دانلود کتاب Organisational Behaviour: Engaging People and Organisations

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Half Title Page
Title Page
Imprint Page
Brief Contents
Contents
Guide to the text
Guide to the online resources
Preface
About the authors
Acknowledgements
Part 1: Introduction to organisational behaviour
Chapter 1: An overview of organisational behaviour
1.1 What is organisational behaviour?
The meaning of organisational behaviour
How organisational behaviour impacts personal success
How organisational behaviour impacts organisational success
1.2 The managerial context of organisational behaviour
Basic management functions and organisational behaviour
Critical management skills and organisational behaviour
Organisational behaviour and human resource management
1.3 The strategic context of organisational behaviour
Sources of competitive advantage
Types of business strategies
Connecting business strategy to organisational behaviour
1.4 Contextual perspectives on organisational behaviour
Where does organisational behaviour come from?
Organisations as open systems
Situational perspectives on organisational behaviour
Interactionism: people and situations
1.5 Managing for effectiveness
Enhancing individual and team performance behaviours
Enhancing employee commitment and engagement
Promoting organisational citizenship behaviours
Minimising dysfunctional behaviours
Driving strategic execution
How do we know what we know?
1.6 Summarising the framework of the book
Study tools
Chapter 2: The changing environment of organisations
2.1 Diversity and barriers to inclusion
Trends in diversity
Generational differences
Diversity issues for managers
2.2 Globalisation and business
Trends in globalisation
Cultural competence
Cross-cultural differences and similarities
Global perspective
2.3 Technology and business
Manufacturing and service technologies
Technology and competition
Information technology
2.4 Ethics and corporate governance
Framing ethical issues
Ethical issues in corporate governance
Ethical issues and information technology
Social responsibility
2.5 New employment relationships
The management of knowledge workers
Outsourcing and offshoring
Temporary and casual workers
The changing nature of psychological contracts
Study tools
Part 2: Individual behaviours and processes in organisations
Chapter 3: Individual characteristics
3.1 People in organisations
Individual differences
The concept of fit
A realistic view of the job and organisation
3.2 Personality and individual behaviour
The ‘Big Five’ framework
The Myers-Briggs framework
3.3 Other important personality traits
Locus of control
Self-efficacy
Self-esteem
Authoritarianism
Machiavellianism
Tolerance for risk and ambiguity
Type A and B traits
Role of the situation
3.4 Intelligence
General mental ability
Multiple intelligences
Emotional intelligence
3.5 Learning styles
Sensory modalities
Learning style inventory
Study tools
Chapter 4: Perceptions and reactions
4.1 Attitudes in organisations
How attitudes are formed
Cognitive dissonance
Attitude change
Key work-related attitudes
4.2 Values and emotions in organisations
Types of values
Conflicts among values
Values differ around the world
The role of emotions in behaviour
Affect and mood
4.3 Perception in organisations
Basic perceptual processes
Errors in perception
Perception and attribution
Perception and fairness, justice and trust
4.4 Stress in organisations
The nature of stress
Common causes of stress
Consequences of stress
Managing and controlling stress
Work–life balance
Study tools
Chapter 5: Motivating behaviour
5.1 The nature of motivation
The importance of motivation
The motivational framework
Early perspectives on motivation
Individual differences and motivation
5.2 Need-based perspectives on motivation
The hierarchy of needs
The ERG theory
The two-factor theory
The acquired needs framework
5.3 Process-based perspectives on motivation
The equity theory of motivation
The expectancy theory of motivation
5.4 Learning-based perspectives on motivation
How learning occurs
Reinforcement theory and learning
Social learning
Behaviour modification
5.5 The complexities of maintaining motivation
5.6 Job design in organisations
Job specialisation
Basic alternatives to job specialisation
The job characteristics theory
5.7 Employee participation and involvement
Areas of employee participation
Approaches to participation and empowerment
Flexible work arrangements
Alternative workplaces
5.8 Goal setting and motivation
Goal-setting theory
Broader perspectives on goal setting
Goal-setting challenges
Study tools
Part 3: Social and group processes in organisations
Chapter 6: Groups and teams
6.1 Types of groups and teams
Types of workgroups
Types of teams
Informal groups
6.2 Group performance factors
Group composition
Group size
Group norms
Group cohesiveness
Informal leadership
6.3 Creating new groups and teams
Stages of group and team development
Understanding team performance factors
The implementation process
6.4 Managing teams
Leader behaviours
Understanding benefits and costs of teams
6.5 Teaming
An alternative view of teams
Promoting effective performance
Teamwork competencies
Study tools
Chapter 7: Decision making and problem solving
7.1 The nature of decision making
Types of decisions
Decision-making conditions
7.2 The rational approach to decision making
Steps in rational decision making
Evidence-based decision making
7.3 The behavioural approach to decision making
The administrative model
Other behavioural forces in decision making
An integrated approach to decision making
7.4 Group decision making in organisations
Group polarisation
Groupthink
Participation
Group problem solving
7.5 Creativity, problem solving and decision making
The creative individual
The creative process
Enhancing creativity in organisations
Study tools
Chapter 8: Communication
8.1 The communication process
Non-verbal communication
One-way and two-way communication
Task interdependence
Barriers to effective communication
8.2 Communication skills
Listening skills
Writing skills
Presentation skills
Meeting skills
8.3 Communication media
The internet
Collaboration software
Intranets and cloud servers
Oral communication
Media richness
8.4 Organisational communication
Downward communication
Upward communication
Horizontal communication
Diagonal communication
Formal and informal communication
Social networking
Study tools
Chapter 9: Conflict and negotiation
9.1 The nature of conflict
Common causes of conflict
Conflict escalation
Role of emotion in conflict
9.2 Interpersonal conflict management strategies
Collaborating
Compromising
Competing
Accommodating
Avoiding
9.3 The conflict process
Conflict management skills
Creating constructive conflict
9.4 The negotiation process
Negotiating skills
Cultural issues in negotiations
Alternative dispute resolution
Study tools
Part 4: Leadership and influence processes in organisations
Chapter 10: Traditional and contemporary leadership approaches
10.1 The nature of leadership
The meaning of leadership
Leadership versus management
10.2 Early approaches to leadership
Trait approaches to leadership
Behavioural approaches to leadership
10.3 The emergence of situational leadership models
The LPC theory of leadership
Task versus relationship motivation
Situational favourableness
The path-goal theory of leadership
10.4 Vroom’s decision tree approach to leadership
Basic premises
Evaluation and implications
10.5 Contemporary situational theories
The leader-member exchange model
The Hersey and Blanchard model
Refinements and revisions of other theories
10.6 Leadership through the eyes of followers
Transformational leadership
Charismatic leadership
Attribution and leadership
10.7 Alternatives to leadership
Leadership substitutes
Leadership neutralisers
10.8 The changing nature of leadership
Leaders as coaches
Gender and leadership
International leadership and Project GLOBE
10.9 Emerging issues in leadership
Strategic leadership
Ethical leadership
Virtual leadership
Study tools
Chapter 11: Power, influence and politics
11.1 Types of power in organisations
Position power
Personal power
11.2 Obtaining and using power
Acquiring and using power
Empowerment
How departments obtain power
11.3 Influence in organisations
Influence tactics
Role of national culture in influence effectiveness
Persuasion skills
Upward influence
11.4 Organisational politics
Causes of political behaviour
Managing organisational politics
11.5 Impression management
Study tools
Part 5: Organisational processes and characteristics
Chapter 12: Organisational structure and design
12.1 Organisational structure
Characteristics of organisational structure
Mechanistic and organic structures
12.2 Determinants of organisational structure
Business strategy
External environment
Organisational talent
Organisational size
Behavioural expectations
Production technology
Organisational change
12.3 Types of organisational structures
Functional structure
Divisional structure
Matrix structure
Team-based and lattice structures
Network organisation
12.4 Contemporary issues in organisational structure
Virtual organisations
Integrating employees
Communities of practice
Effects of restructuring on performance
Study tools
Chapter 13: Organisational culture
13.1 The meaning and determinants of organisational culture
Does culture matter?
How leaders create and maintain culture
13.2 Cultures of conflict and cultures of inclusion
Cultures of conflict
Cultures of inclusion
13.3 Effects of technology and innovation on culture
Using intranets, social media and the cloud to build and maintain culture
Building and maintaining culture in the cloud
Innovation and culture
13.4 Managing organisation culture
Utilising the existing culture
Teaching the organisation culture: socialisation
Changing the organisation culture
Study tools
Chapter 14: Organisation change and change management
14.1 Forces for change
People
Technology
Competition
Climate change
14.2 Processes for planned organisation change
Lewin’s process model
The continuous change process model
14.3 Organisation development
Organisation development defined
System-wide organisation development
Task and technological change
Group and individual change
14.4 Resistance to change
Organisational sources of resistance
Individual sources of resistance
14.5 Managing successful organisation change and development
Consider global issues
Take a holistic view
Start small
Secure top management support
Encourage participation
Foster open communication
Reward contributors
14.6 Organisational learning
Study tools
Glossary
Company index
Subject index