Examines individual, group, and organizational structure influences on behavior within organizations and the implications for organizational effectiveness: decision making, business ethics, job related attitudes, personality and values, perception, motivation, leadership, communications, power and politics, conflict, organizational structure, and culture topics.
Never before have strategic leaders been confronted with so much overwhelming change. …
Never before have strategic leaders been confronted with so much overwhelming change. The traditional approach is to teach the leader or leaders how to direct or control the organizations’ reaction on a monthly, weekly, or even daily basis. This approach is stressful and overwhelming for executive leaders, makes middle managers feel torn between honoring their senior leaders and listening to the demands of front line employees, and is alienating for front line employees.
Focusing on Organizational Change offers an alternative to the traditional approach by focusing on building the change capacity of the entire organization in anticipation of future pressures to change. Based on systematic research of more than 5,000 respondents working within more than 200 organization or organizational units conducted during the previous decade, this book offers a clear and proven method for diagnosing your organizational change capacity. While building organizational change capacity is not fast or easy, it is essential for effective leadership and organizational survival in the 21st century.
Table of Contents Chapter 1: The Strategic Leader's New Mandate Chapter 2: What Is Organizational Capacity for Change? Chapter 3: OCC Dimension 1: Trustworthy Leadership Chapter 4: OCC Dimension 2: Trusting Followers Chapter 5: OCC Dimension 3: Capable Champions Chapter 6: OCC Dimension 4: Involved Midmanagement Chapter 7: OCC Dimension 5: Systems Thinking Chapter 8: OCC Dimension 6: Communication Systems Chapter 9: OCC Dimension 7: Accountable Culture Chapter 10: OCC Dimension 8: Innovative Culture Chapter 11: The Big Picture
Organizational Behavior bridges the gap between theory and practice with a distinct …
Organizational Behavior bridges the gap between theory and practice with a distinct "experiential" approach.
On average, a worker in the USA will change jobs 10 times in 20 years. In order to succeed in this type of career situation, individuals need to be armed with the tools necessary to be life-long learners. To that end, this book is not be about giving students all the answers to every situation they may encounter when they start their first job or as they continue up the career ladder. Instead, this book gives students the vocabulary, framework, and critical thinking skills necessary to diagnose situations, ask tough questions, evaluate the answers received, and to act in an effective and ethical manner regardless of situational characteristics.
This OpenStax resource aligns to introductory courses in Organizational Behavior. The text …
This OpenStax resource aligns to introductory courses in Organizational Behavior. The text presents the theory, concepts, and applications with particular emphasis on the impact that individuals and groups can have on organizational performance and culture. An array of recurring features engages students in entrepreneurial thinking, managing change, using tools/technology, and responsible management; furthermore, the unique chapter on Social Media and Communication contextualizes the importance and implications of various platforms and communications methods.
This book was created for MGMT805, Organizational Behavior course. This course is …
This book was created for MGMT805, Organizational Behavior course. This course is the first in the MS Management Program at Granite State College and a requirement or elective of other graduate programs at the college. This book is licensed under CY BY-SA 4.0.
Table of Contents: I. Section 1: Introduction to Organizational Behavior II. Section 2: Social Diversity in the Workplace III. Section 3: Ethics in Business IV. Section 4: Individual Personalities and Behaviors V. Section 5: Organizational Culture VI. Section 6: Motivation in the Workplace VII. Section 7: Managing Stress and Emotions VIII. Section 8: Communication in the Workplace IX. Section 9: Group Dynamics X. Section 10: Managing Groups and Teams XI. Section 11: Conflict and Negotiation XII. Section 12: Making Decisions XIII. Section 13: Leadership XIV. Section 14: Organizational Structure XV. Section 15: Organizational Change
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