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• Cover Page
• Title
• Copyright
• Dedication
• Why this text?
• Preface
• Brief Contents
• Contents
• Acknowledgements
• Introductory briefing
• Part 1 The organizational context
• Chapter 1 Explaining organizational behaviour
• Key terms and learning outcomes
• Key theories and applications
• What is organizational behaviour?
• If we destroy this planet
• The organizational behaviour field map
• The problem with social science
• Explaining organizational behaviour
• Human resource management: OB in action
• Recap, Revision, Research assignment
• Springboard, OB cinema
• Chapter exercises, References
• Chapter 2 Environment
• Key terms and learning outcomes
• Key theories and applications
• Why study an organization’s environment?
• The theory of environmental ‘fit’
• Environment analysis tools
• Globalization
• The COVID-19 pandemic
• An ageing population
• Climate change
• Corporate social responsibility
• Equality, diversity, and inclusion
• Recap, Revision, Research assignment
• Springboard, OB cinema
• Chapter exercises, References
• Chapter 3 Technology
• Key terms and learning outcomes
• Key theories and applications
• Why study technology?
• Determinism or choice
• The second machine age
• Will new technology steal our jobs?
• The social matrix
• In future
• Recap, Revision, Research assignment
• Springboard, OB cinema
• Chapter exercises, References
• Chapter 4 Culture
• Key terms and learning outcomes
• Key theories and applications
• Why study organizational culture?
• Organizational cultures
• Culture: surface manifestations, values and basic assumptions
• Organizational socialization
• Perspectives on culture contrasted
• Types and traits of organizational cultures
• Strong, weak and appropriate cultures
• Will COVID-19 destroy organization culture?
• National cultures
• Cultural disintegration
• Recap, Revision, Research assignment
• Springboard, OB cinema
• Chapter exercises, References
• Part 2 Individuals in the organization
• Chapter 5 Learning
• Key terms and learning outcomes
• Key theories and applications
• Why study learning?
• The learning process
• The behaviourist approach to learning
• Behaviourism in practice
• The cognitive approach to learning
• Cognitive perspectives in practice
• Neuroscience and learning
• Behaviour modification versus socialization
• Recap, Revision, Research assignment
• Springboard, OB cinema
• Chapter exercises, References
• Chapter 6 Personality
• Key terms and learning outcomes
• Key theories and applications
• Why study personality?
• Types and traits
• Chronotypes
• Personality Types A and B
• Stress and stress management
• The Big Five (or six)
• The development of the self
• Selection methods
• Recap, Revision, Research assignment
• Springboard, OB cinema
• Chapter exercises, References
• Chapter 7 Communication
• Key terms and learning outcomes
• Key theories and applications
• Why study communication?
• Interpersonal communication
• Verbal communication
• Non-verbal behaviour
• Cultural differences in communication style
• Impression management
• Emotional intelligence
• Organizational communication
• Recap, Revision, Research assignment
• Springboard, OB cinema
• Chapter exercises, References
• Chapter 8 Perception
• Key terms and learning outcomes
• Key theories and applications
• Why study perception?
• Selectivity and organization
• Perceptual sets and perceptual worlds
• Do we see to know or know to see?
• Perceptual sets and assumptions
• Appearance, age, and attributions
• Perceptual errors and how to avoid them
• Recap, Revision, Research assignment
• Springboard, OB cinema
• Chapter exercises, References
• Chapter 9 Motivation
• Key terms and learning outcomes
• Key theories and applications
• Why study motivation?
• Presenteeism and the gig economy
• Drives, motives and motivation
• Content theories
• Process theories
• The social process of motivating others
• Engagement and high performance
• Good work
• Recap, Revision, Research assignment
• Springboard, OB cinema
• Chapter exercises, References
• Part 3 Groups and teams in the organization
• Chapter 10 Group formation
• Key terms and learning outcomes
• Key theories and applications
• Why study groups?
• Team players in organizations
• Definitions of groups
• Types of group tasks
• The Hawthorne studies
• Group-oriented view of organizations
• Formal and informal groups
• Group formation
• Group development
• Multi-team memberships
• Recap, Revision, Research assignment
• Springboard, OB cinema
• Chapter exercises, References
• Chapter 11 Group structure
• Key terms and learning outcomes
• Key theories and applications
• Why study group structure?
• Virtual and hybrid teams
• Group structure and process
• Role structure
• Leadership structure
• Power structure
• Status structure
• Liking structure
• Communication structure
• Networked individualism
• Recap, Revision, Research assignment
• Springboard, OB cinema
• Chapter exercises, References
• Chapter 12 Individuals in groups
• Key terms and learning outcomes
• Key theories and applications
• Why study individuals in groups?
• The individual and the group
• Group influences on individuals’ perceptions
• Group influences on individuals’ performance
• Group influences on individuals’ behaviour
• Group member socialization and control
• Deindividuation
• Individual influences on the group
• Work group rituals
• Recap, Revision, Research assignment
• Springboard, OB cinema
• Chapter exercises, References
• Chapter 13 Teamworking
• Key terms and learning outcomes
• Key theories and applications
• Why study teamworking?
• Teamwork design
• Types of team tasks and teams
• Advice teams
• Action teams
• Project teams
• Production teams
• Team autonomy and self-managing teams
• Ecological framework for analysing work team effectiveness
• Teamwork engagement
• Recap, Revision and Research assignment
• Springboard, OB cinema
• Chapter exercises, References
• Part 4 Management and organization
• Chapter 14 Work design
• Key terms and learning outcomes
• Key theories and applications
• Why study work design?
• Influences on work design
• Scientific management
• Fordism
• McDonaldization
• Worker measurement
• Jobs, tasks, skills and technology
• Hybrid working and employee divisions
• Recap, Revision, Research assignment
• Springboard, OB cinema
• Chapter exercises, References
• Chapter 15 Elements of structure
• Key terms and learning outcomes
• Key theories and applications
• Why study elements of structure?
• Organization structuring
• Types of jobs
• Line, staff and functional relationships
• Formal and informal organization
• Roles in organizations
• Formalization
• Centralization v decentralization
• Recap, Revision, Research assignment
• Springboard, OB cinema
• Chapter exercises, References
• Chapter 16 Organization design
• Key terms and learning outcomes
• Key theories and applications
• Why study organization design?
• Max Weber and bureaucracy
• Henri Fayol and managerial activities
• Henry Mintzberg’s management roles
• Contingency approach
• Contingency and technological determinism
• Contingency and environmental determinism
• Strategic choice
• Recap, Revision, Research assignment
• Springboard, OB cinema
• Chapter exercises, References
• Chapter 17 Organizational architecture
• Key terms and learning outcomes
• Key theories and applications
• Why study organizational architecture?
• Self-contained organization structures
• Team organization structures
• Collaborative organization structures
• Agile organization structures
• Self-managing organization structures
• Distributed innovation system structures
• Recap, Revision, Research assignment
• Springboard, OB cinema
• Chapter exercises, References
• Part 5 Leadership processes
• Chapter 18 Leadership
• Key terms and learning outcomes
• Key theories and applications
• Why study leadership?
• Leadership versus management
• Top team diversity
• Do women make better leaders?
• Trait-spotting
• Style-counselling
• Context-fitting
• New leadership
• Distributed leadership
• Who needs leaders?
• Recap, Revision, Research assignment
• Springboard, OB cinema
• Chapter exercises, References
• Chapter 19 Change
• Key terms and learning outcomes
• Key theories and applications
• Why study change?
• Making change happen
• Change and the individual
• Readiness and resistance
• Participation and dictatorship
• Why change, when you can innovate?
• Leading change
• Recap, Revision, Research assignment
• Springboard, OB cinema
• Chapter exercises, References
• Chapter 20 Decision-making
• Key terms and learning outcomes
• Key theories and applications
• Why study decision-making?
• Models of decision-making
• Diagnostic questions for decision situations and decision rules
• Decision-making styles
• Decision conditions: risk and programmability
• Individual and group decision-making
• Problems with group decision-making
• Organizational decision-making
• Decision-making and evidence
• Recap, Revision, Research assignment
• Springboard, OB cinema
• Chapter exercises, References
• Chapter 21 Conflict
• Key terms and learning outcomes
• Key theories and applications
• Why study conflict?
• Contrasting conflict frames of reference
• Conflict levels, causes and evolution
• Conflict management
• Organizational justice
• Organizational work behaviours
• Recap, Revision, Research assignment
• Springboard, OB cinema
• Chapter exercises, References
• Chapter 22 Power and politics
• Key terms and learning outcomes
• Key theories and applications
• Why study power and politics?
• Power in organizations
• Power and influence
• Organization politics and political skill
• Is it different for women?
• Recap, Revision, Research assignment
• Springboard, OB cinema
• Chapter exercises, References
• Glossary
• Name index
• Subject index
• Publisher’s acknowledgements