Organizational behaviour: performance management in practice
Gespeichert in:
| 1. Verfasser: | |
|---|---|
| Format: | Buch |
| Sprache: | English |
| Veröffentlicht: |
London [u.a.]
Routledge
2010
|
| Ausgabe: | 1. publ. |
| Schlagworte: | |
| Online-Zugang: | Inhaltsverzeichnis |
| Beschreibung: | XXVII, 580 S. graph. Darst. |
| ISBN: | 9780415481427 9780415481434 |
Internformat
MARC
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| 245 | 1 | 0 | |a Organizational behaviour |b performance management in practice |c Richard Pettinger |
| 250 | |a 1. publ. | ||
| 264 | 1 | |a London [u.a.] |b Routledge |c 2010 | |
| 300 | |a XXVII, 580 S. |b graph. Darst. | ||
| 336 | |b txt |2 rdacontent | ||
| 337 | |b n |2 rdamedia | ||
| 338 | |b nc |2 rdacarrier | ||
| 650 | 4 | |a Führung | |
| 650 | 4 | |a Organizational behavior | |
| 650 | 4 | |a Leadership | |
| 650 | 4 | |a Industrial management | |
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Datensatz im Suchindex
| _version_ | 1804140886371598336 |
|---|---|
| adam_text | Contents
List of boxes
xv
List of figures xxi
List of tables
xxiii
Preface
xxv
Acknowledgements
xxviii
PART
1
The context of organizational behaviour
1
1
Introduction
3
The context of organizational behaviour
4
The basis of organizational behaviour
4
The disciplines of organizational behaviour
5
The development of organizational behaviour
6
The outcomes of organizational behaviour research
7
Organizational behaviour as afield of professional and
managerial expertise
8
Conclusions
9
2
Organizations and their environment
10
Introduction
10
Organizational goals, aims and objectives
16
Organizational performance
17
Analysing the environment
19
Failure
28
Systems
29
Organizations in their environment
32
Contingency approaches
33
Conclusions
34
3
Change
36
Introduction
36
The change process
36
viii Contents
Changing the status quo
38
Drives for change
43
The change process
51
Barriers
52
Other factors in the management of change
54
Conclusions
58
PART
2
The disciplines of organizational behaviour
59
4
Perception
61
Introduction
61
The context of perception
61
Perceptual errors
66
Other influences on perception
76
Perceptual defence mechanisms
80
Conclusions
81
5
Attitudes, values and beliefs
83
Introduction
83
Attitudes
84
Values
87
Shared values
89
Beliefs
93
Socialization
97
Learning
99
Individual development
104
Conclusions
105
6
Ethics
107
Introduction
107
Ethics and management
109
Survival 111
Relationships with employees
112
Responsibilities and obligations to staff
112
Relationships with suppliers
113
Relationships with customers
115
Relationships with communities
116
Means and ends
118
Corporate governance
119
Conclusions
121
7
Motivation
125
Introduction
125
Major theories of motivation
127
Contents ix
Motivation
and achievement
137
Job
and work design
141
Rewards
142
Motivation as a process
145
Conclusions
148
8
Communication
150
Introduction
150
Upward and downward communication
151
Channels of communication
151
Elements necessary for effective communication
155
Non-verbal communication
160
Barriers and blockages
161
Channels of communication
163
Organizational
toxicity
166
Assertiveness
167
Conclusions
171
9
Influence, power and authority
172
Introduction
172
Sources of power and influence
172
Centres of power in organizations
177
Power and influence relationships
180
Control mechanisms
188
Delegation
190
Misuses of power and influence
190
Relationship structures and spheres of influence
191
Conclusions
195
10 Realpolitik 196
Introduction
196
Survival
199
Personal promotion and advancement
200
Spheres of influence
204
Patronage
204
Favouritism
205
Victimization
205
The ability to influence
206
Refusals and blockages
209
Special relationships
210
Confidence and trust
210
Moral compass
211
Ambiguity
212
Realpolitik
activities
213
Competition for resources
214
Lobbying and presentation
215
χ
Contents
Organizational health and well-being
216
Conclusions
219
11
Conflict
220
Introduction
220
Levels of conflict
220
Sources of conflict in organizations
229
Symptoms of conflict
229
Causes of conflict
231
The parties to the conflict
235
Strategies for the management of conflict
236
Operational approaches to the management of conflict
239
Other means of reconciling workplace conflict
239
Conclusions
241
12
Teams and groups
244
Introduction
244
Purpose
245
Group responsibility
246
The creation of effective groups
247
Group factors and characteristics
250
Group cohesion
253
Sources of potential group stresses and strains
253
Group development
256
High-performing teams and groups
257
Conclusions
259
13
Influences on the nature of work: personality, roles and
performance
263
Introduction
263
Personality
263
Roles
271
Role management and development
274
Application
283
Personality, roles and performance
284
Conclusions
286
14
Technology
288
Introduction
288
The relationship between people and technology
289
The context of technology usage
290
Technology development and improvement
291
Size and scale of production
292
Service technology
294
Information technology
297
Contents xi
Technology
management
and organizational behaviour
300
Conclusions
309
15
Culture
311
Introduction
311
The foundations of organization culture
311
External pressures on organization culture
314
Internal pressures on organization culture
318
Cultural influences
321
Dimensions of organization culture
323
Other factors in the assessment and development of
organization culture
324
Archetype cultures
327
Other aspects of organizational culture
331
Conclusions
334
PART
3
Organizational behaviour in practice
335
16
Leadership
337
Introduction
337
Definitions and priorities
337
Leadership in practice
340
Traits and characteristics
341
Leadership types
343
Leadership styles
344
Contingency approaches
346
Leadership roles
353
Measures of success and failure
355
Conclusions
358
17
Organization and management development
359
Introduction
359
The need for a strategic approach
359
Communications
361
Barriers to change
368
Conflict
368
OD
as investment
369
The body of expertise
372
Management development and product and service
enhancement
378
Self-development
379
Succession and transformation
380
Conclusions
381
xii Contents
18
Organization structure and design
383
Introduction
383
Purpose
383
General
f
actors
384
Structural forms
385
Centralization and decentralization
389
Mechanistic and organic structures
397
Bureaucracy
406
Conclusions
409
19
Human resource management and employee relations
411
Introduction
411
Limitations to effective HR practice
411
Perspectives
415
The principle of equality
417
Attracting and retaining staff
418
Staff planning
419
Maintenance factors in HRM
422
Employee relations
427
Problems facing HR and
ER 429
Conclusions
431
PART
4
Organizational behaviour
-
expertise and application
433
20
The nature of general management
435
Introduction
435
The professionalization of management
435
Achieving things through people
435
Making a profit
438
Achieving performance
442
Customers and suppliers
446
The financial interests
449
Decision-making
449
Decision-making: other factors
452
Conclusions
453
21
Strategy
455
Introduction
455
The development of strategy, policy and direction
455
Core and peripheral activities
461
Strategic approaches
463
Generic strategies
463
Strategy development
468
Contents xiii
Other strategic approaches
470
Implementation of strategy
472
Other factors in strategic management
472
Conclusions
479
22
Operations management
481
Introduction
481
Health and safety
485
Security
488
The technology—work balance
490
Time factors and timescales
493
Levels of performance
496
Management and supervisory style
498
The work ethic
501
Conclusions
504
23
The nature of workplace behaviour
505
Introduction
505
The changing nature of work
505
Productivity
505
Technology
507
Presenteeism
507
Patterns of work
509
Locations of work
516
Technology
516
Staff
519
Conclusions
520
24
Stress and its management
522
Introduction
522
The context of workplace stress
523
Overall responsibilities
525
Understanding stress
528
Stress and work
529
Specific areas for attention
529
The relationship between specific situations and stress
534
Understanding occupational stress
536
Conclusions
543
25
Managing for the future
544
Introduction
544
Clarity of purpose and direction
544
Dominant stakeholder drives
546
Economic and social demands and pressures
547
Investment
548
Mergers and takeovers
551
xiv Contents
Staff management
554
Structures and cultures
556
Management
and organization development
556
Integrity
558
Conclusions
560
Bibliography and references
563
Index
567
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| spelling | Pettinger, Richard Verfasser aut Organizational behaviour performance management in practice Richard Pettinger 1. publ. London [u.a.] Routledge 2010 XXVII, 580 S. graph. Darst. txt rdacontent n rdamedia nc rdacarrier Führung Organizational behavior Leadership Industrial management Organisationsverhalten (DE-588)4285859-8 gnd rswk-swf Organisationsverhalten (DE-588)4285859-8 s b DE-604 Erscheint auch als Online-Ausgabe 978-0-203-85759-5 Digitalisierung UB Regensburg application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=018762741&sequence=000004&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis |
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