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• SHORT CONTENTS
• CONTENTS
• LIST OF FIGURES
• LIST OF TABLES
• ABOUT THE EDITORS
• ABOUT THE CONTRIBUTORS
• FOREWORD
• PREFACE AND EDITORS’ ACKNOWLEDGEMENTS
• TOUR OF THE BOOK
• DIGITAL RESOURCES
• For students
• For instructors
• ABOUT THE SPOTLIGHT ON SKILLS CONTRIBUTORS
• Chapter 1: Carla DiBenedetto, Cook Medical
• Chapter 2: Fiona Clarke, Aviva
• Chapter 3: Gavin Connell, University of Limerick
• Chapter 4: Melissa Challinor, HR and Education Specialist
• Chapter 5: Clare Hodder, Freelance Rights Consultant
• Chapter 6: Joanna Moriarty, Green Park Interim & Executive Search
• Chapter 7: Doug Howlett, Munster Rugby
• Chapter 8: Declan Deegan, Milford Care Centre, Limerick
• Chapter 9: Marcus Kelly, Analog Devices
• Chapter 10: Lucile Kamar, ITN
• Chapter 11: Lavinia Duggan, VHI
• Chapter 12: Micheál Clancy, AMCS Group
• Chapter 13: Simon Shaw, IBM
• Chapter 14: Gina London, International Communications Expert
• OB IN PRACTICE GRID
• BUILDING YOUR SKILLS
• Online Learning Skills
• Managing Mobile Phones
• Presentation Skills
• Planning your presentation:
• Handling nerves:
• Structuring your presentation:
• The introduction:
• Body language:
• The conclusion:
• Persuasion and Influencing Skills
• PUBLISHER’S ACKNOWLEDGEMENTS
• 1 ORGANISATIONAL BEHAVIOUR IN THE BUSINESS ENVIRONMENT
• LEARNING OUTCOMES
• BY THE END OF THIS CHAPTER, YOU SHOULD BE ABLE TO:
• THIS CHAPTER DISCUSSES…
• INTRODUCTION
• WHAT IS ORGANISATIONAL BEHAVIOUR?
• ORGANISATIONAL BEHAVIOUR IS MULTI-LEVEL
• BUILDING YOUR EMPLOYABILITY SKILLS
• Managing Conflict
• ORGANISATIONAL BEHAVIOUR IS MULTI-DISCIPLINARY
• WHY DOES ORGANISATIONAL BEHAVIOUR MATTER?
• #MeToo
• WHERE DOES OB KNOWLEDGE COME FROM?
• SPOTLIGHT ON SKILLS
• IN REALITY
• RESEARCH METHODS IN OB
• BUILDING YOUR EMPLOYABILITY SKILLS
• Balancing Empathy and Fairness
• CONTEMPORARY CHALLENGES IN OB
• GLOBALISATION
• IMPACT OF TECHNOLOGY ON BEHAVIOUR
• BUILDING YOUR EMPLOYABILITY SKILLS
• Understanding Cross-Cultural Issues
• INCREASED DIVERSITY IN THE WORKFORCE
• TECHNOLOGICAL GROWTH
• ETHICAL BEHAVIOUR IN THE WORKPLACE
• Industry 4.0: Helping or Harming the Human?
• MANAGERIAL TAKEAWAYS
• CHAPTER REVIEW QUESTIONS
• FURTHER READING
• USEFUL WEB SITES
• PART 1 INDIVIDUAL DIFFERENCES
• 2 PERSONALITY
• LEARNING OUTCOMES
• BY THE END OF THIS CHAPTER, YOU SHOULD BE ABLE TO:
• THIS CHAPTER DISCUSSES…
• INTRODUCTION
• PERSONALITY, WHAT IS IT?
• SPOTLIGHT ON SKILLS
• Personality, Fit and Selection Methods
• OUR UNDERSTATING OF PERSONALITY OVER TIME
• WHERE DOES PERSONALITY COME FROM?
• THE BIOLOGICAL APPROACH
• THE ENVIRONMENTAL APPROACH
• MAJOR THEORIES OF PERSONALITY
• IDIOGRAPHIC APPROACHES
• FREUD’S PSYCHODYNAMIC THEORY
• HUMANISM
• BUILDING YOUR EMPLOYABILITY SKILLS
• Making Tough Decisions
• NOMOTHETIC APPROACHES
• EYSENCK’S TYPE THEORY
• CATTELL’S TRAIT THEORY
• THE ROLE OF PERSONALITY IN TODAY’S WORKPLACE
• THE NOMOTHETIC VS THE IDIOGRAPHIC APPROACH FOR ORGANISATIONAL USE?
• IMPACT OF TECHNOLOGY ON BEHAVIOUR
• THE FIVE-FACTOR MODEL (KNOWN AS THE BIG FIVE)
• MYERS-BRIGGS TYPE INDICATOR
• Becoming a Billionaire
• PERSONALITY–BEHAVIOUR LINK AT WORK
• BUILDING YOUR EMPLOYABILITY SKILLS
• Managing Diversity
• MEASURING INDIVIDUAL PERSONALITY CHARACTERISTICS
• SELF-REPORT PERSONALITY INVENTORIES
• CAN A PERSON HAVE TOO MUCH PERSONALITY?
• IN REALITY
• THE FUTURE OF PERSONALITY IN THE WORKPLACE. THE OK. THE BAD. THE UGLY
• INCLUSIVITY IN THE WORKPLACE AND PERSONALITY TESTING
• PERSONALITY AND TECHNOLOGY
• DARK TRIAD OF PERSONALITY
• ETHICAL BEHAVIOUR IN THE WORKPLACE
• OTHER CLASSIFICATIONS OF PERSONALITY CHARACTERISTICS
• CORE SELF-EVALUATIONS: HEXACO
• MANAGERIAL TAKEAWAYS
• BrewCo
• CHAPTER REVIEW QUESTIONS
• FURTHER READING
• USEFUL WEBSITES
• 3 PERCEPTION
• LEARNING OUTCOMES
• BY THE END OF THIS CHAPTER YOU SHOULD BE ABLE TO:
• THIS CHAPTER DISCUSSES…
• INTRODUCTION
• THE NATURE OF PERCEPTION
• IN REALITY
• FACTORS INFLUENCING PERCEPTION
• THE PERCEIVER
• BUILDING YOUR EMPLOYABILITY SKILLS
• Perceptual Sets in Organisations
• THE OBJECT OR TARGET
• CONTEXT
• ETHICAL BEHAVIOUR IN THE WORKPLACE
• THE PERCEPTUAL PROCESS
• ATTENTION AND SELECTION
• BUILDING YOUR EMPLOYABILITY SKILLS
• Selective Attention
• ORGANISATION
• FIGURE-TO-GROUND EFFECT
• GROUPING
• INTERPRETATION
• RESPONSE
• SPOTLIGHT ON SKILLS
• Awareness of Confirmation Bias
• Marwood
• PERCEPTUAL DISTORTIONS
• CONTRAST EFFECT
• HALO/HORNS EFFECT
• STEREOTYPING
• Age Discrimination
• PREJUDICE
• PROJECTION
• SIMILAR-TO-ME BIAS
• SELF-FULFILLING PROPHECY
• IMPACT OF TECHNOLOGY ON BEHAVIOUR
• PERCEPTUAL DEFENCE
• CONFIRMATION BIAS
• FUNDAMENTAL ATTRIBUTION ERROR
• ATTRIBUTION THEORY
• SCENARIO ONE
• SCENARIO TWO
• MANAGERIAL TAKEAWAYS
• CHAPTER REVIEW QUESTIONS
• FURTHER READING
• USEFUL WEB SITES
• 4 ATTITUDES AND JOB SATISFACTION
• LEARNING OUTCOMES
• BY THE END OF THIS CHAPTER YOU SHOULD BE ABLE TO:
• THIS CHAPTER DISCUSSES …
• INTRODUCTION
• IN REALITY
• EXPLAINING THE TERM ‘ATTITUDE’
• ATTITUDE FORMATION
• IMPACT OF TECHNOLOGY ON BEHAVIOUR
• CONNECTING ATTITUDES AND BEHAVIOUR
• ATTITUDE CHANGE
• BUILDING YOUR EMPLOYABILITY SKILLS
• Conflict Management
• Winning the Lottery
• PREJUDICE, STEREOTYPES AND DISCRIMINATION
• SPOTLIGHT ON SKILLS
• WORK-RELATED ATTITUDES
• MEASURING JOB SATISFACTION
• Work Centrality Scale (see above)
• JOB SATISFACTION AND PERFORMANCE
• ATTITUDES TOWARDS THE ORGANISATION: CONTINUANCE, NORMATIVE AND AFFECTIVE COMMITMENT
• Organisational Commitment Questionnaire (OCQ) Instructions
• WORK-RELATED ATTITUDES AND BEHAVIOUR IN ORGANISATIONS
• BUILDING YOUR EMPLOYABILITY SKILLS
• Managing Relationships
• WORK VALUES
• Pulsate
• MANAGERIAL TAKEAWAYS
• CHAPTER REVIEW QUESTIONS
• FURTHER READING
• USEFUL WEBSITES
• 5 MOTIVATION AND REWARDS
• LEARNING OUTCOMES
• BY THE END OF THIS CHAPTER YOU SHOULD BE ABLE TO:
• THIS CHAPTER DISCUSSES…
• INTRODUCTION
• WHAT DRIVES INDIVIDUAL PERFORMANCE?
• WHAT IS MOTIVATION?
• NEED THEORIES
• MASLOW’S NEED HIERARCHY
• POSSIBLE ANSWERS
• EXTENSION OF HIERARCHY OF NEEDS – A MANAGER’S PERSPECTIVE
• EXTENSION OF HIERARCHY OF NEEDS – A MANAGER’S PERSPECTIVE
• HERZBERG’S WHY MOTIVATION MUST COME FROM WITHIN
• HERZBERG’S TWO-FACTOR THEORY OF MOTIVATION
• BUILDING YOUR EMPLOYABILITY SKILLS
• EMPLOYEE MOTIVATION
• IMPLICATIONS OF HERZBERG’S TWO-FACTOR THEORY OF MOTIVATION FOR MANAGERS AND JOB DESIGN
• ETHICAL BEHAVIOUR IN THE WORKPLACE
• JOB CHARACTERISTICS MODEL
• HR AT GOOGLE
• MANAGERIAL IMPLICATIONS OF THE JOB CHARACTERISTICS MODEL
• IMPACT OF TECHNOLOGY ON BEHAVIOUR
• SOURCES
• ACQUIRED NEEDS THEORY
• PROCESS THEORIES
• EQUITY THEORY
• EXPECTANCY THEORY
• IMPLICATIONS FOR MANAGERS ARISING FROM EXPECTANCY THEORY
• IN REALITY
• GOAL-SETTING THEORY
• IMPLICATIONS FOR MANAGERS ARISING FROM GOAL-SETTING THEORY
• The Influence of Organisational Culture on Motivation at Netflix
• WHAT ROLE DO SITUATIONAL FACTORS PLAY IN INFLUENCING MOTIVATION?
• INFLUENCE OF CO-WORKERS
• INFLUENCE OF SUPERVISORS
• INFLUENCE OF ORGANISATIONAL CULTURE
• MONEY AS A MOTIVATOR – A SPECIAL CASE
• MANAGERIAL TAKEAWAYS
• CHAPTER REVIEW QUESTIONS
• FURTHER READING
• USEFUL WEBSITES
• OVERVIEW
• PART 2 MANAGING BEHAVIOUR AT WORK
• 6 LEADERSHIP
• LEARNING OUTCOMES
• BY THE END OF THIS CHAPTER YOU SHOULD BE ABLE TO:
• THIS CHAPTER DISCUSSES…
• INTRODUCTION
• WHAT IS LEADERSHIP?
• LEADERS VERSUS MANAGERS: ARE THEY THE SAME OR DIFFERENT?
• Narcissistic Leaders
• CLASSICAL THEORIES OF LEADERSHIP
• TRAIT THEORIES
• IN REALITY
• BEHAVIOURAL THEORIES OF LEADERSHIP
• OHIO STATE STUDIES
• UNIVERSITY OF MICHIGAN STUDIES
• THE MANAGERIAL GRID
• CONTINGENCY THEORY
• FIEDLER’S CONTINGENCY MODEL
• Leadership Principles at Amazon
• SITUATIONAL LEADERSHIP THEORY
• S1: Directing
• S2: Coaching
• S3: Supporting
• S4: Delegating
• LEADER–MEMBER EXCHANGE THEORY
• BUILDING YOUR EMPLOYABILITY SKILLS
• Demonstrating Leadership
• CONTEMPORARY LEADERSHIP THEORIES
• DISTRIBUTED LEADERSHIP
• CHARISMATIC LEADERSHIP THEORIES
• CURRENT TOPICS IN LEADERSHIP
• TRANSFORMATIONAL LEADERSHIP
• GENDER AND LEADERSHIP
• THE DARK SIDE OF LEADERSHIP AND ETHICS
• BUILDING YOUR EMPLOYABILITY SKILLS
• ETHICAL LEADERSHIP
• ETHICAL BEHAVIOUR IN THE WORKPLACE
• DEVELOPING LEADERS
• SPOTLIGHT ON SKILLS
• LEADER IDENTITY DEVELOPMENT
• IMPACT OF TECHNOLOGY ON BEHAVIOUR
• MANAGERIAL TAKEAWAYS
• CHAPTER REVIEW QUESTIONS
• FURTHER READING
• USEFUL WEBSITES
• 7 GROUPS AND TEAMS IN THE WORKPLACE
• LEARNING OUTCOMES
• BY THE END OF THIS CHAPTER, YOU SHOULD BE ABLE TO:
• THIS CHAPTER DISCUSSES…
• INTRODUCTION
• IN REALITY
• WHAT ARE GROUPS?
• TYPES OF GROUPS
• IMPACT OF TECHNOLOGY ON BEHAVIOUR
• THE DEVELOPMENT OF GROUPS
• BUILDING YOUR EMPLOYABILITY SKILLS
• Managing Conflict
• CHARACTERISTICS OF GROUPS
• GROUP SIZE
• GROUP COMPOSITION
• The Rugby World Cup 2019
• GROUP ROLES
• GROUP COHESIVENESS
• GROUP CONFORMITY
• GROUPTHINK
• ETHICAL BEHAVIOUR IN THE WORKPLACE
• GROUPS AND TEAMS – HOW DO THEY DIFFER?
• TYPES OF TEAMS IN ORGANISATIONS
• CROSS-FUNCTIONAL TEAMS
• SELF-MANAGED WORK TEAMS (SMWT)
• PROBLEM-SOLVING TEAMS
• VIRTUAL TEAMS
• MANAGEMENT TEAMS
• SPOTLIGHT ON SKILLS
• TEAM ROLES
• BUILDING YOUR EMPLOYABILITY SKILLS
• Team Building
• Guidance
• Source
• CHARACTERISTICS OF HIGH-PERFORMING WORK TEAMS
• TEAM EFFECTIVENESS
• Teamwork at Madame Chu’s: A Case of Too Many Cooks?
• MANAGERIAL TAKEAWAYS
• CHAPTER REVIEW QUESTIONS
• FURTHER READING
• USEFUL WEBSITES
• 8 MANAGEMENT CONTROL, POWER AND AUTHORITY
• LEARNING OUTCOMES
• BY THE END OF THIS CHAPTER YOU SHOULD BE ABLE TO:
• THIS CHAPTER DISCUSSES …
• IN REALITY
• INTRODUCTION
• MANAGEMENT CONTROL
• CLASSICAL THEORISTS AND CONTROL
• BUILDING YOUR EMPLOYABILITY SKILLS
• MANAGEMENT CONTROL …
• CONTROL AND RESISTANCE
• BUILDING YOUR EMPLOYABILITY SKILLS
• Exercising Managerial Control
• IMPACT OF TECHNOLOGY ON BEHAVIOUR
• POWER IN ORGANISATIONS
• WHAT IS POWER?
• BUILDING YOUR EMPLOYABILITY SKILLS
• Powerful Leaders
• WHERE DOES POWER COME FROM?
• HOW IS POWER USED?
• POWER AND THE EMPLOYMENT RELATIONSHIP
• POWER PATHWAYS
• EMPOWERMENT
• Control or Empowerment?
• AUTHORITY AND LEADERSHIP
• POWER, POLITICS AND ETHICAL BEHAVIOUR
• Power, Control and Ethics at Amazon
• SPOTLIGHT ON SKILLS
• ORGANISATIONAL POLITICS
• Legitimate political tactics
• Illegitimate political tactics
• MANAGERIAL TAKEAWAYS
• CHAPTER REVIEW QUESTIONS
• FURTHER READING
• USEFUL WEBSITES
• 9 MANAGING HEALTHY WORKPLACES
• LEARNING OUTCOMES
• BY THE END OF THIS CHAPTER, YOU SHOULD BE ABLE TO:
• THIS CHAPTER DISCUSSES …
• INTRODUCTION
• WELL-BEING IN THE WORKPLACE
• THE MODEL OF AFFECTIVE WELL-BEING
• WORKPLACE STRESS
• IMPACT OF TECHNOLOGY ON BEHAVIOUR
• HOW BIG AN ISSUE IS STRESS?
• BURNOUT – THE END STATE OF STRESS
• The ‘Always On’ Culture and Employee Well-Being
• COGNITIVE FACTORS IN STRESS
• COPING WITH STRESS
• BUILDING YOUR EMPLOYABILITY SKILLS
• Coping with Stress
• BUILDING YOUR EMPLOYABILITY SKILLS
• Your coping strategies
• STRATEGIES FOR MANAGING EMOTIONS ASSOCIATED WITH STRESS
• BUILDING YOUR EMPLOYABILITY SKILLS
• Learning to reappraise your emotional reaction to negative events
• WORK-RELATED CAUSES OF STRESS
• JOB INSECURITY
• ETHICAL BEHAVIOUR IN THE WORKPLACE
• THE JOB DEMANDS–RESOURCES (JD-R) MODEL
• IN REALITY
• INTERPERSONAL RELATIONSHIPS AND WORKPLACE WELLBEING
• THE MOVE TOWARDS A POSITIVE OCCUPATIONAL HEALTH PSYCHOLOGY
• WORK ENGAGEMENT
• POSITIVE PSYCHOLOGY INTERVENTIONS
• RESILIENCE
• RESILIENCE IN THE WORKPLACE
• STRATEGIES TO ENHANCE INDIVIDUAL RESILIENCE IN THE WORKPLACE
• The Vulnerable Heroes of the Pandemic
• MANAGERIAL TAKEAWAYS
• CHAPTER REVIEW QUESTIONS
• FURTHER READING
• USEFUL WEBSITES
• 10 MANAGING DIVERSITY
• LEARNING OUTCOMES
• AFTER READING THIS CHAPTER, YOU SHOULD BE ABLE TO:
• THIS CHAPTER DISCUSSES…
• INTRODUCTION
• WHAT IS DIVERSITY?
• DRIVERS OF DIVERSITY IN THE WORKPLACE
• MANAGING DIVERSITY IN ORGANISATIONS
• BUILDING YOUR EMPLOYABILITY SKILLS
• Building Inclusive Teams
• EQUAL EMPLOYMENT OPPORTUNITIES
• DIVERSITY MANAGEMENT PROGRAMMES
• BENEFITS OF MANAGING A DIVERSE WORKFORCE
• BUILDING YOUR EMPLOYABILITY SKILLS
• Women in the Workforce
• INDIVIDUAL-LEVEL OUTCOMES
• IMPACT OF TECHNOLOGY ON BEHAVIOUR
• 3 ways AI can support gender equality at work
• BARRIERS TO INCLUSIVE WORKPLACE MANAGEMENT
• IN REALITY
• EXAMPLES OF DISCRIMINATION AT WORK
• Gender Quotas
• OTHER STRUCTURAL BARRIERS TO DIVERSITY AT WORK
• POWER STRUGGLES
• LACK OF STRUCTURAL INTEGRATION
• COMMUNICATION ISSUES
• SPECIFIC MEASURES TO MANAGE DIVERSITY IN ORGANISATIONS
• Gender Discrimination
• EQUALITY LEGISLATION IN EMPLOYMENT
• SPOTLIGHT ON SKILLS
• ETHICAL BEHAVIOUR IN THE WORKPLACE
• Abercrombie’s Classic American Look
• MANAGERIAL TAKEAWAYS
• CHAPTER REVIEW QUESTIONS
• FURTHER READING
• USEFUL WEBSITES
• OVERVIEW
• PART 3 ORGANISATIONAL PROCESSES
• 11 ORGANISATIONAL SOCIALISATION
• LEARNING OUTCOMES
• BY THE END OF THIS CHAPTER YOU WILL BE ABLE TO:
• THIS CHAPTER DISCUSSES…
• INTRODUCTION
• WHAT IS ORGANISATIONAL SOCIALISATION?
• BUILDING YOUR EMPLOYABILITY SKILLS
• First Week at Work
• THE PROCESS OF ORGANISATIONAL SOCIALISATION
• IMPACT OF TECHNOLOGY ON BEHAVIOUR
• GOALS AND OUTCOMES OF ORGANISATIONAL SOCIALISATION
• BUILDING YOUR EMPLOYABILITY SKILLS
• Learning from Others
• INDIVIDUAL OUTCOMES
• ETHICAL BEHAVIOUR IN THE WORKPLACE
• ORGANISATIONAL OUTCOMES
• THE ORGANISATION’S ROLE IN THE SOCIALISATION PROCESS
• IN REALITY
• THE NEW EMPLOYEE’S ROLE IN THE SOCIALISATION PROCESS
• SOURCES OF INFORMATION
• Twitter’s ‘Yes To Desk’ Onboarding Programme
• INDIVIDUAL-LEVEL INFORMATION SOURCES
• GROUP-LEVEL INFORMATION SOURCES
• ORGANISATION-LEVEL INFORMATION SOURCES
• Designing a Graduate Programme
• SPOTLIGHT ON SKILLS
• MANAGERIAL TAKEAWAYS
• CHAPTER REVIEW QUESTIONS
• FURTHER READING
• USEFUL WEBSITES
• 12 ORGANISATIONAL CULTURE
• LEARNING OUTCOMES
• BY THE END OF THIS CHAPTER YOU SHOULD BE ABLE TO:
• THIS CHAPTER DISCUSSES…
• INTRODUCTION
• IN REALITY
• WHAT IS ORGANISATIONAL CULTURE?
• IMPACT OF TECHNOLOGY ON BEHAVIOUR
• ORGANISATIONAL CULTURE AND ORGANISATIONAL CLIMATE: DIFFERENT OR THE SAME?
• SCHEIN’S MODEL OF CULTURE
• ETHICAL BEHAVIOUR IN THE WORKPLACE
• LAYER 1: SURFACE LEVEL MANIFESTATIONS
• LAYER 2: ORGANISATION VALUES AND BELIEFS
• BUILDING YOUR EMPLOYABILITY SKILLS
• Measuring Culture in Organisations
• LAYER 3: BASIC ASSUMPTIONS
• HOW IS ORGANISATIONAL CULTURE FORMED?
• SOCIALISATION
• TYPES OF ORGANISATIONAL CULTURE
• SUBCULTURES
• What’s Really at the Core of Apple?
• FORMS OF ORGANISATIONAL CULTURE: THE COMPETING VALUES FRAMEWORK
• THE IMPACT OF ORGANISATIONAL CULTURE ON ORGANISATIONAL PERFORMANCE
• PROMOTING CREATIVITY AND INNOVATION THROUGH CULTURE
• SPOTLIGHT ON SKILLS
• CULTURE CHANGE
• APPROACHES TO CULTURE CHANGE
• EMPLOYEE RESPONSES TO CULTURAL CHANGE
• BUILDING YOUR EMPLOYABILITY SKILLS
• Checking your Culture in light of #MeToo
• NATIONAL AND INTERNATIONAL CULTURES
• CULTURE MANAGEMENT
• NEW APPROACHES TO MEASURING AND MANAGING ORGANISATIONAL CULTURE
• Encountering a Culture Clash
• MANAGERIAL TAKEAWAYS
• CHAPTER REVIEW QUESTIONS
• FURTHER READING
• USEFUL WEBSITES
• 13 MANAGING ORGANISATIONAL CHANGE
• LEARNING OUTCOMES
• BY THE END OF THIS CHAPTER YOU SHOULD BE ABLE TO:
• THIS CHAPTER DISCUSSES…
• IN REALITY
• INTRODUCTION
• THE NATURE OF ORGANISATIONAL CHANGE
• TYPES OF ORGANISATIONAL CHANGE
• LEVELS OF ORGANISATIONAL CHANGE
• CONTENT-DRIVEN CHANGE
• PROCESS-DRIVEN CHANGE
• FORCES FOR CHANGE
• THE MCKINSEY 7S FRAMEWORK
• THE PLANNED CHANGE PROCESS
• Changes in the Retail Sector
• LEWIN’S CHANGE MODEL
• BUILDING YOUR EMPLOYABILITY SKILLS
• Understanding Resistance to Change
• EMPLOYEE RESISTANCE TO CHANGE
• BUILDING YOUR EMPLOYABILITY SKILLS
• Resistance to Change
• IMPROVING EMPLOYEE REACTIONS TO CHANGE
• EDUCATION AND COMMUNICATION
• SPOTLIGHT ON SKILLS
• PARTICIPATION AND INVOLVEMENT
• NEGOTIATION AND AGREEMENT
• MANIPULATION AND CO-OPTATION
• SELECTING PEOPLE TO LEAD CHANGE
• EXPLICIT AND IMPLICIT COERCION
• LEARNING HOW EMPLOYEES RESPOND TO THE CHANGE
• LEADERSHIP AND ORGANISATIONAL CHANGE
• CHARACTERISTICS OF TRANSACTIONAL AND TRANSFORMATIONAL LEADERS
• Transactional leader
• Transformational leader
• IMPACT OF TECHNOLOGY ON BEHAVIOUR
• KOTTER’S CHANGE MODEL AND LEADERSHIP
• ORGANISATIONAL DEVELOPMENT
• ETHICAL BEHAVIOUR IN THE WORKPLACE
• DEFINING AND EXPLAINING ORGANISATIONAL DEVELOPMENT
• MANAGERIAL TAKEAWAYS
• Change at ChemCo
• CHAPTER REVIEW QUESTIONS
• FURTHER READING
• USEFUL WEBSITES
• 14 COMMUNICATION IN THE WORKPLACE
• LEARNING OUTCOMES
• BY THE END OF THIS CHAPTER YOU SHOULD BE ABLE TO:
• THIS CHAPTER DISCUSSES…
• INTRODUCTION
• IN REALITY
• WHAT PURPOSE DOES COMMUNICATION HAVE IN AN ORGANISATION?
• WHAT ARE ELEMENTS IN THE COMMUNICATION PROCESS?
• HOW IS INFORMATION TRANSMITTED?
• WHAT IS NOISE IN THE COMMUNICATION SYSTEM?
• INTERPERSONAL COMMUNICATION AND ACTIVE LISTENING
• COMMUNICATION CHANNELS
• FORMAL COMMUNICATION CHANNELS
• INFORMAL COMMUNICATION CHANNELS
• WHAT IS THE GRAPEVINE?
• QUASIFORMAL CHANNELS
• HOW DOES ORGANISATIONAL STRUCTURE AND DESIGN IMPACT ON COMMUNICATION?
• DOWNWARD COMMUNICATION
• UPWARD COMMUNICATION
• LATERAL COMMUNICATION
• BUILDING YOUR EMPLOYABILITY SKILLS
• Communication Strategy
• ARE THERE DIFFERENT TYPES OF COMMUNICATION?
• ORAL COMMUNICATION
• WRITTEN COMMUNICATION
• NON-VERBAL COMMUNICATION
• SPOTLIGHT ON SKILLS
• WHAT ARE THE BARRIERS TO EFFECTIVE COMMUNICATION?
• STRATEGIES FOR EFFECTIVE COMMUNICATION
• DO WE ALL HEAR THE SAME THING IN A MESSAGE?
• BUILDING YOUR EMPLOYABILITY SKILLS
• Communicating Using Technology
• HOW HAVE CHANGES IN TECHNOLOGY AFFECTED COMMUNICATION WITHIN AND BETWEEN ORGANISATIONS AND THEIR EMP
• IMPACT OF TECHNOLOGY ON BEHAVIOUR
• THE IMPACT OF SOCIAL MEDIA ON COMMUNICATION
• ETHICAL BEHAVIOUR IN THE WORKPLACE
• Authentic Communication in the 21st Century: The ‘Greta Thunberg’ Effect
• MEDIATED COMMUNICATION AND RELATIONAL QUALITY
• Communication in the Health Sector
• MANAGERIAL TAKEAWAYS
• CHAPTER REVIEW QUESTIONS
• FURTHER READING
• USEFUL WEBSITES
• OVERVIEW
• GLOSSARY
• BIBLIOGRAPHY
• INDEX