Organisational behaviour : an introduction / edited by Christine Cross & Ronan Carbery.

Enhanced descriptions from Syndetics:

This refreshing textbook shows how research into human behaviour can be applied in the workplace. It is focussed on helping students to develop the key skills they will need as future managers and employees. It assumes no prior work experience, and instead asks students to draw on their everyday experiences. They are invited to complete a range of innovative activities designed to deepen their understanding of key topics, such as personality, perception, and motivation.The book is an ideal length for one-semester taught courses. It is aimed primarily at first and second year undergraduate students on business and management degrees, who are taking OB modules for the first time, though could also be used on postgraduate and MBA courses.

Table of contents provided by Syndetics

• List of figures (p. xi)
• List of tables (p. xiii)
• About the editors (p. xiv)
• About the contributors (p. xv)
• Foreword (p. xx)
• Preface and editors' acknowledgements (p. xxi)
• Tour of the book (p. xxii)
• Digital resources (p. xxiv)
• About the Spotlight on Skills contributors (p. xxvi)
• Active Case Study grid (p. xxx)
• Building your skills (p. xxxi)
• Publisher's acknowledgements (p. xxxvi)
• Chapter 1 Introducing organisational behaviour (p. 1)
• What is organisational behaviour (OB)? (p. 3)
• Why does OB matter? (p. 4)
• Where does OB knowledge come from? (p. 7)
• Research methods in OB (p. 8)
• Historical perspectives of OB (p. 10)
• Why is OB more important today than ever? (p. 15)
• Chapter 2 Personality (p. 23)
• What is personality? (p. 25)
• Nature-nurture debate (p. 26)
• Theories of personality (p. 28)
• The Five-Factor Model (or Big Five) (p. 31)
• How does personality influence behaviour at work? (p. 34)
• Measuring individual personality characteristics (p. 38)
• Other classifications of personality characteristics (p. 39)
• Chapter 3 Perception (p. 49)
• What is perception? (p. 51)
• How perception works (p. 52)
• The perceptual process (p. 57)
• Perceptual distortions (p. 61)
• Perceptual defence and confirmation bias (p. 64)
• Attribution theory (p. 65)
• Chapter 4 Work-related attitudes and values (p. 71)
• Explaining the term 'attitude' (p. 72)
• Connecting attitudes and behaviour (p. 76)
• Attitude change (p. 78)
• Prejudice, stereotypes and discrimination (p. 79)
• Work-related attitudes (p. 84)
• Job satisfaction and performance (p. 86)
• Attitudes towards the organisation (p. 87)
• Work-related attitudes and behaviour (p. 90)
• Chapter 5 Motivation in the workplace (p. 97)
• What drives individual performance? (p. 99)
• What is motivation? (p. 100)
• Content theories (p. 101)
• Process theories (p. 108)
• Reinforcements and consequences (p. 115)
• What role do situational factors play in influencing motivation? (p. 117)
• Money as a motivator - a special case (p. 120)
• Team motivation (p. 121)
• Chapter 6 Emotions and the workplace (p. 126)
• What are emotions? (p. 128)
• Is there such a thing as an emotional trait? (p. 130)
• Where do emotions and mood come from? (p. 132)
• What function do emotions serve? (p. 134)
• Emotions in the workplace (p. 136)
• Emotional labour (p. 142)
• Section One Case Study (p. 151)
• Chapter 7 Groups and teams in the workplace (p. 153)
• What are groups? (p. 155)
• Croup development (p. 158)
• Croup properties (p. 160)
• Groups and teams (p. 165)
• Team roles (p. 170)
• High-performing work teams (p. 172)
• Chapter 8 Leadership (p. 178)
• What is leadership? (p. 180)
• Trait theories of leadership (p. 182)
• Behavioural theories of leadership (p. 184)
• Contingency theory (p. 186)
• Leader-member exchange theory (p. 193)
• Charismatic leadership theories (p. 195)
• Gender and leadership (p. 198)
• Developing leaders (p. 199)
• Chapter 9 Power, politics and conflict at work (p. 205)
• Power in organisations (p. 207)
• Sources of power (p. 208)
• Power in action - power tactics (p. 210)
• Empowerment (p. 212)
• Authority and leadership (p. 213)
• Power and ethics (p. 214)
• Organisational politics (p. 216)
• What is conflict? (p. 219)
• Causes of conflict (p. 221)
• Perspectives on conflict at work (p. 223)
• Resolving conflict: dual concerns model (p. 224)
• Chapter 10 Communication in the workplace (p. 230)
• What is the purpose of communication? (p. 232)
• How does the communication process work? (p. 232)
• Interpersonal communication (p. 235)
• Communication channels (p. 236)
• Communication direction (p. 238)
• Modes of interpersonal communication (p. 240)
• Barriers to effective communication (p. 243)
• Inter-cultural communication (p. 244)
• The impact of technology (p. 245)
• The impact of social media (p. 246)
• Section Two Case Study (p. 255)
• Chapter 11 Organisational structure (p. 257)
• Organisational structure and design (p. 258)
• Parts of an organisation (p. 262)
• Dimensions of structure (p. 263)
• Organisation types (p. 266)
• Approaches to organisational design (p. 269)
• Current trends and debates (p. 276)
• Chapter 12 Understanding organisational culture (p. 284)
• What is organisational culture? (p. 286)
• Organisational culture and climate (p. 287)
• Types of organisational culture (p. 293)
• Impact of culture on organisational performance (p. 297)
• Promoting creativity and innovation (p. 298)
• Culture change (p. 299)
• National and international cultures (p. 302)
• Chapter 13 Managing organisational change (p. 309)
• The nature of organisational change (p. 311)
• Forces for change (p. 313)
• The planned change process (p. 316)
• Employee resistance to change (p. 321)
• Leadership and organisational change (p. 326)
• Organisational development (p. 328)
• Glossary (p. 333)
• Bibliography (p. 338)
• Index (p. 355)

Author notes provided by Syndetics