Management and organisational behaviour:
Gespeichert in:
| Beteiligte Personen: | , |
|---|---|
| Format: | Buch |
| Sprache: | Englisch |
| Veröffentlicht: |
Harlow, England
Pearson
2023
|
| Ausgabe: | Thirteenth edition |
| Schlagwörter: | |
| Links: | http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=034114444&sequence=000001&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA |
| Umfang: | xix, 631 Seiten Illustrationen, Diagramme |
| ISBN: | 9781292422381 |
Internformat
MARC
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Datensatz im Suchindex
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|---|---|
| adam_text | Contents in brief In acknowledgement and appreciation About the authors xviii xx 0 Your study of management and organisational behaviour 1 Part 1 Organisational behaviour and work 21 1 The people-organisation relationship 22 2 The work environment 56 90 3 Organisational conflict and stress Part 2 Focus on the individual 4 Personality and diversity 121 / ДЗЬ HI 122 5 Learning and development ^П 157 6 Perception and communication I 190 7 Work motivation and satisfaction 227 Part 3 Focus on groups and leadership 269 8 Working in groups and teams 270 9 Leadership in work organisations 307 10 Managing people at work 343 л I ны
viii Contents in brief Part 4 Focus on the workplace 379 11 12 Organisational theory and structure 13 Organisational control and power 380 Patterns of structure and workplace design 412 451 Part5 Focus on organisational environment 485 14 Organisational culture and change 486 15 Strategy, corporate responsibility and ethics 522 16 Organisational performance and effectiveness 558 Appendix Review of developing your personal skills and employability Index 597 Publisher’s acknowledgements 618 593
Contents in detail In acknowledgement and appreciation xviii About the authors xx 0 Your study of management and organisational behaviour 1 Overview topic map: Chapter 0 - Your study of organisational behaviour 2 About this book: Management and organisational behaviour 3 What is organisational behaviour (ОВ)? 4 Underlying features of your study 5 Topics in OB are not entirely free-standing 6 What is the relevance of theory? 7 Organisational metaphors 8 The importance of organisational behaviour 10 OB, personal skills and employability 10 The SCARF model 12 People management and social skills 13 Making yourself more employable 15 Personal skills and employability exercise 15 Structure of the book 17 Notes and references 18 ■ Г . ^ p r j«C^4 Part 1 Organisational behaviour and work 21 1 The people-organisation relationship 22 Overview topic map: Chapter 1 - The people-organisation relationship 23 Integrating the individual and the organisation 24 Organisational analysis 26 A multidisciplinary perspective 28 Positive organisational behaviour (POB) 29 Interrelated influences on behaviour 30 A framework of study 31 Social exchange theory 32 Organisational theory 33 The organisation as an open system 35 Organisation and management systems 37 Contribution of Human Resource Management (HRM) 39 The psychological contract 41 Nature and extent of expectations 41 Globalisation and the international context 43 The cultural environment 44 Is organisational behaviour culture-bound? 47 Summary - Chapter 1 The people organisation relationship’ 50 Group discussion activities 50
Organisational behaviour in action case study 52 Chapter 1 - Personal skills and employability exercise 54 Notes and references 54 2 The work environment 56 Overview topic map: Chapter 2 - the work environment 57 Work as a central life issue 58 Orientations to work and work ethic 61 Emotional labour 62 Work and the organisational setting 64 Private and public sector organisations 66 Social enterprise organisations 68 Common features of organisations 69
x Contents in detail Formal and informal organisations 71 Friendships and relationships at work 73 Work/life balance 74 Changing nature of work organisations 77 Different generations and age groups 79 The future of the workplace 81 Summary - Chapter 2 The work environment 84 Group discussion activities 85 Organisational behaviour in action case study 86 Chapter 2 - Personal skills and employability exercise 88 Notes and references 88 3 Organisational conflict and stress 90 Overview topic map: Chapter 3 organisational conflict and stress 91 Work, health and well-being 92 What is organisational conflict? 93 Potential sources of conflict 95 Broader interpretations of conflict 98 The management of conflict 100 Conflict resolution in the workplace 101 What is organisational stress? 103 Potential causes of work stress 105 Is stress necessarily to be avoided? 106 Coping with stress 108 HSE Management Standards 111 Bullying and harassment 112 Frustration-induced behaviour 114 Summary - Chapter 3 Organisational conflict and stress 115 Group discussion activities 115 Organisational behaviour in action case study 116 Chapter 3 - Personal skills and employability exercise 117 Notes and references 118 .Je • . - ал Part 2 Focus on the individus? 4 Personality and diversity Overview topic map: Chapter 4 - Perso and diversity 123 Recognition of individuality 124 Understanding personality 125 Personality traits and types 127 Uniqueness and similarities 129 Sigmund Freud-a psychodynamic perspective 130 Nomothetic approaches 132 Idiographic approaches 135 Personality and stress at work
138 The Big Five personality factors 139 Personality tests and assessments V Applications in the workplace 141 Emotional intelligence (El) 143 Recognition of diversity 145 Diversity in the workplace 146 Diversity and stereotyping 150 Criticisms and limitations 151 Summary - Chapter 4 Personality and diversity 152 Group discussion activities 153 Chapter 4 - Personal skills and employability exercise 154 Notes and references 155 5 Learning and development 157 Overview topic map: Chapter 5 - Learning and development 158 The nature and importance of learning 159
Contents in detail Behaviourist and cognitive views of learning 162 Behaviourist theories of learning 163 Cognitive perspective of learning 166 Socialisation 167 How do we learn? 168 Action learning 171 Learning preferences 173 E-learning 174 Knowledge management 175 Creativity 178 Mentoring and coaching 180 Applications of learning theory 184 Summary - Chapter 5 Learning and development 185 Group discussion activities 186 Organisational behaviour in action case study 187 Chapter 5 - Personal skills and employability exercise 187 Notes and references 188 6 Perception and communication 190 Overview topic map: Chapter 6 - perception and communication 191 The importance of the study of perception 192 The perceptual process 193 Internal characteristics 197 External influences 198 Perceptual illusions 203 Making judgements about other people 204 Difficulties in perceiving other people 206 Perceptual distortions and errors 209 Attribution theory 212 The importance of language and communication 214 Non-verbal communication and body language 215 Impression management 219 Perception and interpersonal communications 220 Understanding the organisational process 221 Summary - Chapter 6 Perception and communication 222 Group discussion activities 222 Organisational behaviour in action case study 224 Chapter 6 - Personal skills and employability exercise 225 Notes and references 226 7 Work motivation and satisfaction 227 Overview topic map: Chapter 7 - work motivation and satisfaction 228 The significance of motivation 229 Needs and expectations at work 230 Money as a motivator 231
Extrinsic and intrinsic motivation 232 Three-fold classification for review of motivation 234 Competing theories of motivation 236 Content theories of motivation 237 Maslow s hierarchy of needs theory 237 Alderfer s modified need hierarchy model 241 Nohria s four drives model of motivation 242 Herzberg s two-factor theory 242 McClelland s achievement motivation theory 244 Process theories of motivation 245 Vroom s expectancy theory 247 Implications of expectancy theory 248 Equity theory of motivation 249 Goal theory 251 Relevance today of motivation theories 254 Organisational behaviour modification 255 Motivation of knowledge workers 256 Job satisfaction 258 Comprehensive model of job enrichment 260 Summary-Chapter 7 Work motivation and satisfaction 262 Group discussion activities 263 Organisational behaviour in action case study 264 Chapter 7 - Personal skills and employability exercise 264 Notes and references 266
9 Leadership in work organisations 307 Overview topic map: Chapter 9 — Leadership in work organisations 308 The significance of leadership 309 Approaches to the study of leadership 311 Qualities or traits approach 311 Functional (or group) approach 314 Part 3 Focus on groups and leadership 269 8 Working in groups and teams 270 Overview topic map: Chapter 8 - working in groups and teams 271 Importance and significance of groups 272 Formal and informal groups 274 Group values and norms 276 Expectations and benefits of group membership 278 Group cohesiveness and performance 279 Membership 280 Work environment 280 Organisational 281 Group development and maturity 281 Social identity theory 283 Characteristics of effective work groups 285 Virtual teams 287 Interactions among group members 289 Analysis of individual behaviour 291 Individual and group performance 294 Building successful teams 297 Autonomous working groups 300 Summary - Chapter 8 Working in groups and teams 302 Group discussion activities 303 Organisational behaviour in action case study 304 Chapter 8 - Personal skills and employability exercise 304 Notes and references 305 Styles of leadership 315 Continuum of leadership behaviour 316 Contingency theories of leadership 318 Fiedler’s contingency model 319 Vroom and Yetton contingency model 320 Path-goal theory 321 Readiness of the followers or group 322 Transformational leadership 324 Inspirational or visionary leadership 325 Servant leadership 327 Alternative views of leadership 328 The leadership relationship 331 Culture: A contingent factor? 331 Leadership
effectiveness 332 Leadership development 336 Summary - Chapter 9 Leadership in organisations 338 Group discussion activities 338 Organisational behaviour in action case study 339 Chapter 9 - Personal skills and employability exercise 340 Notes and references 341 10 Managing people at work 343 Overview topic map: Chapter 10 - Managing people at work 344 The management of people 345 What is management? 347 Management in public sector organisations 350 Responsibility for the work of other people 351 Managing with and through people 352 A looser approach to managing 355 Importance of managerial style 356 Theory X and Theory Y management 357
Contents in detail The Managerial/Leadership grid® 359 Human resource management 361 Partnership with line managers 363 Investors in People 366 Performance management (PM) 368 Managerial effectiveness 370 Measures of effectiveness 371 Summary - Chapter 10 Managing people at work 375 Group discussion activities 375 Organisational behaviour in action case study 376 Chapter 10 - Personal skills and employability exercise 376 Notes and references 378 xiii Part 4 Focus on the workplace 379 11 Organisational theory and structure 380 Overview topic map: Chapter 11 - Organisation theory and structure 381 Developments in organisational behaviour 382 The classical approach 384 Administrative theory 385 Scientific management 386 Bureaucracy 389 Evaluation of bureaucracy 391 Human relations approach 393 Evaluation 395 Socio-technical approach 397 Contingency approach 398 Other approaches to the study of organisations 400 Decision theory 400 Social action 401 Action theory 402 Postmodernism (Post bureaucratic) 403 Relevance to study of organisational behaviour 404 Summary-Chapter 11 Organisational theory and structure 407 Group discussion activities 407 Organisational behaviour in action case study 409 Notes and references 410
xii Contents in detail 9 Leadership in work organisations 307 I vdlrshp in Overview topic map: Chapter 9 308 work organisations The significance of leadership 309 Approaches to the study of leadership Qualities or traits appro.ich 311 311 314 Functional (or group) approach Part 3 Styles of leadership Focus on groups and leadership 269 Continuum of leader ship behaviour 316 Contingency theories of leadership 318 8 Working in groups and teams 270 Vroom and Yetton c ontingenc y modN Overview topic map: Chapter 8- working in groups and teams 271 Importance and significance of groups 272 Formal and informal groups 274 Group values and norms 276 315 Fiedler s contingency model 319 Path-goal theory 321 Readiness of the followers or group Transformational leadership 322 324 Inspirational or visionary leadership Servant leadership 320 325 327 Alternative views of leadership 328 331 The leadership relationship Expectations and benefits of group membership 278 Group cohesiveness and performance 279 Membership 280 Work environment 280 Organisational 281 Culture: A contingent fac tor? Group development and maturity 281 Social identity theory 283 Organisational behaviour in action case study 339 Characteristics of effective work groups 285 Chapter 9 - Personal skills and employability exercise 340 Virtual teams 287 Notes and references Interactions among group members 289 Analysis of individual behaviour 291 Individual and group performance 294 Building successful teams 297 Autonomous working groups 300 Summary- Chapter 8 Working in groups and teams 302 Group discussion activities 303
Organisational behaviour in action case study 304 Chapter 8 - Personal skills and employability exercise 304 Notes and references 305 Leadership effectiveness 332 Leadership development 336 331 Summary - Chapter 9 Leadership in organisations’ 338 Group discussion activities 338 341 10 Managing people at work 343 Overview topic map: Chapter IO - Managing people at work 344 The management of people 345 What is management? 347 Management in public sector organisations 350 Responsibility for the work of other people 351 Managing with and through people 352 A looser approach to managing 355 Importance of managerial style 356 Theory X and Theory Y management 357
Contents in detail The Managerial/Leadership grid® 359 Human resource management 361 Partnership with line managers 363 Investors in People 366 Performance management (PM) 368 Managerial effectiveness 370 Measures of effectiveness 371 Summary - Chapter 10 Managing people at work 375 Group discussion activities 375 Organisational behaviour in action case study 376 Chapter 10 - Personal skills and employability exercise 376 Notes and references 378 Part 4 Focus on the workplace 379 11 Organisational theory and structure 380 Overview topic map: Chapter 11 - Organisation theory and structure 381 Developments in organisational behaviour 382 The classical approach 384 Administrative theory 385 Scientific management 386 Bureaucracy 389 Evaluation of bureaucracy 391 Human relations approach 393 Evaluation 395 Socio-technical approach 397 Contingency approach 398 Other approaches to the study of organisations 400 Decision theory 400 Social action 401 Action theory 402 Postmodernism (Post bureaucratic) 403 Relevance to study of organisational behaviour 404 Summary- Chapter 11 Organisational theory and structure 407 Group discussion activities 407 Organisational behaviour in action case study 409 Notes and references 410 xiii
xvi Contents in detail Successful organisations and people 583 Summary - Chapter 16 Organisational performance and effectiveness 586 Group discussion activities 587 Organisational behaviour in action case study 588 Chapter 16 - Personal skills and employability exercise 590 Notes and references 591 Appendix Review of developing your personal skills and employability 593 Index 597 Publisher s acknowledgements 618
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| id | DE-604.BV048849152 |
| illustrated | Illustrated |
| indexdate | 2024-12-20T19:53:42Z |
| institution | BVB |
| isbn | 9781292422381 |
| language | English |
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| physical | xix, 631 Seiten Illustrationen, Diagramme |
| publishDate | 2023 |
| publishDateSearch | 2023 |
| publishDateSort | 2023 |
| publisher | Pearson |
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| spellingShingle | Mullins, Laurie J. Rees, Gary 1962- Management and organisational behaviour Organisationspsychologie (DE-588)4043786-3 gnd Organisationsverhalten (DE-588)4285859-8 gnd Management (DE-588)4037278-9 gnd |
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| 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 and Gary Rees |
| title_fullStr | Management and organisational behaviour Laurie J. Mullins and Gary Rees |
| title_full_unstemmed | Management and organisational behaviour Laurie J. Mullins and Gary Rees |
| title_short | Management and organisational behaviour |
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