Organisational Behaviour

<p>For many years, <em>Organisational Behaviour</em> 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.</p><p>Moreover, the authors indicate how this knowledge can be put to use in managing an organisation. This makes <em>Organisational Behaviour </em>a suitable work for a vast range of courses in higher economic, technical, and social education alike.</p><p>The inclusion of newspaper and online articles in this addition clearly illustrates its applicability in practice.</p><p>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.</p> <p>Introduction </p><p>1 Individual and organisation </p><p>1.1 Behaviour and motivation </p><p>1.2 Abilities and competences </p><p>1.3 Personality </p><p>1.4 Attitudes </p><p>1.5 The relationship between individual and organisation </p><p>1.6 Commitment </p><p>1.7 Job satisfaction </p><p>1.8 Equitability </p><p>1.9 Changing relationships </p><p>2 Integration and motivation </p><p>2.1 Recruitment and selection </p><p>2.2 Integration </p><p>2.3 Methods of integration </p><p>2.4 Motivation </p><p>2.5 Effects of motivation </p><p>2.6 Intrinsic and extrinsic motivation: conclusions </p><p>2.7 Retaining people in an organisation</p><p>3 Groups in organisations </p><p>3.1 The group concept </p><p>3.2 The organisation as a collection of groups </p><p>3.3 Types of groups in organisations </p><p>3.4 Functions of groups </p><p>3.5 The group as a social environment </p><p>3.6 Phases in group development </p><p>3.7 Structural characteristics of groups </p><p>3.8 Relationships between groups </p><p>3.9 Improving relationships between groups </p><p>4 Collaboration and decision-making in groups </p><p>4.1 Effective collaboration in groups </p><p>4.2 Process losses in executive groups </p><p>4.3 Optimising group performance </p><p>4.4 Effective decision-making in groups </p><p>4.5 Advantages and disadvantages of a group approach </p><p>4.6 Criteria for effective decision-making</p><p>in a group context </p><p>4.7 Process losses in decision-making</p><p>4.8 Improving decision-making in groups </p><p>4.9 Leadership in decision-making </p><p>4.10 Collaboration and consultation in self-managing and virtual teams </p><p>5 Communication in organisations </p><p>5.1 Communication </p><p>5.2 The communication process </p><p>5.3 Aspects of communication </p><p>5.4 Communication in organisations </p><p>5.5 Impediments to communication </p><p>5.6 Problems in formal communication</p><p>5.7 Improving communication </p><p>6 Power and leadership </p><p>6.1 Power and influence </p><p>6.2 Sources of power </p><p>6.3 Use of power </p><p>6.4 Effects of use of power </p><p>6.5 Use of power for political purposes</p><p>6.6 Abuse of power </p><p>6.7 Leadership in organisations </p><p>6.8 Leadership and effectiveness </p><p>6.9 Improving leadership </p><p>6.10 Influence of leadership </p><p>7 Organisational structure </p><p>7.1 Creating structure </p><p>7.2 Distribution of labour </p><p>7.3 Functional division </p><p>7.4 Coordination of activities </p><p>7.5 Grouping activities </p><p>7.6 Responsibilities and relationships </p><p>7.7 Additional forms of authority and mutual relationships </p><p>7.8 Designing communication channels</p><p>7.9 Organic and mechanistic structures</p><p>7.10 Developments in structural design </p><p>7.11 Design questions </p><p>8 Organisational culture </p><p>8.1 The concept of culture </p><p>8.2 Organisational culture </p><p>8.3 Types of organisational culture </p><p>8.4 Organisational culture and effectiveness</p><p>8.5 Establishing the culture of organisations</p><p>8.6 The development of organisational culture </p><p>8.7 Transmitting organisational culture</p><p>8.8 Organisational culture and nationality</p><p>8.9 Cultural bias </p><p>8.10 Changing the organisational culture</p><p>9 Decision-making in</p><p>organisations </p><p>9.1 Characteristics of problems </p><p>9.2 Areas of decision-making in organisations</p><p>9.3 Problems in decision-making </p><p>9.4 Impediments to decision-making </p><p>9.5 Decision-making models </p><p>9.6 Strategic decision-making </p><p>9.7 Model for strategy formulation </p><p>9.8 Organizing strategic decision-making</p><p>10 Stress and conflict </p><p>10.1 Psychological load </p><p>10.2 Work-related causes of stress and burn-out </p><p>10.3 Person-related causes of stress and burn-out </p><p>10.4 Preventing or combating stress and burn-out </p><p>10.5 Physical load </p><p>10.6 Reducing the physical load </p><p>10.7 Conflicts at work </p><p>10.8 Conflict management </p><p>10.9 Conditions that influence conflict management </p><p>10.10 Escalation of conflicts </p><p>10.11 Organisational intervention in conflict resolution </p><p>11 Organisational change </p><p>11.1 Necessity for change </p><p>11.2 Causes of change </p><p>11.3 Deciding to change </p><p>11.4 Planned organisational change </p><p>11.5 Types of change </p><p>11.6 Two approaches to planned change </p><p>11.7 Impediments to the change process</p><p>11.8 The role of management in change processes </p><p>11.9 Creating a structure for handling change </p><p>11.10 Reducing resistance and increasing support </p><p>Bibliography </p><p>About the authors </p><p>Index </p><p>Illustration acknowledgement </p>