Verfügbarkeit: Organizational behaviour

Organizational behaviour: understanding and managing life at work

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Bibliographische Detailangaben
Hauptverfasser:	Johns, Gary 1946- (VerfasserIn), Saks, Alan M. 1960- (VerfasserIn)
Format:	Buch
Sprache:	English
Veröffentlicht:	Toronto Pearson [2017]
Ausgabe:	Tenth edition
Schlagworte:	Management Organisationspsychologie Organisationsverhalten Lehrbuch
Online-Zugang:	Inhaltsverzeichnis
Beschreibung:	Includes bibliographical references (pages 580-620) and index
Beschreibung:	xxvii, 644 Seiten Illustrationen, Diagramme
ISBN:	9780133951622 0133951626

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Datensatz im Suchindex

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adam_text	BRIEF CONTENTS PART ONE AN INTRODUCTION 2 Chapter 1 Organizational Behaviour and Management 2 PART TWO INDIVIDUAL BEHAVIOUR 44 Chapter 2 Personality and Learning 44 Chapter 3 Perception, Attribution, and Diversity 82 Chapter 4 Values, Attitudes, and Work Behaviour 126 Chapter 5 Theories of Work Motivation 158 Chapter 6 Motivation in Practice 200 PART THREE SOCIAL BEHAVIOUR AND ORGANIZATIONAL PROCESSES 240 Chapter 7 Groups and Teamwork 240 Chapter 8 Social Influence, Socialization, and Organizational Culture 274 Chapter 9 Leadership 318 Chapter 10 Communication 366 Chapter 11 Decision Making 398 Chapter 12 Power, Politics, and Ethics 430 Chapter 13 Conflict and Stress 462 PART FOUR THE TOTAL ORGANIZATION 500 Chapter 14 Environment, Strategy, and Structure 500 Chapter 15 Organizational Change, Development, and Innovation 542 References 580 Index 621 CONTENTS Preface xviii About the Authors xxviii PART ONE AN INTRODUCTION 2 Chapter 1 Organizational Behaviour and Management 2 What Are Organizations? 4 Social Inventions 4 Goal Accomplishment 5 Group Effort 5 What Is Organizational Behaviour? 5 Why Study Organizational Behaviour? 6 Organizational Behaviour Is Interesting 6 Organizational Behaviour Is Important 7 Organizational Behaviour Makes a Difference 7 How Much Do You Know About Organizational Behaviour? 8 Goals of Organizational Behaviour 9 Predicting Organizational Behaviour 9 Explaining Organizational Behaviour 9 Managing Organizational Behaviour 10 Early Prescriptions Concerning Management 10 • YOU BE THE MANAGER Toronto s Troubled Transit System 11 The Classical View and Bureaucracy 12 The Human Relations Movement and a Critique of Bureaucracy 12 Contemporary Management—The Contingency Approach 13 What Do Managers Do? 14 Managerial Roles 14 Managerial Activities 15 Managerial Agendas 16 Managerial Minds 17 International Managers 18 Some Contemporary Management Concerns 18 Diversity—Local and Global 19 Employee Health and Well-Being 19 • APPLIED FOCUS Mental Health in the County of Wellington 22 Talent Management and Employee Engagement 23 Corporate Social Responsibility 24 • RESEARCH FOCUS Collective Organizational Engagement and Firm Performance 25 • THE MANAGER S NOTEBOOK Toronto s Troubled Transit System 27 Learning Objectives Checklist 28 Discussion Questions 28 On-the-job Challenge Question Pay to Work or Pay to Quit? 29 Experiential Exercise Good Job, Bad Job 29 Experiential Exercise OB in the News 29 vi CONTENTS Experiential Exercise How Engaged Are You? Case Incident My Mother s Visit Case Study Argamassa Construction Materials Integrative Case Ken Private Limited: Digitization Project 30 31 32 36 INDIVIDUAL BEHAVIOUR 44 Chapter 2 Personality and Learning 44 46 47 What Is Personality? Personality and Organizational Behaviour The Five-Factor Model of Personality 48 Locus of Control 50 • RESEARCH FOCUS Personality and Adaptive Performance 51 Self-Monitoring 51 Self-Esteem 52 Advances in Personality and Organizational Behaviour 53 Positive and Negative Affectivity 53 Proactive Personality 54 General Self-Efficacy 54 Core Self-Evaluations 54 What is Learning? 55 What Do Employees Learn? 55 Operant Learning Theory 55 Increasing the Probability of Behaviour 56 Positive Reinforcement 56 Negative Reinforcement 56 Organizational Errors Involving Reinforcement 57 Reinforcement Strategies 58 Reducing the Probability of Behaviour 59 Extinction 60 Punishment 60 Using Punishment Effectively 60 Social Cognitive Theory 62 Observational Learning 63 • RESEARCH FOCUS The Trickle-Down Effects of Abusive Management 64 Self-Efficacy Beliefs 64 Self-Regulation 65 Organizational Learning Practices 66 Organizational Behaviour Modification 66 Employee Recognition Programs 67 Training and Development Programs 69 • YOU BE THE MANAGER Calgary International Airport s YYC Miles Recognition Program 69 • THE MANAGER’S NOTEBOOK Calgary International Airport s YYC Miles Recognition Program 70 Learning Objectives Checklist 71 Discussion Questions 7 2 Integrative Discussion Questions 72 On-the-job Challenge Question 18 000 Collisions 73 Experiential Exercise Proactive Personality Scale 73 Experiential Exercise General Self Efficacy 74 Experiential Exercise The Core Self-Evaluations Scale (CSES) 74 CONTENTS vii Case Incident Playing Hooky 75 Case Study Roaring Dragon Hotel: A Second Attempt at Modernization 76 Chapter 3 Perception, Attribution, and Diversity 82 What Is Perception? 84 Components of Perception 84 The Perceiver 85 The Target 85 The Situation 86 Social Identity Theory 86 A Model of the Perceptual Process 87 Basic Biases in Person Perception 88 Primacy and Recency Effects 88 Reliance on Central Traits 89 Implicit Personality Theories 89 Projection 89 Stereotyping 90 Attribution: Perceiving Causes and Motives 91 Consistency Cues 91 Consensus Cues 92 Distinctiveness Cues 92 Attribution in Action 92 Biases in Attribution 93 Person Perception and Workforce Diversity 94 The Changing Workplace 95 Valuing Diversity 95 Stereotypes and Workforce Diversity 96 • APPLIED FOCUS Police Anti-Bias Training 97 • ETHICAL FOCUS What’s in a Name? You’re Hired ... or Not! 99 Managing Workforce Diversity 104 Perceptions of Trust 105 • YOU BE THE MANAGER American Express Canada’s Skilled Immigrant Strategy 106 Perceived Organizational Support 107 Person Perception in Human Resources 108 Perceptions of Recruitment and Selection 109 Perceptions in the Employment Interview 109 Perceptions and the Performance Appraisal 111 • THE MANAGER’S NOTEBOOK American Express Canada’s Skilled Immigrant Strategy 114 Learning Objectives Checklist 114 Discussion Questions 115 Integrative Discussion Questions 116 On-the-job Challenge Question Australia s Jobs Bonus Initiative 116 Experiential Exercise Beliefs about Older Workers 117 Case Incident The New Hiring Policy 118 Case Study LGBTA at TD Bank Financial Group in 2012 119 Chapter 4 Values, Attitudes, and Work Behaviour 126 What Are Values? 128 Generational Differences in Values 128 Cultural Differences in Values 129 Implications of Cultural Variation 132 viii CONTENTS • YOU BE THE MANAGER Carlsberg s Winning Behaviours Campaign 134 • GLOBAL FOCUS Canadians Have Cultural Intelligence 135 What Are Attitudes? 136 What Is Job Satisfaction? 136 What Determines Job Satisfaction? 137 Discrepancy 137 Fairness 138 Disposition 140 • GLOBAL FOCUS Is The Importance of Fairness Universal Across Cultures? 140 Mood and Emotion 141 Some Key Contributors to Job Satisfaction 143 Consequences of Job Satisfaction 144 Absence from Work 144 Turnover 145 Performance 147 Organiza- tional Citizenship Behaviour 148 Customer Satisfaction and Profit 149 What Is Organizational Commitment? 150 Key Contributors to Organizational Commitment 150 Consequences of Organizational Commitment 150 Changes in the Workplace and Employee Commitment 151 • THE MANAGER’S NOTEBOOK Carlsberg s Winning Behaviours Campaign 152 Learning Objectives Checklist 152 Discussion Questions 153 Integrative Discussion Questions 153 On-the-job Challenge Question Mr. Winston 153 Experiential Exercise Attitudes Toward Absenteeism from Work 154 Case Incident How Much Do You Get Paid? 155 Case Study Michael Simpson 155 Chapter 5 Theories of Work Motivation 158 Why Study Motivation? 160 What Is Motivation? 160 Basic Characteristics of Motivation 160 Extrinsic and Intrinsic Motivation 161 Motivation and Performance 162 The Motivation- Performance Relationship 164 Need. Theories of Work Motivation 164 Maslow’s Hierarchy of Needs 165 Alderfer’s ERG Theory 166 McClelland’s Theory of Needs 167 Research Support for Need Theories 168 Managerial Implications of Need Theories 169 Self-Determination Theory 169 Research Support for and Managerial Implications of Self-Determination Theory 170 Process Theories of Work Motivation 171 Expectancy Theory 171 Research Support for Expectancy Theory 173 Managerial Implications of Expectancy Theory 173 Equity Theory 174 Research Support for Equity Theory 175 Mana- gerial Implications of Equity Theory 175 Goal Setting Theory 176 CONTENTS ix What Kinds of Goals Are Motivational? 176 Enhancing Goal Commitment 177 Goal Orientation 178 • RESEARCH FOCUS Challenging Goals and Business-Unit Performance 179 Goal Proximity 180 Research Support for Goal Setting Theory 180 Managerial Implications of Goal Setting Theory 181 Do Motivation Theories Translate Across Cultures? 181 • ETHICAL FOCUS The Dark Side of Goal Setting 182 • YOU BE THE MANAGER Your Tips or Your Job 183 Putting It All Together: Integrating Theories of Work Motivation 185 • THE MANAGER’S NOTEBOOK Your Tips or Your Job 186 Learning Objectives Checklist 187 Discussion Questions 188 Integrative Discussion Questions 189 On-the-job Challenge Question Employee Time Theft 189 Experiential Exercise What Is Your Goal Orientation? 190 Case Incident A Night at the Office 191 Case Study Kyle Evans at Ruffian Apparel: Staffing a Retail Establishment 191 Chapter 6 Motivation in Practice 200 Money as a Motivator 202 Linking Pay to Performance on Production Jobs 202 Potential Problems with Wage Incentives 203 Linking Pay to Performance on White-Collar Jobs 205 Potential Problems with Merit Pay Plans 206 • RESEARCH FOCUS Improving the “Line-of-Sight in Pay-for-Performance Programs 207 • ETHICAL FOCUS Incentive Compensation and Unethical Behaviour 208 • YOU BE THE MANAGER Retention Bonuses at SNC-Lavalin Group Inc. 210 Using Pay to Motivate Teamwork 210 Job Design as a Motivator 213 Traditional Views of Job Design 214 Job Scope and Motivation 214 The Job Characteristics Model 215 Job Enrichment 219 Potential Problems with Job Enrichment 220 Work Design and Relational Job Design 221 Management by Objectives 223 Flexible Work Arrangements as Motivators for a Diverse Workforce 224 Flex-Time 224 Compressed Workweek 225 Job and Work Sharing 226 Telecommuting 227 Motivational Practices in Perspective 228 • THE MANAGER’S NOTEBOOK Retention Bonuses at SNC-Lavalin 229 Learning Objectives Checklist 230 X CONTENTS Discussion Questions 231 Integrative Discussion Questions 231 On-the-job Challenge Question Your New Salary 231 Experiential Exercise Task Characteristics Scale 232 Case Incident The Junior Accountant 233 Case Study Dr. Jack Perry, DDS 234 Integrative Case Ken Private Limited: Digitization Project 238 PART THREE SOCIAL BEHAVIOUR AND ORGANIZATIONAL PROCESSES 240 Chapter 7 Groups and Teamwork 240 What Is a Group? 242 Group Development 242 Typical Stages of Group Development 243 Punctuated Equilibrium 244 Group Structure and Its Consequences 245 Group Size 245 Diversity of Group Membership 247 Group Norms 247 Roles 248 Status 250 Group Cohesiveness 252 Factors Influencing Cohesiveness 252 Consequences of Cohesiveness 254 Social Loafing 255 What Is a Team? 256 Designing Effective Work Teams 256 Self-Managed Work Teams 257 • RESEARCH FOCUS Supporting Teamwork on the Mission to Mars 260 Cross-Functional Teams 261 Virtual Teams 262 • APPLIED FOCUS Virtual Teams at Save the Children 263 • YOU BE THE MANAGER Creating Trust in Virtual Teams at Orange 264 A Word of Caution: Teams as a Panacea 266 • THE MANAGER’S NOTEBOOK Creating Trust in Virtual Teams at Orange 266 Learning Objectives Checklist 267 Discussion Questions 268 Integrative Discussion Questions 268 On-the-job Challenge Question Self-Managed Teams at ISE Communications 268 Experiential Exercise NASA 269 Case Incident The Group Assignment 270 Case Study Levi Strauss Co.’s Flirtation with Teams 271 CONTENTS xi Chapter 8 Social Influence, Socialization, and Organizational Culture 274 Social Influence in Organizations 276 Information Dependence and Effect Dependence 276 The Social Influence Process and Conformity 277 Organizational Socialization 277 Stages of Socialization 279 Unrealistic Expectations and the Psychological Contract 280 Unrealistic Expectations 280 Psychological Contract 281 Methods of Organizational Socialization 281 Realistic Job Previews 282 Employee Orientation Programs 283 Socialization Tactics 284 Mentoring 286 • ETHICAL FOCUS Socialization Tactics and Ethical Conflict 287 • RESEARCH FOCUS The Discriminatory Gap in University Mentoring 290 Proactive Socialization 291 Organizational Culture 292 What Is Organizational Culture? 292 The “Strong Culture” Concept 294 Assets of Strong Cultures 295 Liabilities of Strong Cultures 296 Contributors to the Culture 297 Diagnosing a Culture 300 • YOU BE THE MANAGER Changing the Culture at Kinaxis 301 • THE MANAGER S NOTEBOOK Changing the Culture at Kinaxis 303 Learning Objectives Checklist 303 Discussion Questions 304 Integrative Discussion Questions 305 On-the-job Challenge Question Culture or Biology? 305 Experiential Exercise Socialization Preferences and Experience 306 Case Incident The Reality Shock 308 Case Study The Wonderful World of Human Resources at Disney 308 Chapter 9 Leadership 318 What Is Leadership? 320 Are Leaders Born? The Trait Theory of Leadership 321 Research on Leadership Traits 322 Limitations of the Trait Approach 322 • RESEARCH FOCUS Narcissism and Leadership 323 The Behaviour of Leaders 324 Consideration and Initiating Structure 325 The Consequences of Consideration and Structure 325 Leader Reward and Punishment Behaviours 325 Situational Theories of Leadership 326 Fiedler’s Contingency Theory 326 House’s Path-Goal Theory 328 Participative Leadership: Involving Employees in Decisions 330 xii CONTENTS What Is Participative Leadership? 330 Potential Advantages of Participative Leadership 330 Potential Problems of Participative Leadership 331 Vroom and Jago’s Situational Model of Participation 332 Leader-Member Exchange (LMX) Theory 334 Transactional and Transformational Leadership Theory 334 Intellectual Stimulation 335 Individualized Consideration 335 Inspirational Motivation 335 Charisma 336 New and Emerging Theories of Leadership 337 Empowering Leadership 337 • RESEARCH FOCUS Empowering Leadership and Newcomer Creativity 338 Ethical Leadership 338 Authentic Leadership 339 Servant Leadership 341 • YOU BE THE MANAGER Leadership at the CBC 342 Gender and Leadership 343 Culture and Leadership 345 Global Leadership 348 What Style of Leadership is Best? 349 • THE MANAGER’S NOTEBOOK Leadership at the CBC 351 Learning Objectives Checklist 352 Discussion Questions 353 Integrative Discussion Questions 353 On-the-job Challenge Question The RCMP s New Boss 354 Experiential Exercise Ethical Leadership Scale (ELS) 354 Experiential Exercise Leadership Empowerment Behaviour 355 Experiential Exercise Servant Leadership Scale 356 Case Incident Fran-Tech 357 Case Study Radio Station WEAA: Leading in a Challenging Situation 358 Chapter 10 Communication 366 What Is Communication? 368 Basics of Organizational Communication 369 Communication by Strict Chain of Command 369 Deficiencies in the Chain of Command 369 Voice, Silence, and the Mum Effect 370 • YOU BE THE MANAGER Communicating Diversity and Inclusion at Ryder 371 The Grapevine 371 Characteristics of the Grapevine 372 Who Participates in the Grapevine, and Why? 372 Pros and Cons of the Grapevine 373 The Verbal Language of Work 373 The Non-Verbal Language of Work 374 Body Language 374 Props, Artifacts, and Costumes 375 CONTENTS xiií • RESEARCH FOCUS The Red Sneakers Effect: When Nonconformity Signals High Status 377 Gender Differences in Communication 377 Cross-Cultural Communication 379 Language Differences 379 Non-Verbal Communication across Cultures 380 • GLOBAL FOCUS Self4Pre$entation Bias: Who s Most and Least Modest in Job Applications? 381 Etiquette and Politeness across Cultures 38Î Social Conventions across Cultures 382 Cultural Context 383 Computer-Mediated Communication 384 Personal Approaches to Improving Communication 387 Basic Principles of Effective Communication 387 When in Rome... 388 Organizational Approaches to Improving Communication 389 Provision of Explanations 389 360-Degree Feedback 389 Employee Surveys and Survey Feedback 390 Suggestion Systems 390 Telephone Hotlines, Intranets, and Webcasts 390 Management Training 391 • THE MANAGER’S NOTEBOOK Communicating Diversity and Inclusion at Ryder 392 Learning Objectives Checklist 392 Discussion Questions 393 Integrative Discussion Questions 393 On-the-job Challenge Question Carol Bartz and Yahoo! 394 Experiential Exercise Communication Technology and Media Dilemmas 394 Case Incident Email Madness 396 Case Study Facebook (A) and (B) 396 Chapter 11 Decision Making 398 What Is Decision Making? 400 Well-Structured Problems 400 Ill-Structured Problems 401 The Compleat Decision Maker—A Rational Decision-Making Model 402 Perfect versus Bounded Rationality 402 • APPLIED FOCUS Decision Errors Lead to Target’s Failure in Canada 403 Problem Identification and Framing 404 Information Search 405 Alternative Development, Evaluation, and Choice 406 Risky Business 407 Solution Implementation 408 Solution Evaluation 408 How Emotions and Mood Affect Decision Making 410 • YOU BE THE MANAGER Preventing Surgical Decision Errors at Toronto General Hospital 412 Rational Decision Making—A Summary 413 Group : Decision Making 414 Why Use Groups? 414 Do Groups Actually Make Higher-Quality Decisions than Individuals? 415 Disadvantages of Group Decision Making 416 Stimulating and Managing Controversy 417 How Do Groups Handle Risk? 418 XIV CONTENTS Contemporary Approaches to Improving Decision Making 419 Evidence-Based Management 419 Crowdsourcing 420 • APPLIED FOCUS Some Applications of Crowdsourcing 421 Analytics and Big Data 421 • THE MANAGER S NOTEBOOK Preventing Surgical Decision Errors at Toronto General Hospital 422 Learning Objectives Checklist 423 Discussion Questions 424 Integrative Discussion Questions 424 On-the-job Challenge Question Toronto Ritz-Carlton Nixes Poppies 425 Experiential Exercise The New Truck Dilemma 425 Case Incident The Restaurant Review 427 Case Study The Admissions Dilemma 427 Chapter 12 Power, Politics, and Ethics 430 What Is Power? 432 The Bases of Individual Power 432 Legitimate Power 432 Reward Power 433 Coercive Power 433 Referent Power 433 Expert Power 434 How do People Obtain Power? 434 Doing the Right Things 434 Cultivating the Right People 435 Empowerment---Putting Power Where it is Needed 436 Influence Tactics---Putting Power to Work 438 Who Wants Power? 439 Controlling Strategic Contingencies---How Subunits Obtain Power 440 Scarcity 440 Uncertainty 441 Centrality 441 Substitutability 441 Organizational Politics---Using and Abusing Power 442 The Basics of Organizational Politics 442 • ETHICAL FOCUS Knowledge Hiding in Organizations 443 The Facets of Political Skill 444 Machiavellianism---The Harder Side of Politics 446 Defensiveness---Reactive Politics 447 Ethics in Organizations 447 The Nature of Ethical Misconduct 448 Causes of Unethical Behaviour 450 • YOU BE THE MANAGER Yahoo’s Resume Scandal 451 Whistle-Blowing 453 • RESEARCH FOCUS Are You More Moral in the Morning? 453 Sexual Harassment---When Power and Ethics Collide 454 Employing Ethical Guidelines 456 • THE MANAGER’S NOTEBOOK Yahoo s Resume Scandal 456 Learning Objectives Checklist 457 Discussion Questions 458 CONTENTS xv Integrative Discussion Questions 458 On-the-Job Challenge Question CBC s Steven Smart 458 Experiential Exercise Political Skill Inventory 459 Case Incident Doubling Up 460 Case Study To Tell the Truth 460 Chapter 13 Conflict and Stress 462 What Is Conflict? 464 Causes of Organizational Conflict 464 Group Identification and Intergroup Bias 464 Interdepen- dence 465 Differences in Power, Status, and Culture 465 Ambiguity 466 Scarce Resources 466 Types of Conflict 466 Conflict Dynamics 467 Modes of Managing Conflict 467 Avoiding 468 Accommodating 468 Competing 468 Compromise 468 Collaborating 469 Managing Conflict with Negotiation 469 Distributive Negotiation Tactics 470 Integrative Negotiation Tactics 471 Third-Party Involvement 473 Is All Conflict Bad? 474 A Model of Stress in Organizations 474 Stressors 474 Stress 474 Stress Reactions 475 Personality and Stress 475 Stressors in Organizational Life 476 Executive and Managerial Stressors 476 Operative-Level Stressors 477 Boundary Role Stressors, Burnout, and Emotional Labour 478 The Job Demands-Resources Model and Work Engagement 479 Some General Stressors 480 • RESEARCH FOCUS Get Smarty Pants 482 • YOU BE THE MANAGER Bullying at Veterans Affairs 483 Reactions to Organizational Stress 485 Behavioural Reactions to Stress 485 Psychological Reactions to Stress 487 Physiological Reactions to Stress 488 Organizational Strategies for Managing Stress 488 Job Redesign 488 “Family-Friendly” Human Resource Policies 489 Stress Management Programs 489 • APPLIED FOCUS Vancity Offers Family-Friendly Policies 490 Work-Life Balance, Fitness, and Wellness Programs 491 • THE MANAGER’S NOTEBOOK Bullying at Veterans Affairs 491 Learning Objectives Checklist 492 Discussion Questions 493 xvì CONTENTS Integrative Discussion Questions 30 On-the-job Challenge Question Why Don’t People Take Their Vacations? 493 Experiential Exercise Strategies for Managing Conflict 494 Case Incident Bringing Baby to Work 494 Case Study Tough Guy 495 Integrative Case Ken Private Limited: Digitization Project 498 PART FOUR THE TOTAL ORGANIZATION 500 Chapter 14 Environment, Strategy, and Structure 500 The External Environment of Organizations 502 Organizations as Open Systems 503 Components of the External Environment 503 Environmental Uncertainty 505 Resource Dependence 507 Strategic Responses to Uncertainty and Resource Dependence 508 • RESEARCH FOCUS CEO Narcissism and Firm Strategy 509 What Is Organizational Structure? 510 Vertical Division of Labour 510 Horizontal Division of Labour 511 Departmentation 512 Basic Methods of Coordinating Divided Labour 516 Other Methods of Coordination 517 Traditional Structural Characteristics 518 Span of Control 518 Flat versus Tall 519 Formalization 519 Centralization 520 Complexity 521 Size and Structure 521 • APPLIED FOCUS Did BP s Organizational Structure Contribute to the Gulf Oil Spill? 522 Summarizing Structure—Organic versus Mechanistic 522 Contemporary Organic Structures 524 The Ambidextrous Organization 524 • YOU BE THE MANAGER Zappos New Organizational Structure 525 Network and Virtual Organizations 526 The Modular Organization 527 Other Forms of Strategic Response 528 • THE MANAGER’S NOTEBOOK Zappos New Organizational Structure 531 Learning Objectives Checklist 532 Discussion Questions 533 Integrative Discussion Questions 533 On-the-job Challenge Question Span of Control at Google 534 Experiential Exercise Organizational Structure Preference Scale 534 Case Incident Conway Manufacturing 535 Case Study Chris Peterson at DSS Consulting 535 CONTENTS xvii Chapter 15 Organizational Change, Development, and Innovation 542 The Concept of Orpnizational Change 544 Why Organizations Must Change 544 What Organizations Can Change 545 The Change Process 546 The Learning Organization 548 • RESEARCH FOCUS Do Organizations Learn More from Success or Failure? 549 Issues in the Change Process 550 Diagnosis 550 Resistance 550 Evaluation and Institutionalization 553 • YOU BE THE MANAGER Transforming a Legacy Culture at 3M 554 Organizational Development: Planned Organizational Change 554 Some Specific Organizational Development Strategies 555 Team Building 555 Survey Feedback 556 Total Quality Management 558 Reengineering 560 Does Organizational Development Work? 562 The Innovation Process 563 What Is Innovation? 563 Generating and Implementing Innovative Ideas 564 • APPLIED FOCUS Guests Help Hotels Innovate 567 Diffusing Innovative Ideas 570 A Footnote: The Knowing-Doing Gap 571 • THE MANAGER S NOTEBOOK Transforming a Legacy Culture at 3M 572 Learning Objectives Checklist 572 Discussion Questions 573 Integrative Discussion Questions 574 On-the-job Challenge Question The Hacker Way at Facebook 574 Experiential Exercise Measuring Tolerance for Ambiguity 574 Case Incident Dandy Toys 575 Case Study Ions Consulting: The MPA2 Training Program 576 Integrative Case Ken Private Limited: Digitization Project 579 References 580 Index 621
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illustrated	Illustrated
indexdate	2024-07-10T07:49:24Z
institution	BVB
isbn	9780133951622 0133951626
language	English
oai_aleph_id	oai:aleph.bib-bvb.de:BVB01-029714041
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physical	xxvii, 644 Seiten Illustrationen, Diagramme
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publisher	Pearson
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spelling	Johns, Gary 1946- Verfasser (DE-588)141895144 aut Organizational behaviour understanding and managing life at work Gary Johns (Concordia University), Alan M. Saks (University of Toronto) Tenth edition Toronto Pearson [2017] © 2017 xxvii, 644 Seiten Illustrationen, Diagramme txt rdacontent n rdamedia nc rdacarrier Includes bibliographical references (pages 580-620) and index Management (DE-588)4037278-9 gnd rswk-swf Organisationspsychologie (DE-588)4043786-3 gnd rswk-swf Organisationsverhalten (DE-588)4285859-8 gnd rswk-swf (DE-588)4123623-3 Lehrbuch gnd-content Organisationsverhalten (DE-588)4285859-8 s Management (DE-588)4037278-9 s DE-604 Organisationspsychologie (DE-588)4043786-3 s Saks, Alan M. 1960- Verfasser (DE-588)141895179 aut Digitalisierung UB Bamberg - ADAM Catalogue Enrichment application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=029714041&sequence=000001&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis
spellingShingle	Johns, Gary 1946- Saks, Alan M. 1960- Organizational behaviour understanding and managing life at work Management (DE-588)4037278-9 gnd Organisationspsychologie (DE-588)4043786-3 gnd Organisationsverhalten (DE-588)4285859-8 gnd
subject_GND	(DE-588)4037278-9 (DE-588)4043786-3 (DE-588)4285859-8 (DE-588)4123623-3
title	Organizational behaviour understanding and managing life at work
title_auth	Organizational behaviour understanding and managing life at work
title_exact_search	Organizational behaviour understanding and managing life at work
title_full	Organizational behaviour understanding and managing life at work Gary Johns (Concordia University), Alan M. Saks (University of Toronto)
title_fullStr	Organizational behaviour understanding and managing life at work Gary Johns (Concordia University), Alan M. Saks (University of Toronto)
title_full_unstemmed	Organizational behaviour understanding and managing life at work Gary Johns (Concordia University), Alan M. Saks (University of Toronto)
title_short	Organizational behaviour
title_sort	organizational behaviour understanding and managing life at work
title_sub	understanding and managing life at work
topic	Management (DE-588)4037278-9 gnd Organisationspsychologie (DE-588)4043786-3 gnd Organisationsverhalten (DE-588)4285859-8 gnd
topic_facet	Management Organisationspsychologie Organisationsverhalten Lehrbuch
url	http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=029714041&sequence=000001&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA
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