of ethics 551 Management in the news: Power to the people - The cost of not caring for your customers 554 Synopsis 555 Review and discussion questions 556 Assignments 1 and 2 557 Personal awareness and skills exercise 557 Case study: 318 Mondays to go ... the London Olympics 559 Notes and references 561 15 Organisation Structure and Design 563 The meaning and nature of organisation structure 564 The importance of good structure 565 Levels of organisation 566 The importance of the hierarchy 568 The design of organisation structure 569 Clarification of objectives 571 Task and element functions 571 The division of work 572 Centralisation and decentralisation 575 Principles of organisation 576 Span of control 577 The chain of command 578 Formal organisational relationships 580 Line and staff organisation 582 The inverted organisation 583 Project teams and matrix organisation 584 Effects of a deficient organisation structure 586 Organisation charts 587 Structure and organisational behaviour 590 Management in the news: Freewheeling at Google - Can Google s random genius last? 592 Synopsis 593 Review and discussion questions 594 Assignment 1 594 Assignment 2 595 CONTENTS IN DETAIL Personal awareness and skills exercise 596 Case study: Zara: a dedicated follower of fashion 596 Notes and references 599 16 Patterns of Structure and Work Organisation 601 Variables influencing organisation structure 602 The contingency approach 603 Size of organisation 605 Technology 607 The Woodward study 607 Major dimensions of technology: the work of Perrow 609 Environment 610 The Burns and Stalker study 610 Mixed forms of organisation structure 612 The Lawrence and Lorsch study 613 Evaluation of the contingency approach 615 Contribution of contingency theory 616 Culture as a contingent factor 617 The changing face of the workplace 619 The demand for flexibility 620 The shamrock organisation 623 Empowerment and control 625 Management in the news: Dead end or turning point? - Another side to a McJob 626 Synopsis 627 Review and discussion questions 628 Assignments 1 and 2 628 Personal awareness and skills exercise 629 Case study: John Lewis, Waitrose and Ocado: distinctively successful 629 Notes and references 632 17 Technology and Organisations 634 Peter Scott Technology as a subject of study 635 Theories of technology 635 A socio-technical ensemble perspective 641 Types and characteristics of technology 642 ICTs, networks, organisations and society 645 Adopting and introducing new technology 649 Involvement of HRM specialists and users of technology 653 Technology and organisational behaviour 655 Technology and the experience of work 657 Management in the news: Clockwork radios: not all tech is hi-tech 659 Synopsis 661 Review and discussion questions 661 Assignment 662 Personal awareness and skills exercise 662 Case study: Accessible technology: Tesco s accessible website 663 Notes and references 665 Part 5 Case study Co-operatives 669 xiii CONTENTS IN DETAIL ORGANISATION MANAGEMENT Organisational Control and Power 676 The controversial nature of control 677 Expression of management behaviour 679 Elements of an organisational control system 680 Forms of control 681 Classification of control systems 683 Strategies of control in organisations 684 Characteristics of an effective control system 686 Power and management control 688 Perspectives of organisational power 690 Pluralistic approaches to power 690 The balance between order and flexibility 692 Delegation and empowerment 693 The manager-subordinate relationship 694 Benefits of delegation 695 Reasons for lack of delegation 696 The art of delegation 699 The concept of empowerment 701 Does empowerment deliver? 703 Behavioural factors in control systems 705 Financial and accounting systems of control 706 Management in the news: Vodafone s boardroom battles - Vodafone faces grilling at annual meeting 709 Synopsis 710 Review and discussion questions 710 Assignment 711 Personal awareness and skills exercise 712 Case study: Turbulence in the tulip fields 713 Notes and references 715 Organisation Development, Culture and Change 718 The meaning of organisation development 719 Organisational culture 721 Types of organisational culture 722 Influences on the development of culture 724 The cultural web 725 The importance of culture 727 Organisational climate 730 Employee commitment 731 The nature of organisational change 733 Planned organisational change 736 Resistance to change 737 The management of organisational change 739 Overcoming resistance to change 742 Management in the news: Being charitable - The business of doing good 744 Synopsis 745 Review and discussion questions 746 Assignment 747 Personal awareness and skills exercise 749 Case study. The Haier Corporation 750 Notes and references 752 Organisational Performance and Effectiveness 755 The nature of organisational effectiveness 756 The democratic enterprise 758 The learning organisation 759 Total quality management (TQM) 761 Business process re-engineering (BPR) 764 The importance of effective management 766 The meaning and nature of management development 767 Management development process 769 Continuing professional development (CPD) 773 Leadership and management model 774 The EFQM Excellence Model 774 Assessing organisational performance 778 A range of different criteria 781 Successful organisations and people 783 Management in the news: Writing the unwritten rules: Why most managers are plagiarists 784 Synopsis 785 Review and discussion questions 786 Assignment 7 786 Assignment 2 787 Personal awareness and skills exercise 788 Case study: Who says business is boring? M S s rollercoaster ride 790 Notes and references 792 Enron: the fall of a giant 794 Conclusion 799 Glossary 801 Index 813
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genre	(DE-588)4006432-3 Bibliografie gnd-content
genre_facet	Bibliografie
id	DE-604.BV035217807
illustrated	Illustrated
indexdate	2024-07-09T21:28:51Z
institution	BVB
isbn	9780273708889
language	English
oai_aleph_id	oai:aleph.bib-bvb.de:BVB01-017023932
oclc_num	82671690
open_access_boolean
owner	DE-573 DE-19 DE-BY-UBM DE-11
owner_facet	DE-573 DE-19 DE-BY-UBM DE-11
physical	XXXII, 837 S. Ill., graph. Darst. 27cm
publishDate	2007
publishDateSearch	2007
publishDateSort	2007
publisher	Prentice Hall, Financial Times
record_format	marc
spelling	Mullins, Laurie J. Verfasser aut Management and organisational behaviour Laurie J. Mullins 8. ed. Harlow [u.a.] Prentice Hall, Financial Times 2007 XXXII, 837 S. Ill., graph. Darst. 27cm txt rdacontent n rdamedia nc rdacarrier Includes bibliographical references and index. - Previous ed.: 2005 Management gtt Organisatiegedrag gtt Management Organizational effectiveness Organizational behavior Management (DE-588)4037278-9 gnd rswk-swf Organisationsverhalten (DE-588)4285859-8 gnd rswk-swf Organisationspsychologie (DE-588)4043786-3 gnd rswk-swf (DE-588)4006432-3 Bibliografie gnd-content Organisationspsychologie (DE-588)4043786-3 s Organisationsverhalten (DE-588)4285859-8 s Management (DE-588)4037278-9 s 1\p DE-604 HBZ Datenaustausch application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=017023932&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
spellingShingle	Mullins, Laurie J. Management and organisational behaviour Management gtt Organisatiegedrag gtt Management Organizational effectiveness Organizational behavior Management (DE-588)4037278-9 gnd Organisationsverhalten (DE-588)4285859-8 gnd Organisationspsychologie (DE-588)4043786-3 gnd
subject_GND	(DE-588)4037278-9 (DE-588)4285859-8 (DE-588)4043786-3 (DE-588)4006432-3
title	Management and organisational behaviour
title_auth	Management and organisational behaviour
title_exact_search	Management and organisational behaviour
title_full	Management and organisational behaviour Laurie J. Mullins
title_fullStr	Management and organisational behaviour Laurie J. Mullins
title_full_unstemmed	Management and organisational behaviour Laurie J. Mullins
title_short	Management and organisational behaviour
title_sort	management and organisational behaviour
topic	Management gtt Organisatiegedrag gtt Management Organizational effectiveness Organizational behavior Management (DE-588)4037278-9 gnd Organisationsverhalten (DE-588)4285859-8 gnd Organisationspsychologie (DE-588)4043786-3 gnd
topic_facet	Management Organisatiegedrag Organizational effectiveness Organizational behavior Organisationsverhalten Organisationspsychologie Bibliografie
url	http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=017023932&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA
work_keys_str_mv	AT mullinslauriej managementandorganisationalbehaviour

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