Organisational behaviour: core concepts and applications
Gespeichert in:
| Format: | Buch |
|---|---|
| Sprache: | English |
| Veröffentlicht: |
Milton, Qld.
Wiley
2006
|
| Ausgabe: | 1. Australasian ed. |
| Schlagworte: | |
| Online-Zugang: | Inhaltsverzeichnis |
| Beschreibung: | Includes bibliographical references and index. -authorised adaptation of the fifth edition by John R. Schermerhorn, James G. Hunt and Richard N. Osborn, "Managing organizational behavior" (ISBN 0-471-577750-2), publ. by John Wiley & Sons, New York, NY, 1994 |
| Beschreibung: | XXVI, 558 S. Ill., graph. Darst. 26cm |
| ISBN: | 9780470809518 |
Internformat
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| 500 | |a Includes bibliographical references and index. -authorised adaptation of the fifth edition by John R. Schermerhorn, James G. Hunt and Richard N. Osborn, "Managing organizational behavior" (ISBN 0-471-577750-2), publ. by John Wiley & Sons, New York, NY, 1994 | ||
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Datensatz im Suchindex
| _version_ | 1804138854587826176 |
|---|---|
| adam_text | BRIEF CONTENTS
PART 1 INTRODUCTION 1
1 What is organisational behaviour? 2
2 Individual attributes and their effects on job performance 40
3 Motivation and empowerment 76
4 Learning, reinforcement and self-management 7 72
5 Job design, goal setting and flexible work arrangements 148
PART 3 MANAGING GROUP DYNAMICS AND TEAM PERFORMANCE 187
6 Groups and group dynamics 188
7 Teamwork and team building 226
8 Organisational structure and design 266
9 Organisational culture 308
10 Power, politics and influence in organisations 342
11 Leadership 382
12 Decision making 418
13 Communication, conflict and negotiation in organisations 452
14 Organisational change and innovation 488
PART 5 CASE STUDIES 524
Accompanying resources xv
Cases and real-world examples at a glance xvi
Tutorial activities at a glance xviii
How to use this book xix
Preface xxi
About the authors xxiii
Acknowledgements xxv
PART ONE INTRODUCTION 1
CHAPTER 1 WHAT IS ORGANISATIONAL BEHAVIOUR? 2
Learning objectives 2
Introduction 4
What is organisational behaviour? 4
Why do organisations exist? 6
Organisations as open systems 7
Managers in organisations 9
What is an effective manager? 9
Managing task performance 9
Human resource maintenance 10
The management process 12
Contemporary themes in organisational
behaviour 13
Globalisation 14
The changing nature of work 17
The changing nature of the workforce
18
The changing nature of employer-employee
relations 22
Ethics and values 26
Why study organisational behaviour? 27
Summary 28
Chapter 1 study guide 30
Key terms 30
Review questions 30
Application questions 30
Research questions 31
Running project 31
Individual activity 31
Group activity 32
Suggested reading 34
End notes 34
What would you do? 12
The effective manager 1.1 13
Moving from traditional to re-engineered values
The effective manager 1.2 15
Ten attributes of the global manager
Counterpoint 15
International spotlight 19
Ethical perspective 23
Case study: Hubbard s Foods Ltd 33
PART TWO MANAGING INDIVIDUAL BEHAVIOUR AND PERFORMANCE 39
CHAPTER 2 INDIVIDUAL ATTRIBUTES AND TBIIR^fgCp Of* JOB PERFORMANCE 40
Learning objectives 40 Introduction 42
Individual performance factors 42
Individual attributes 42
Work effort 43
Organisational support 44
Demographic differences among individuals 44
Competency differences among individuals 45
Cognitive abilities 45
Physical abilities 45
Emotional competence 46
Personality differences among individuals 47
Personality determinants 47
Personality traits 49
Individual differences and workplace diversity 51
Values 52
Sources and types of values 53
Patterns and trends in values 53
Attitudes 55
Components of attitudes 55
Attitudes and behaviour 56
Attitudes and cognitive consistency 56
Job satisfaction as an attitude 57
Job satisfaction and workplace behaviour 58
Job satisfaction, absenteeism and turnover 58
The link between job satisfaction and overall
job performance 60
Perception and the perceptual process 62
Factors influencing the perceptual process 63
Stereotyping 63
Summary 65
Chapter 2 study guide 67
Rev terms 67
Review questions 67
Application questions 67
Research questions 6 V
Running project ( S
Individual activity 6 V
(Iron]) activity 69
Suggested reading 7!
End notes 7/
- Ethical perspective 50
• The effective manager 2.1 51
Working with workplace diversity
The effective manager 2.2 58
Facets of job satisfaction (from the Job Descriptive
Index)
What would you do? 59
Counterpoint 61
International spotlight 61
• Case study: Drugs Inc. 70
CHAPTER 3 MOTIVATION AND EMPOWERMENT 76
Learning objectives 76
Introduction 78
Motivating and empowering the workforce 78
Contemporary issues affecting motivation and
empowerment 78
The work motivation challenge #7
Content and process motivation theories 82
Content theories 82
Maslow s hierarchy of needs theory 83
Alderfer s ERG theory 84
McClelland s acquired needs theory 85
Her/berg s two-factor theory 87
Process theories 90
Equity theory 90
Expectancy theory 92
Integrating content and process motivation theories 96
Another perspective on motivation: self-concept and
personal values 98
Empowerment 99
Summary 102
CONTENTS
Chapter 3 study guide 104
Rev terms 104
Review questions 104
Application questions 104
Research questions 105
Running project 105
Individual activity 105
Group activity 107
Suggested reading 109
End notes 709
International spotlight 80
The effective manager 3.1 91
Steps for managing the equity process
Ethical perspective 92
What would you do? 95
The effective manager 3.2 96
Tips for influencing the perceived valence of
work outcomes
Counterpoint 99
Case study: Assistance at National
Investment Insurance 108
CHAPTER 4 LEARNING, REINFORCEMENT AND SELF-MANAGEMENT 112
Learning objectives 112
Introduction 114
Learning as a modification of work behaviour 114
Classical conditioning 115
Operant conditioning 116
Cognitive learning 117
Social learning 117
Reinforcement as a strategy to modify work
behaviour 120
Positive reinforcement 121
Negative reinforcement (avoidance) 124
Punishment 124
Extinction 126
Organisational behaviour modification strategies
— a summary 127
Reinforcement perspectives 127
Social learning theory and behavioural
self-management 128
Managing pay as an extrinsic reward 130
Multiple meanings of pay 130
Merit pay 131
Creative pay practices 133
The learning organisation 135
The teaching organisation 137
Summary 138
Chapter 4 study guide 140
Key terms 140
Review questions 140
Application questions 140
Research questions 140
Running project 141
Individual activity 141
Group activity 142
Stiggested reading 144
End notes 145
What would you do? 119
The effective manager 4.1 124
Guidelines for allocating extrinsic rewards to
ensure a positive reinforcement effect
The effective manager 4.2 125
Guidelines for using punishment as a
reinforcement strategy
Ethical perspective 132
International spotlight 134
The effective manager 4.3 135
Creating a learning organisation
Counterpoint 136
Case study: A to Z Networking 143
CHAPTER 5 JOB DESIGN, GOAL SETTING AND FLEXIBLE WORK ARRANGEMENTS 148
Learning objectives 148
Introduction 150
Intrinsic motivation 150
Job design 151
Job simplification 151
Job enlargement 152
Job rotation 152
Job enrichment 153
The job characteristics model 155
Individual differences: moderators of the job
characteristics model 156
Testing and the motivating potential score 757
The research 157
Socio-technical job design 160
Social information and job design 160
Multiskilling 767
Goal-setting theory 162
Goal setting: follow-up research 163
Goal setting and MBO 164
Key performance indicators 765
Flexible work arrangements 165
Major drivers of changing work
arrangements 766
Types of flexible work arrangements 168
Summary / 73
Chapter 5 study guide 176
Kev terms / 76
Review questions 7 76
Application questions 176
Research questions 7 77
Running project / 77
Individual activity /77
Group activity 179
Suggested reading ISO
End notes ISO
International spotlight 156
The effective manager 5.1 158
Guidelines for implementing a program of
job enrichment
Counterpoint 159
- The effective manager 5.2 165
Key issues for mutual goal setting in an MBO program
Ethical perspective 167
What would you do? 171
Case study: Port Kembla Coal
Terminal 773
• Part 2 case study: Getting RailCorp
to run like a train 184
PART THREE MANAGING GROUP DYNAMICS AND TEAM PERFORMANCE 187
CHAPTER 6 GROUPS AND GROUP DYNAMICS 188
Learning objectives 188
Introduction 790
What is a group? 190
Types of group in organisations 7 90
Purposes of groups in organisations 193
Managing groups for effectiveness 196
Groups and task performance 196
Group effectiveness 197
Groups as open systems I9S
Inputs into the group process 199
Organisational setting 799
Nature of the group task 201
CONTENTS «H
m
General membership characteristics 202
Group size 205
Group processes and group effectiveness 206
Stages of group development 206
Required and emergent behaviours 209
Group norms and roles 210
Emotions in groups 27 7
Group communication and decision making
277
Outputs of the group process — task performance
and group maintenance 211
Group task performance 272
Group maintenance 272
Intergroup dynamics 214
Work flow interdependency and intergroup
relations 214
Other factors affecting intergroup relations
275
Dynamics of intergroup competition 276
Summary 217
Chapter 6 study guide 220
Key terms 220
Review questions 220
Application questions 220
Research questions 221
Running project 221
Individual activity 222
Group activity 222
Suggested reading 223
End notes 224
The effective manager 6.1 197
Ten characteristics of an effective group
What would you do? 200
International spotlight 203
Ethical perspective 210
Counterpoint 213
Case study: Workshops for
organisational change at a global
FMCG company 222
CHAPTER 7 TEAMWORK AND TEAM BUILDING 226
Learning objectives 226
Introduction 228
What are teams? 228
Groups versus teams 228
Teams and their effectiveness 229
Effective teams 229
Foundations of the team-building process 230
Team-building goals 231
Effective team leadership 231
Effective team facilitators 233
Teamwork activities and training 233
Timing and location of teamwork activities
236
Team performance and cohesiveness 239
Team norms 239
Team roles and role dynamics 240
Team cohesiveness 240
Influencing team cohesiveness 241
Types of workplace teams 242
Employee involvement teams 244
Problem-solving teams 244
Self-managing teams 245
Virtual teams 247
Future challenges for work teams 249
Empowerment through new technology
250
CONTENTS
Trust 250
Accountability 250
Diversity 250
Team leadership 252
Summary 253
Chapter 7 study guide 255
Key terms 255
Review questions 255
Application questions 255
Research questions 256
Running project 256
Individual activitv 256
Group activity 257
Suggested reading 259
End notes 259
The effective manager 7.1 231
How to build a high-performing team
The effective manager 7.2 232
Ten rules for team leaders to create effective teams
What would you do? 237
The effective manager 7.3 239
Seven steps for leaders to encourage positive team norms
Ethical perspective 243
International spotlight 249
Counterpoint 251
Case study: Life and death outcomes
for the MET 258
Part 3 case study: Teaming in
Singapore s public service for the
twenty-first century 261
PART FOUR
MANAGING ORGANISATIONAL PROCESSES AND
PERFORMANCE 265
CHAPTER 8 ORGANISATIONAL STRUCTURE AND DESIGN 266
Learning objectives 266
Introduction 268
Organisational structure and design 268
Factors influencing organisational design 269
Scale 269
Technology 270
Environment 277
Strategy 272
Organisational goals, control and coordination 273
Organisational goals 275
Control 274
Coordination 278
Vertical specialisation 279
Unity of command and span of control 280
Horizontal specialisation 251
Departmentalisation by function 282
Departmentalisation by division, geography and
customer 283
Departmentalisation by matrix 286
Mixed forms of departmentalisation 287
Emerging forms of organisational design and
workforce implications 288
The simple design 288
The bureaucracy 290
Divisionalised organisations 202
The conglomerate 292
The core-ring organisation 293
The adhocracv 296
Other structural arrangements 296
Summary 298
CONTENTS
Chapter 8 study guide 300
key terms 300
Review questions 300
Application questions 300
Research questions 301
Running project 301
Individual activity 302
Group activity 302
Suggested reading 304
End notes 304
International spotlight 272
The effective manager 8.1 275
Signs of too much control
Ethical perspective 277
The effective manager 8.2 279
Selecting personal coordination styles
What would you do? 285
The effective manager 8.3 290
The natural dysfunctional tendencies
of a bureaucracy
Counterpoint 295
Case study: Defence force recruiting 303
CHAPTER 9 ORGANISATIONAL CULTURE 308
Introduction 310
The concept of organisational culture 310
Understanding the connections between
organisational and national cultures 310
Levels of cultural analysis 311
Subcultures and countercultures 312
Imported subcultures and cultural diversity 313
Observable aspects of organisational culture 314
Stories, rites, rituals and symbols 314
Cultural rules and roles 317
Values and organisational culture 318
Linking actions and values 318
Common assumptions and organisational culture 319
Common assumptions and management
philosophy 319
What do organisational culture researchers
investigate? 320
Alternative perspectives on organisational culture 321
Integration perspective 321
Differentiation perspective 322
Ambiguity/fragmentation perspective 322
The functions of organisational culture for its
members 324
Managing organisational culture: building,
reinforcing and changing culture 326
Ethics and organisational culture 329
Summary 330
Chapter 9 study guide 332
Key terms 332
Review questions 332
Application questions 332
Research questions 333
Running project 333
Individual activity 334
Group activity 335
Suggested reading 337
End notes 33H
International spotlight 316
What would you do? 317
Counterpoint 323
The effective manager 9.1 328
Using organisational culture to help
the organisation compete
Ethical perspective 329
Case study: J J s credo 336
contents
CHAPTER 10 POWER, POLITICS AND INFLUENCE IN ORGANISATIONS 342
Learning objectives 342
Introduction 344
Power and influence 345
Position power 346
Personal power 349
Power, authority and obedience 352
The Milgram experiments 352
Obedience and the acceptance of authority 353
Obedience and the zone of indifference 354
Managing with power and influence 355
Acquiring managerial power 356
Turning power into influence 357
Exercising upward influence 359
Empowerment 359
Power keys to empowerment 360
Empowering others 360
The limits of empowering others 361
Organisational politics 362
The two traditions of organisational politics 362
Organisational politics in action 364
Office politics and the informal network 364
Political action and the manager 365
Political action and subunii power 366
Political action in the chief executive suite 366
The politics of empire building 368
The consequences of power and politics 369
The double-edged sword of organisational
politics 369
The ethics of power and politics 370
Trust and managerial influence 372
Summary 372
Chapter 10 study guide 3 74
Kev lerms 17-1
Review (|iiesiions 5/7
Application questions 37 I
Research questions 37 I
Running project 175
Individual activitv J^1
(iroup acti it 37b
Suggested reading »7 S
End iniles ^J ^
• Ethical perspective 347
• International spotlight 349
• What would you do? 350
• The effective manager 10.1 355
Dealing with insubordinate employees
• The effective manager 10.2 361
Guidelines for implementing empowerment
• Counterpoint 363
• Case study: Making Memories 377
CHAPTER 11 LEADERSHIP 382
Learning objectives 382
Introduction 384
Leadership and management 384
Development of theories on leadership 385
Traditional leadership approaches: trait and
behavioural theories
Trait theory 386
386
Behavioural theories 386
Situational contingency theories of leadership 388
Fiedler s leadership contingency theory 389
House s path-goal theory of leadership 391
Hersey and Blanchard s Situational Leadership
model 392
Substitutes for leadership 393
CONTENTS xl
Emerging leadership perspectives 395
Charismatic approaches 395
Transactional and transformational leadership
approaches 396
The new leadership revisited 400
Questions and answers concerning the new
leadership 400
Gender, age and cultural diversity — current issues
in leadership 405
Gender and leadership 405
Leadership and age 406
Leadership and culture 407
Summary 407
Chapter 11 study guide 409
Rev terms 409
Review questions 409
Application questions 409
Research questions 410
Running project 410
Individual activity 411
Group activity 412
Suggested reading 414
End notes 415
The effective manager 11.1 399
The four Ts of transformational leadership
International spotlight 399
The effective manager 11.2 401
20 characteristics of a strong leader
Counterpoint 402
Ethical perspective 404
What would you do? 406
Case study: Leadership challenge 413
CHAPTER 12 DECISION MAKING 418
Learning objectives 418
Introduction 420
Decision making in organisations 420
Types of decisions made by managers 420
Decision environments of managers 421
Steps in the decision-making process 422
Approaches to decision making 422
The role of intuition 424
The use of judgement heuristics 425
Creativity 426
Making a choice and implementing a decision 427
Selecting problems carefully 427
Strategies for involvement — who decides? 428
Managing participation in decision making 429
How groups make decisions 430
The problem of escalating commitment 435
Current issues in organisational decision
making 436
Culture and decision making 436
Technology and decision making 436
Ethical decision making 437
Summary 442
Chapter 12 study guide 444
Key terms 444
Review questions 444
Application questions 444
Research questions 445
Running project 445
Individual activity 445
Group activity 446
Suggested reading 448
End notes 448
CONTENTS
International spotlight 424
Counterpoint 425
The effective manager 12.1 429
Improving organisational problem-solving skills
The effective manager 12.2 432
Guidelines for achieving group consensus
The effective manager 12.3 434
Spotting the symptoms of groupthink
What would you do? 440
Ethical perspective 441
Case study: Child protection 447
CHAPTER 13 COMMUNICATION, CONFLICT AND NEGOTIATION IN ORGANISATIONS 452
Learning objectives 452
Introduction 454
Communication in organisations 454
Interpersonal communication 455
Effective and efficient communication 457
Communication channels 457
Barriers to interpersonal communication 460
Conflict 460
What is conflict? 461
Substantive and emotional conflicts 461
Levels of conflict 463
Conflict and culture 464
Constructive and destructive conflicts 465
Conflict situations faced bv managers 466
Conflict-management approaches 468
Conflict-resolution styles 469
Negotiation 472
Four types of negotiation situations 472
Negotiation goals and outcomes 473
Different approaches to negotiation 474
Managerial issues in negotiation 475
Gaining integrative agreements 476
Classic two-party negotiation 476
Summary 480
Chapter 13 study guide 482
kcv terms 4S2
Review questions -IS2
Application questions IS2
Research questions -IS3
Running project 7.V7
Individual activity 4S3
Croup activity 4S4
Suggested reading 4S5
Knd notes 4Sd
Ethical perspective 458
The effective manager 13.1 460
The habits of good communicators
The effective manager 13.2 462
Communication that can lead to conflict
The effective manager 13.3 466
How to prevent destructive conflict
• The effective manager 13.4 468
What can be done to better manage workplace
conflict?
International spotlight 477
What would you do? 477
- Counterpoint 479
Case study: Conflict over new
business strategies 485
CONTENTS xiii
CHAPTER 14 0R6AW1SATJ0NALCHANGE AND INNOVATION 488
Learning objectives 488
Introduction 490
What is organisational change? 490
Planned and unplanned change 491
Leadership of change 491
Forces of change 493
Organisational targets for change 495
Phases of planned change 496
Change levers and change cycles 497
Planned change strategies 500
Top-down approach to change 500
Force-coercion and planned change 501
Rational persuasion and planned change 501
Shared power and planned change 507
Resistance to change 502
Why people resist change 503
How to deal with resistance to change 504
Change and stress 506
What is stress? 506
Sources of stress 506
Preventing or coping with stress 507
Innovation in organisations 508
The innovation process 508
Features of innovative organisations 510
Summary 512
PART FIVE CASE STUDIES 524
Case study 1: Solutions Software Company 525
Case study 2: Teams at Fisher Paykel 527
Case study 3: Queensland Health crisis 530
Case study 4: Workout World 533
Case study 5: KD Transport 536
Glossary 538
Index 550
Chapter 14 study guide 514
Key terms 514
Review questions 514
Application questions 514
Research questions 575
Running project 575
Individual activity 575
Group activity 576
Suggested reading 518
End notes 579
The effective manager 14.1 493
Effective and efficient change management
The effective manager 14.2 494
Pathways to effective cultural change
Counterpoint 499
The effective manager 14.3 502
Guidelines for effective change
Ethical perspective 507
The effective manager 14.4 508
Promoting an innovation culture
International spotlight 509
What would you do? 511
Case study: Planning for change at
Alpha Metal Products 517
Part 4 case study: The ups and downs
of National Mutual/AXA 521
CONTENTS
|
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| edition | 1. Australasian ed. |
| format | Book |
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| genre | (DE-588)4006432-3 Bibliografie gnd-content |
| genre_facet | Bibliografie |
| geographic | Ostasien (DE-588)4075727-4 gnd Südostasien (DE-588)4058448-3 gnd Asien (DE-588)4003217-6 gnd Pazifischer Raum (DE-588)4044982-8 gnd |
| geographic_facet | Ostasien Südostasien Asien Pazifischer Raum |
| id | DE-604.BV035414790 |
| illustrated | Illustrated |
| indexdate | 2024-07-09T21:34:48Z |
| institution | BVB |
| isbn | 9780470809518 |
| language | English |
| oai_aleph_id | oai:aleph.bib-bvb.de:BVB01-017335312 |
| oclc_num | 74890590 |
| open_access_boolean | |
| owner | DE-91 DE-BY-TUM |
| owner_facet | DE-91 DE-BY-TUM |
| physical | XXVI, 558 S. Ill., graph. Darst. 26cm |
| publishDate | 2006 |
| publishDateSearch | 2006 |
| publishDateSort | 2006 |
| publisher | Wiley |
| record_format | marc |
| spelling | Organisational behaviour core concepts and applications J. M. Wood ... OB 1. Australasian ed. Milton, Qld. Wiley 2006 XXVI, 558 S. Ill., graph. Darst. 26cm txt rdacontent n rdamedia nc rdacarrier Includes bibliographical references and index. -authorised adaptation of the fifth edition by John R. Schermerhorn, James G. Hunt and Richard N. Osborn, "Managing organizational behavior" (ISBN 0-471-577750-2), publ. by John Wiley & Sons, New York, NY, 1994 Organisatiegedrag gtt Organizational behavior Management (DE-588)4037278-9 gnd rswk-swf Internationaler Vergleich (DE-588)4120509-1 gnd rswk-swf Organisationsverhalten (DE-588)4285859-8 gnd rswk-swf Organisationssoziologie (DE-588)4043788-7 gnd rswk-swf Ostasien (DE-588)4075727-4 gnd rswk-swf Südostasien (DE-588)4058448-3 gnd rswk-swf Asien (DE-588)4003217-6 gnd rswk-swf Pazifischer Raum (DE-588)4044982-8 gnd rswk-swf Organisationsverhalten (DE-588)4006432-3 Bibliografie gnd-content Organisationsverhalten (DE-588)4285859-8 s Management (DE-588)4037278-9 s DE-604 Organisationssoziologie (DE-588)4043788-7 s Internationaler Vergleich (DE-588)4120509-1 s 1\p DE-604 Asien (DE-588)4003217-6 g 2\p DE-604 Ostasien (DE-588)4075727-4 g 3\p DE-604 Pazifischer Raum (DE-588)4044982-8 g 4\p DE-604 Südostasien (DE-588)4058448-3 g 5\p DE-604 Wood, Jack M. Sonstige oth HBZ Datenaustausch application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=017335312&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis 1\p cgwrk 20201028 DE-101 https://d-nb.info/provenance/plan#cgwrk 2\p cgwrk 20201028 DE-101 https://d-nb.info/provenance/plan#cgwrk 3\p cgwrk 20201028 DE-101 https://d-nb.info/provenance/plan#cgwrk 4\p cgwrk 20201028 DE-101 https://d-nb.info/provenance/plan#cgwrk 5\p cgwrk 20201028 DE-101 https://d-nb.info/provenance/plan#cgwrk |
| spellingShingle | Organisational behaviour core concepts and applications Organisatiegedrag gtt Organizational behavior Management (DE-588)4037278-9 gnd Internationaler Vergleich (DE-588)4120509-1 gnd Organisationsverhalten (DE-588)4285859-8 gnd Organisationssoziologie (DE-588)4043788-7 gnd |
| subject_GND | (DE-588)4037278-9 (DE-588)4120509-1 (DE-588)4285859-8 (DE-588)4043788-7 (DE-588)4075727-4 (DE-588)4058448-3 (DE-588)4003217-6 (DE-588)4044982-8 (DE-588)4006432-3 |
| title | Organisational behaviour core concepts and applications |
| title_alt | OB |
| title_auth | Organisational behaviour core concepts and applications |
| title_exact_search | Organisational behaviour core concepts and applications |
| title_full | Organisational behaviour core concepts and applications J. M. Wood ... |
| title_fullStr | Organisational behaviour core concepts and applications J. M. Wood ... |
| title_full_unstemmed | Organisational behaviour core concepts and applications J. M. Wood ... |
| title_short | Organisational behaviour |
| title_sort | organisational behaviour core concepts and applications |
| title_sub | core concepts and applications |
| topic | Organisatiegedrag gtt Organizational behavior Management (DE-588)4037278-9 gnd Internationaler Vergleich (DE-588)4120509-1 gnd Organisationsverhalten (DE-588)4285859-8 gnd Organisationssoziologie (DE-588)4043788-7 gnd |
| topic_facet | Organisatiegedrag Organizational behavior Management Internationaler Vergleich Organisationsverhalten Organisationssoziologie Ostasien Südostasien Asien Pazifischer Raum Bibliografie |
| url | http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=017335312&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA |
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