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Organisational Behaviour in The Workplace 12Th Editio Full Chapter
Organisational Behaviour in The Workplace 12Th Editio Full Chapter
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TWELFTH EDITION
Contents in brief
Part 1
Organisational behaviour
and work 21
1 The people–organisation relationship 22
2 The work environment 58
3 Organisational conflict and stress 95
Part 2
Focus on the individual 127
4 Personality and diversity 128
5 Learning and development 167
6 Perception and communication 206
7 Work motivation and satisfaction 247
Part 3
Focus on groups and
leadership 291
8 Working in groups and teams 292
9 Leadership in work organisations 332
10 Managing people at work 372
viii Contents in brief
Part 4
Focus on the workplace 411
11 Organisational theory and structure 412
12 Patterns of structure and workplace
design 449
13 Technology in the workplace 492
14 Organisational control and power 521
Part 5
Focus on organisational
environment 559
15 Organisational culture and change 560
16 Strategy, corporate responsibility and
ethics 600
17 Organisational performance and
effectiveness 637
9 Leadership in work
organisations 332
Overview topic map: Chapter 9 – Leadership in
work organisations 333
The significance of leadership 334
Approaches to the study of leadership 336
Qualities or traits approach 336
Functional (or group) approach 339
Part 3 Styles of leadership 340
Focus on groups and Continuum of leadership behaviour 341
leadership 291 Contingency theories of leadership 343
Fiedler’s contingency model 343
8 Working in groups and Vroom and Yetton contingency model 345
teams 292 Path–goal theory 346
Overview topic map: Chapter 8 – Working in Readiness of the followers or group 348
groups and teams 293 Transformational leadership 349
Importance and significance of Inspirational or visionary leadership 351
groups 294 Servant leadership 353
Formal and informal groups 296 Alternative views of leadership 354
Group values and norms 298 The leadership relationship 356
Expectations and benefits of group Culture: A contingent factor? 357
membership 300 Leadership effectiveness 358
Group cohesiveness and performance 301 Leadership development 361
Membership 302 Critical Thinking Zone 363
Work environment 302 Summary – Chapter 9 ‘Leadership in work
Organisational 303 organisations’ 365
Group development and maturity 303 Group discussion activities 366
Social identity theory 305 Organisational behaviour in action
Characteristics of effective work case study 367
groups 307 Chapter 9 – Personal skills and employability
Virtual teams 309 exercise 368
Analysis of individual behaviour 313 Notes and references 370
Individual and group performance 316
Building successful teams 320
10 Managing people at work 372
Autonomous working groups 322 Overview topic map: Chapter 10 – Managing
Critical Thinking Zone 325 people at work 373
Summary – Chapter 8 ‘Working in groups The management of people 374
and teams’ 326 What is management? 376
Group discussion activities 327 Management in public sector
Organisational behaviour in action case organisations 379
study 328 Responsibility for the work of other
Chapter 8 – Personal skills and employability people 380
exercise 329 Managing with and through people 382
Notes and references 330 A looser approach to managing 384
Importance of managerial style 385
Contents in detail xiii
A special tribute to my wife Pamela and families for their constant warmth, support
and encouragement with this latest edition.
External reviewers
The following reviewers approached by the publishers for their constructive
comments that have helped shape this revised new edition.
Dr Sophie Bennett-Gillison, University of Aberystwyth
Dr Pattanee Susomrith, Senior Lecturer, School of Business and Law, Edith Cowan
University, Australia
John Bateman, The University of Sussex Business School
Dr Sarah Warnes, UCL School of Management
Hugh M. Davenport, Senior Lecturer in Organisational Behaviour, University of
Northampton
Dr Dieu Hack-Polay, University of Lincoln
Dr Emmanuelle Rey-Marmonier, Aberdeen Business School, Robert Gordon
University
About the authors
Text
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