Organisational behaviour : individuals, groups and organisation / Ian Brooks.

Enhanced descriptions from Syndetics:

This new edition builds on the strengths of the previous edition, and offers students a concise but broad coverage of the main theories informing organisational behaviour. The book moves from the individual to the organisational and the global context, and critically examines the three themes of change, communication and conflict in each. It promotes critical evaluation of theory and practice to enable students and managers to interpret and deal with organisational problems. This book is suitable for students requiring an introduction to organisational behaviour on business and management undergraduate degrees, post-experience and postgraduate courses, and professional courses. It is also designed as a focused and lively general reader on the subject. - Clear chapter objectives, key terms, discussion questions and extensive referencing enable readers to assess their learning. - Updated throughout with references to contemporary work in the field, and new coverage of such topics as emotions in organisations, diversity management, technology and management development. - Fully updated case studies with many new additions develop critical analysis of 'real-life' scenarios. - New 'illu

Table of contents provided by Syndetics

• Preface
• 1 Introduction Learning outcomes Key concepts
• Introduction Studying Organisational behaviour
• OB and the business environment
• The structure and rationale of this book References Further reading Internet sites
• 2 Perspectives on individual behaviour Learning outcomes Key concepts Introduction Individual behaviour and personality
• Perception and the perceptual process
• Attitudes and values
• Individual learning in the organisation
• Decision making
• Communication, change and conflict Managerial implications Summary of main points
• Conclusions Questions
• References
• Further reading
• 3 Motivation at work Learning outcomes Key concepts
• Introduction Schools of thought
• Expectancy theory: a framework for the analysis of workplace motivation
• Needs theories
• Intrinsic and extrinsic rewards
• Motivation and equitable treatment
• Change, motivation and the psychological contract
• Motivation and conflict
• Contemporary motivation theories
• Motivation and job design Managerial implications Summary of main points Conclusions Questions
• References
• Further reading
• Internet sites
• 4 Groups and teams Learning outcomes Key concepts
• Introduction Why gather in groups?
• Groups and teams
• Formal and informal groups and teams
• Stages of group and team development
• Roles and routines
• Building and maintaining effective teams
• Communication and conflict
• Groups and change Managerial implications Summary of main points Conclusions Questions
• References
• Further reading
• Internet sites
• 5 Organisational theory Learning outcomes Key concepts
• Introduction Macro organisational theories
• Technical-rational approach
• Socio-human approach
• Systems theory
• Contingency theory
• Contemporary lenses Managerial implications Summary of main points Conclusions Questions
• References
• Further reading
• Internet sites
• 6 Management and leadership Learning outcomes Key concepts
• Introduction From Taylor to Mintzberg
• Differentiating leadership from management
• Leadership: schools of thought
• Reframing leadership
• Leadership and change
• Leadership and communications
• Leadership and conflict Managerial implications Summary of main points Conclusions Questions
• References
• Further reading
• Internet sites
• 7 Structure in organisations Learning outcomes Key concepts
• Introduction A definition of organisation structure
• The vocabulary of structure
• Structural types
• Influences on structure
• Criticisms of the contingency approach
• The organisation as a system
• Recent impacts on structuring Managerial implications Summary of main points Conclusions Questions
• References
• Further reading
• Internet sites
• 8 Organisational power, politics and conflict Learning outcomes Key concepts Introduction Organisational power
• Organisational politics
• Organisational conflict
• Power and communications
• Power and organisational change Managerial implications Summary of main points Conclusions Questions
• References
• Further reading
• Internet sites
• 9 Organisational culture Learning outcomes Key concepts
• Introduction Organisational culture in context Organisational culture: definition and debate
• Organisational culture and change
• Culture, conflict and communications Managerial implications Summary of main points Conclusions Questions
• References
• Further reading
• Internet sites
• 10 The impact of culture on organisational behaviour Learning outcomes Key concepts Introduction National culture
• Perspectives on culture
• Organisational behaviour and national culture
• Change, conflict and communication Managerial implications Summary of main points Conclusions Questions Refer