Organizational Behaviour bridges the gap between OB and HRM, and the interrelated nature of these fields of study that are more often than not treated separately. Helping the reader to relate the OB canon to their experiences in the world of work and organizations and prompting them to question the way relationships around employment are managed within these institutions.Key features include: Linking OB, employment and HRM throughout Examining the role of corporate governance in shaping the scope of managerial choices in organizations. Studying the ethical dimensions of OB which is…mehr
Organizational Behaviour bridges the gap between OB and HRM, and the interrelated nature of these fields of study that are more often than not treated separately. Helping the reader to relate the OB canon to their experiences in the world of work and organizations and prompting them to question the way relationships around employment are managed within these institutions.Key features include: Linking OB, employment and HRM throughout Examining the role of corporate governance in shaping the scope of managerial choices in organizations. Studying the ethical dimensions of OB which is increasingly important in the context of 'good employers' and global employment standards.
Raisa Arvinen-Muondo works in HR management in Luanda, Angola. She has undertaken doctoral research at the University of Bedfordshire, on the career development of Angolan professionals within Western multinational organizations, focusing on the impact of experiences associated with international living. Stephen J Perkins is Dean of London Metropolitan Business School and a Visiting Research Fellow at Cass Business School. In addition to having served in several universities, he has held senior management posts in industry at times of transformational change and consulted with private and state-owned organizations internationally.
Inhaltsangabe
Contributors Part One: Introduction Introduction Stephen J Perkins and Raisa Arvinen-Muondo Learning objectives Managing others to a purpose How did OB get onto the management curriculum? Definition of OB Definition of HRM Overview of the chapters to follow Conclusion Key learning points and conclusions Discussion questions Part Two: Individuals at work under an employment relationship 01 Managing diverse identities at work Janice Johnson and Christina Schwabenland Learning objectives Introduction Key concepts and debates in diversity management Case study and discussion questions Key concepts and debates - summary Processes of identity formation at work Processes of identity formation - summary Diversity in a global context Key learning points and conclusions Case study and discussion questions 02 Perception, making decisions and people management Raisa Arvinen-Muondo Learning objectives Introduction Social perception and cultural perspectives Perception Common errors of perception Decision making Implications for HR practice and people management Key learning points and conclusions Case study and discussion questions 03 Motivation at work: engagement and facilitation Nahid Rozalin Learning objectives Introduction Employee motivation Historical perspectives of motivation Content theories of motivation Process theories of motivation Intrinsic and extrinsic motivation and the individual Motivation and HRM: the psychological contract and employee engagement Key learning points and conclusions Case study and discussion questions Part Three: Employing human resources to work together for a purpose 04 Managing performance Caroline Bolam and Sarah Jones Learning objectives Introduction Performance and control Performance management systems Managing performance in practice Key learning points and conclusions Discussion questions Case study and discussion questions 05 Leadership, communication and organizational effectiveness Linda Holbeche Learning objectives Introduction Why is leadership so topical? What is leadership? Categories of leadership theory Critical management scholarship New approaches to leadership Discussion questions Key learning points and conclusions Case study and discussion questions 06 Talent management Raisa Arvinen-Muondo and Qi Wei Learning objectives Introduction Talent management versus HRM The OB perspective Talent identification Strategic talent management Emerging issues in managing talnt Key learning points and conclusions Case study and discussion questions Part Four: Shifting contexts for organizational behaviour 07 Conflict, power and politics Philip Davies and Rod Smith Learning objectives Introduction Definitions - power, politics and conflict Main arguments in the literature Politics Power Conflict Difference Possibility of competitions degenerating into conflict Key learning points and conclusions Case study and discussion questions 08 Organizational culture Eliot Lloyd Learning objectives Introduction Defining organizational culture Interpretations of organizational culture Organizational culture and performance The development of culture Perspectives on the divisions of culture Managing organizational culture The role of recruitment and selection in organizational culture Key learning points and conclusions Discussion questions Case study and discussion questions 09 Managing organizational change Faten Baddar Al-Husan and Konstantinos Kakavelakis Learning objectives Introduction Drivers and triggers of change Different types of change Resistance to change The change agent The role of HR in change management Key learning points and conclusions Case study and discussion questions 10 Creativity, innovation and the management of knowledge Pauline Loewenberger Learning objectives Introduction Creativity and innovation Organizational learning and knowledge management Implications for HRM and HRD Key learning points and conclusions Discussion questions Case study and discussion questions Part Five: Summation and reflection 11 Coda: HRM and OB - accenting the social Stephen J Perkins and Raisa Arvinen-Muondo Glossary References
Contributors Part One: Introduction Introduction Stephen J Perkins and Raisa Arvinen-Muondo Learning objectives Managing others to a purpose How did OB get onto the management curriculum? Definition of OB Definition of HRM Overview of the chapters to follow Conclusion Key learning points and conclusions Discussion questions Part Two: Individuals at work under an employment relationship 01 Managing diverse identities at work Janice Johnson and Christina Schwabenland Learning objectives Introduction Key concepts and debates in diversity management Case study and discussion questions Key concepts and debates - summary Processes of identity formation at work Processes of identity formation - summary Diversity in a global context Key learning points and conclusions Case study and discussion questions 02 Perception, making decisions and people management Raisa Arvinen-Muondo Learning objectives Introduction Social perception and cultural perspectives Perception Common errors of perception Decision making Implications for HR practice and people management Key learning points and conclusions Case study and discussion questions 03 Motivation at work: engagement and facilitation Nahid Rozalin Learning objectives Introduction Employee motivation Historical perspectives of motivation Content theories of motivation Process theories of motivation Intrinsic and extrinsic motivation and the individual Motivation and HRM: the psychological contract and employee engagement Key learning points and conclusions Case study and discussion questions Part Three: Employing human resources to work together for a purpose 04 Managing performance Caroline Bolam and Sarah Jones Learning objectives Introduction Performance and control Performance management systems Managing performance in practice Key learning points and conclusions Discussion questions Case study and discussion questions 05 Leadership, communication and organizational effectiveness Linda Holbeche Learning objectives Introduction Why is leadership so topical? What is leadership? Categories of leadership theory Critical management scholarship New approaches to leadership Discussion questions Key learning points and conclusions Case study and discussion questions 06 Talent management Raisa Arvinen-Muondo and Qi Wei Learning objectives Introduction Talent management versus HRM The OB perspective Talent identification Strategic talent management Emerging issues in managing talnt Key learning points and conclusions Case study and discussion questions Part Four: Shifting contexts for organizational behaviour 07 Conflict, power and politics Philip Davies and Rod Smith Learning objectives Introduction Definitions - power, politics and conflict Main arguments in the literature Politics Power Conflict Difference Possibility of competitions degenerating into conflict Key learning points and conclusions Case study and discussion questions 08 Organizational culture Eliot Lloyd Learning objectives Introduction Defining organizational culture Interpretations of organizational culture Organizational culture and performance The development of culture Perspectives on the divisions of culture Managing organizational culture The role of recruitment and selection in organizational culture Key learning points and conclusions Discussion questions Case study and discussion questions 09 Managing organizational change Faten Baddar Al-Husan and Konstantinos Kakavelakis Learning objectives Introduction Drivers and triggers of change Different types of change Resistance to change The change agent The role of HR in change management Key learning points and conclusions Case study and discussion questions 10 Creativity, innovation and the management of knowledge Pauline Loewenberger Learning objectives Introduction Creativity and innovation Organizational learning and knowledge management Implications for HRM and HRD Key learning points and conclusions Discussion questions Case study and discussion questions Part Five: Summation and reflection 11 Coda: HRM and OB - accenting the social Stephen J Perkins and Raisa Arvinen-Muondo Glossary References
Es gelten unsere Allgemeinen Geschäftsbedingungen: www.buecher.de/agb
Impressum
www.buecher.de ist ein Shop der buecher.de GmbH & Co. KG Bürgermeister-Wegele-Str. 12, 86167 Augsburg Amtsgericht Augsburg HRA 13309
