Efnisyfirlit

• Title Page
• Copyright Page
• Preface to the second edition
• Contents
• Introduction
• 1 Individual and organisation
• 1.1 Behaviour and motivation
• 1.2 Abilities and competences
• 1.3 Personality
• 1.4 Attitudes
• 1.5 The relationship between individual and organisation
• 1.6 Commitment
• 1.7 Job satisfaction
• 1.8 Equitability
• 1.9 Changing relationships
• Tips for managers
• Summary
• Assignments
• 2 Integration and motivation
• 2.1 Recruitment and selection
• 2.2 Integration
• 2.3 Methods of integration
• 2.4 Motivation
• 2.5 Effects of motivation
• 2.6 Intrinsic and extrinsic motivation: conclusions
• 2.7 Retaining people in an organisation
• Tips for managers
• Summary
• Assignments
• 3 Groups in organisations
• 3.1 The group concept
• 3.2 The organisation as a collection of groups
• 3.3 Types of groups in organisations
• 3.4 Functions of groups
• 3.5 The group as a social environment
• 3.6 Phases in group development
• 3.7 Structural characteristics of groups
• 3.8 Relationships between groups
• 3.9 Improving relationships between groups
• Tips for managers
• Summary
• Assignments
• 4 Collaboration and decision-making in groups
• 4.1 Effective collaboration in groups
• 4.2 Process losses in executive groups
• 4.3 Optimising group performance
• 4.4 Effective decision-making in groups
• 4.5 Advantages and disadvantages of a group approach
• 4.6 Criteria for effective decision-making in a group context
• 4.7 Process losses in decision-making
• 4.8 Improving decision-making in groups
• 4.9 Leadership in decision-making
• 4.10 Collaboration and consultation in self-managing and virtual teams
• Tips for managers
• Summary
• Assignments
• 5 Communication in organisations
• 5.1 Communication
• 5.2 The communication process
• 5.3 Aspects of communication
• 5.4 Communication in organisations
• 5.5 Impediments to communication
• 5.6 Problems in formal communication
• 5.7 Improving communication
• Tips for managers
• Summary
• Assignments
• 6 Power and leadership
• 6.1 Power and influence
• 6.2 Sources of power
• 6.3 Use of power
• 6.4 Effects of use of power
• 6.5 Use of power for political purposes
• 6.6 Abuse of power
• 6.7 Leadership in organisations
• 6.8 Leadership and effectiveness
• 6.9 Improving leadership
• 6.10 Influence of leadership
• Tips for managers
• Summary
• Assignments
• 7 Organisational structure
• 7.1 Creating structure
• 7.2 Distribution of labour
• 7.3 Functional division
• 7.4 Coordination of activities
• 7.5 Grouping activities
• 7.6 Responsibilities and relationships
• 7.7 Additional forms of authority and mutual relationships
• 7.8 Designing communication channels
• 7.9 Organic and mechanistic structures
• 7.10 Developments in structural design
• 7.11 Design questions
• Tips for managers
• Summary
• Assignments
• 8 Organisational culture
• 8.1 The concept of culture
• 8.2 Organisational culture
• 8.3 Types of organisational culture
• 8.4 Organisational culture and effectiveness
• 8.5 Establishing the culture of organisations
• 8.6 The development of organisational culture
• 8.7 Transmitting organisational culture
• 8.8 Organisational culture and nationality
• 8.9 Cultural bias
• 8.10 Changing the organisational culture
• Tips for managers
• Summary
• Assignments
• 9 Decision-making in organisations
• 9.1 Characteristics of problems
• 9.2 Areas of decision-making in organisations
• 9.3 Problems in decision-making
• 9.4 Impediments to decision-making
• 9.5 Decision-making models
• 9.6 Strategic decision-making
• 9.7 Model for strategy formulation
• 9.8 Organizing strategic decision-making
• Tips for managers
• Summary
• Assignments
• 10 Stress and conflict
• 10.1 Psychological load
• 10.2 Work-related causes of stress and burn-out
• 10.3 Person-related causes of stress and burn-out
• 10.4 Preventing or combating stress and burn-out
• 10.5 Physical load
• 10.6 Reducing the physical load
• 10.7 Conflicts at work
• 10.8 Conflict management
• 10.9 Conditions that influence conflict management
• 10.10 Escalation of conflicts
• 10.11 Organisational intervention in conflict resolution
• Tips for managers
• Summary
• Assignments
• 11 Organisational change
• 11.1 Necessity for change
• 11.2 Causes of change
• 11.3 Deciding to change
• 11.4 Planned organisational change
• 11.5 Types of change
• 11.6 Two approaches to planned change
• 11.7 Impediments to the change process
• 11.8 The role of management in change processes
• 11.9 Creating a structure for handling change
• 11.10 Reducing resistance and increasing support
• Tips for managers
• Summary
• Assignments
• Integral case
• Bibliography
• About the authors
• Index
• Illustration acknowledgement