Organizational Behaviour

Enhanced descriptions from Syndetics:

There is a large body of shared knowledge between the study of Organizational Behaviour and Human Resource Management but despite the crossover, they are often treated as very distinct disciplines. Written by a team of experts across both fields, Organizational Behaviour bridges the gap between OB and HRM, with an emphasis on inter-cultural and cross-cultural perspectives of organizational development, talent management, and leadership. Through a critical analysis of existing literature and case studies, the contributors cover topics such as corporate governance, ethical business practices, employee morale and motivation, performance management, corporate politics and conflict resolution, workplace diversity, creativity, and change management - all within the framework of current global employment standards and best practices.

Table of contents provided by Syndetics

• List of Figures and Tables (p. x)
• Contributors (p. xi)
• Part 1 Introduction (p. 1)
• Introduction (p. 3)
• Learning objectives (p. 3)
• Managing others to a purpose (p. 3)
• How did OB get onto the management curriculum? (p. 8)
• Definition of OB (p. 8)
• Definition of HRM (p. 11)
• Overview of the chapters to follow (p. 15)
• Conclusion (p. 21)
• Key learning points and conclusions (p. 22)
• Discussion questions (p. 22)
• Part 2 Individuals at work under an employment relationship (p. 25)
• 1 Managing diverse identities at work (p. 27)
• Learning objectives (p. 27)
• Introduction (p. 27)
• Key concepts and debates in diversity management (p. 28)
• Case study and discussion questions (p. 31)
• Key concepts and debates - summary (p. 37)
• Processes of identity formation at work (p. 38)
• Processes of identity formation - summary (p. 44)
• Diversity in a global context (p. 44)
• Key learning points and conclusions (p. 47)
• Case study and discussion questions (p. 47)
• 2 Perception, making decisions and people management (p. 51)
• Learning objectives (p. 51)
• Introduction (p. 51)
• Social perception and cultural perspectives (p. 53)
• Perception (p. 54)
• Common errors of perception (p. 59)
• Decision making (p. 63)
• Implications for HR practice and people management (p. 65)
• Key learning points and conclusions (p. 71)
• Case study and discussion questions (p. 72)
• 3 Motivation at work: engagement and facilitation (p. 75)
• Learning objectives (p. 75)
• Introduction (p. 75)
• Employee motivation (p. 77)
• Historical perspectives of motivation (p. 77)
• Content theories of motivation (p. 79)
• Process theories of motivation (p. 82)
• Intrinsic and extrinsic motivation and the individual (p. 85)
• Motivation and HRM: the psychological contract and Employee engagement (p. 86)
• Key learning points and conclusions (p. 98)
• Case study and discussion questions (p. 99)
• Part 3 Employing human resources to work together for a purpose (p. 101)
• 4 Managing performance (p. 103)
• Learning objectives (p. 103)
• Introduction (p. 103)
• Performance and control (p. 105)
• Performance management systems (p. 113)
• Managing performance in practice (p. 115)
• Key learning points and conclusions (p. 123)
• Discussion questions (p. 124)
• Case study and discussion questions (p. 125)
• 5 Leadership, communication and organizational effectiveness (p. 127)
• Learning objectives (p. 127)
• Introduction (p. 127)
• Why is leadership so topical? (p. 128)
• What is leadership? (p. 130)
• Categories of leadership theory (p. 132)
• Critical management scholarship (p. 139)
• New approaches to leadership (p. 142)
• Discussion questions (p. 150)
• Key learning points and conclusions (p. 150)
• Case study and discussion questions (p. 151)
• 6 Talent management (p. 155)
• Learning objectives (p. 155)
• Introduction (p. 155)
• Talent management versus HRM (p. 158)
• The OB perspective (p. 159)
• Talent identification (p. 162)
• Strategic talent management (p. 166)
• Emerging issues in managing talent (p. 172)
• Key learning points and conclusions (p. 176)
• Case study and discussion questions (p. 177)
• Part 4 Shifting contexts for organizational behaviour (p. 181)
• 7 Conflict, power and politics (p. 183)
• Learning objectives (p. 183)
• Introduction (p. 183)
• Definitions - power, politics and conflict (p. 184)
• Main arguments in the literature (p. 186)
• Politics (p. 187)
• Power (p. 189)
• Conflict (p. 191)
• Difference (p. 192)
• Possibility of competitions degenerating into conflict (p. 197)
• Key learning points and conclusions (p. 205)
• Case study and discussion questions (p. 206)
• 8 Organizational culture (p. 209)
• Learning objectives (p. 209)
• Introduction (p. 209)
• Defining organizational culture (p. 212)
• Interpretations of organizational culture (p. 213)
• Organizational culture and performance (p. 216)
• The development of culture (p. 220)
• Perspectives on the divisions of culture (p. 226)
• Managing organizational culture (p. 228)
• The role of recruitment and selection in organizational culture (p. 234)
• Key learning points and conclusions (p. 235)
• Discussion questions (p. 236)
• Case study and discussion questions (p. 236)
• 9 Managing organizational change (p. 241)
• Learning objectives (p. 241)
• Introduction (p. 241)
• Drivers and triggers of change (p. 243)
• Different types of change (p. 243)
• Resistance to change (p. 250)
• The change agent (p. 251)
• The role of HR in change management (p. 254)
• Key learning points and conclusions (p. 259)
• Case study and discussion questions (p. 260)
• 10 Creativity, innovation and the management of knowledge (p. 265)
• Learning objectives (p. 265)
• Introduction (p. 266)
• Creativity and innovation (p. 266)
• Organizational learning and knowledge management (p. 272)
• Implications for HRM and HRD (p. 279)
• Key learning points and conclusions (p. 286)
• Discussion questions (p. 286)
• Case study and discussion questions (p. 287)
• Part 5 Summation and reflection (p. 293)
• 11 Coda: HRM and OB - accenting the social (p. 295)
• Glossary (p. 301)
• References (p. 309)
• Index (p. 335)