000			05587nam a22002297a 4500
999			_c4438 _d4438
005			20221214152249.0
008			221214b ||||| |||| 00| 0 eng d
020			_a9789001898953
082			_a302.35 _bALB
100			_aAlblas, Gert _99621
245			_aOrganisational behaviour
250			_a2nd
260			_bRoutledge _aNetherlands _c2021
300			_a458 p.
365			_aGBP _b64.99
504			_aTable of Contents Introduction 1 Individual and organisation 1.1 Behaviour and motivation 1.2 Abilities and competences 1.3 Personality 1.4 Attitudes 1.5 The relationship between individual and organisation 1.6 Commitment 1.7 Job satisfaction 1.8 Equitability 1.9 Changing relationships 2 Integration and motivation 2.1 Recruitment and selection 2.2 Integration 2.3 Methods of integration 2.4 Motivation 2.5 Effects of motivation 2.6 Intrinsic and extrinsic motivation: conclusions 2.7 Retaining people in an organisation 3 Groups in organisations 3.1 The group concept 3.2 The organisation as a collection of groups 3.3 Types of groups in organisations 3.4 Functions of groups 3.5 The group as a social environment 3.6 Phases in group development 3.7 Structural characteristics of groups 3.8 Relationships between groups 3.9 Improving relationships between groups 4 Collaboration and decision-making in groups 4.1 Effective collaboration in groups 4.2 Process losses in executive groups 4.3 Optimising group performance 4.4 Effective decision-making in groups 4.5 Advantages and disadvantages of a group approach 4.6 Criteria for effective decision-making in a group context 4.7 Process losses in decision-making 4.8 Improving decision-making in groups 4.9 Leadership in decision-making 4.10 Collaboration and consultation in self-managing and virtual teams 5 Communication in organisations 5.1 Communication 5.2 The communication process 5.3 Aspects of communication 5.4 Communication in organisations 5.5 Impediments to communication 5.6 Problems in formal communication 5.7 Improving communication 6 Power and leadership 6.1 Power and influence 6.2 Sources of power 6.3 Use of power 6.4 Effects of use of power 6.5 Use of power for political purposes 6.6 Abuse of power 6.7 Leadership in organisations 6.8 Leadership and effectiveness 6.9 Improving leadership 6.10 Influence of leadership 7 Organisational structure 7.1 Creating structure 7.2 Distribution of labour 7.3 Functional division 7.4 Coordination of activities 7.5 Grouping activities 7.6 Responsibilities and relationships 7.7 Additional forms of authority and mutual relationships 7.8 Designing communication channels 7.9 Organic and mechanistic structures 7.10 Developments in structural design 7.11 Design questions 8 Organisational culture 8.1 The concept of culture 8.2 Organisational culture 8.3 Types of organisational culture 8.4 Organisational culture and effectiveness 8.5 Establishing the culture of organisations 8.6 The development of organisational culture 8.7 Transmitting organisational culture 8.8 Organisational culture and nationality 8.9 Cultural bias 8.10 Changing the organisational culture 9 Decision-making in organisations 9.1 Characteristics of problems 9.2 Areas of decision-making in organisations 9.3 Problems in decision-making 9.4 Impediments to decision-making 9.5 Decision-making models 9.6 Strategic decision-making 9.7 Model for strategy formulation 9.8 Organizing strategic decision-making 10 Stress and conflict 10.1 Psychological load 10.2 Work-related causes of stress and burn-out 10.3 Person-related causes of stress and burn-out 10.4 Preventing or combating stress and burn-out 10.5 Physical load 10.6 Reducing the physical load 10.7 Conflicts at work 10.8 Conflict management 10.9 Conditions that influence conflict management 10.10 Escalation of conflicts 10.11 Organisational intervention in conflict resolution 11 Organisational change 11.1 Necessity for change 11.2 Causes of change 11.3 Deciding to change 11.4 Planned organisational change 11.5 Types of change 11.6 Two approaches to planned change 11.7 Impediments to the change process 11.8 The role of management in change processes 11.9 Creating a structure for handling change 11.10 Reducing resistance and increasing support Bibliography About the authors Index Illustration acknowledgement
520			_aFor many years, Organisational Behaviour has been the number one introduction into organisational psychology. Alblas and Wijsman offer an inspirational description of the behaviour of people in organisation and offer explanations for these behaviours. Moreover, the authors indicate how this knowledge can be put to use in managing an organisation. This makes Organisational Behaviour a suitable work for a vast range of courses in higher economic, technical, and social education alike. The inclusion of newspaper and online articles in this addition clearly illustrates its applicability in practice. Its clear use of language, comprehensive summaries, case histories with evaluation assignments, and practice tests on the accompanying website make this book a very suitable tool for self-study.
650			_aOrganizational behavior _9298
650			_aCorporate culture _9341
700			_aWijsman, Ella _910829
942			_2ddc _cBK