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Organization Dynamics and Human Behavior: Just the Facts provides an approach to the examination and application of organizational theories aimed at developing a conceptual framework for the understanding and analysis of human behavior in complex organizations. It provides an understanding of individuals, interpersonal, group, team, and organizational dynamics and interaction on organizational functions, productivity, and culture. Part I of this book examines theories and theorists. Part II looks at human behavior: individuals and groups, and Part III covers organizational dynamics. The contents of this book were designed by Dr. Shuler to teach a masters level course in organizational dynamics and human behavior at a major state university. This book is also designed so that anyone can use it for self-instruction in these areas, since only the facts are presented. This is the fourth book in a series of "Just the Facts" books by Dr. Shuler.
Organizational Behavior and Change, 2e provides the reader with a contemporary, real-time, and conceptual approach to understanding organizational change through a concise presentation of current organizational behavior and models. The theme of planned change is integrated with classical organizational behavior topics throughout the text. A major premise of the book is that organizations and individuals must understand and use consultative perspectives on change in order to meet their goals.
Clear, concise, and written by experts currently lecturing in the field, Organizational Behaviour focuses exclusively on what you need to know for success in your business course and today's global economy. The text brings together a vast range of ideas, models, and concepts on organizational behaviour from an array of fields, such as psychology, sociology, history, economics, and politics. This information is presented in bite-sized, digestible pieces to create an accessible and engaging style that makes it the perfect text for introductory courses covering organizations. Key features include: a clear and thought-provoking introduction to organizational behaviour relevant, cutting-edge case studies with global focus hot topics such as eOrganizations, ethics, and diversity, keeping you up-to-date with current business thinking further reading, summaries, activities, key theme boxes, and review questions to help reinforce your understanding This textbook will be a valuable resource for students of business and management studies, organization studies, psychology, and sociology.
Decisions in businesses and organizations are too often based on fads, fashions and the success stories of famous CEOs. At the same time, traditional models and new cutting-edge solutions often fail to deliver on what they promise. This situation leaves managers, business leaders, consultants and policymakers with a profound challenge: how can we stay away from trends and quick fixes, and instead use valid and reliable evidence to support the organization? In response to this problem, evidence-based management has evolved with the goal of improving the quality of decision-making by using critically evaluated evidence from multiple sources - organizational data, professional expertise, stakeholder values and scientific literature. This book sets out and explains the specific skills needed to gather, understand and use evidence to make better-informed organizational decisions. Evidence-Based Management is a comprehensive guide that provides current and future managers, consultants and organizational leaders with the knowledge and practical skills to improve the quality and outcome of their decision-making. Online resources include case studies, exercises, lecture slides and further reading.
Handbook on the Temporal Dynamics of Organizational Behavior is designed to help scholars begin to address the temporal shortcomings in the extant organizational behavior literature. The handbook provides conceptual and methodological reasons to study organizational behavior from a dynamic perspective and offers new conceptual and theoretical insights on some of the most popular organizational behavior topics. Unlike many other handbooks, this one provides methodological and analytical tools, including syntax and example data files, to help researchers tackle dynamic research questions effectively.
Recognizing and responding to change is the oxygen of life for an organization, and leadership is fundamentally about focusing organizations on these new realities. Leadership and Change Management provides the reader with a practical, real-world understanding of several dimensions of leadership that are usually neglected in management textbooks, such as the nature of new realities and how managers can improve their insight into them, and how leaders can identify and overcome resistance to change. Drawing on a wide range of insightful, global real-life case studies to capture the imagination, the topics covered include critical systems thinking, philosophies of leadership, group dynamics, authority, ethics, personal character and the psychology of leadership. This comprehensive text will be of interest to anyone looking for a more thoughtful engagement with the key issues in leadership and change management.
An introduction to the use of computer simulation in studying organizational behavior.
This book introduces the reader to terms and concepts that are necessary to understand OB and their application to modern organizations. It also offers sufficient grounding in the field that enables the reader to read scholarly publications such as HR, CMR, and AMJ. This edition features new material on emotional intelligence, knowledge management, group dynamics, virtual teams, organizational change, and organizational structure.
Our goal with this 13th Edition is to keep this first mainline organizational behavior text up-todate with the latest and relevant theory building, basic and applied research, and the best-practice applications. We give special recognition of this scientific foundation by our subtitle - An Evidence-Based Approach. As emphasized in the introductory chapter, the time has come to help narrow the theory/research—effective application/practice gap. This has been the mission from the beginning of this text. As “hard evidence” for this theory/research based text, we can say unequivocally that no other organizational behavior text has close to the number of footnote references. For example, whereas a few texts may have up to 40 or even 50 references for a few chapters, all the chapters of this text average more than twice that amount. This edition continues the tradition by incorporating recent breakthrough research to provide and add to the evidence on the theories and techniques presented throughout. Two distinguishing features that no other organizational behavior textbook can claim are the following: 1) We are committed at this stage of development of the field of OB to a comprehensive theoretical framework to structure our text. Instead of the typical potpourri of chapters and topics, there is now the opportunity to have a sound conceptual framework to present our now credible (evidence-based) body of knowledge. We use the widely recognized, very comprehensive social cognitive theory to structure this text. We present the background and theory building of this framework in the introductory chapter and also provide a specific model (Figure 1.5) that fits in all 14 chapters. Importantly, the logic of this conceptual framework requires two chapters not found in other texts and the rearrangement and combination of several others. For example, in the opening organizational context part there is Chapter 4, “Reward Systems,” and in the cognitive processes second part, Chapter 7, “Positive Organizational Behavior and Psychological Capital,” that no other text contains. 2) The second unique feature reflects our continuing basic research program over the years. Chapter 7 contains our most recent work on what we have termed “Positive Organizational Behavior” and “Psychological Capital” (or PsyCap). [The three of us introduced the term “Psychological Capital” in our joint article in 2004]. To meet the inclusion criteria (positive; theory and research based; valid measurement; open to development; and manage for performance improvement), for the first time the topics of optimism, hope, happiness/subjective well-being, resiliency, emotional intelligence, selfefficacy, and our overall core construct of psychological capital have been given chapter status. Just as real-world management can no longer afford to evolve slowly, neither can the academic side of the field. With the uncertain, very turbulent environment most organizations face today, drastically new ideas, approaches, and techniques are needed both in the practice of management and in the way we study and apply the field of organizational behavior. This text mirrors these needed changes. Social Cognitive Conceptual Framework. The book contains 14 chapters in four major parts. Social cognitive theory explains organizational behavior in terms of both environmental, contextual events and internal cognitive factors, as well as the dynamics and outcomes of the organizational behavior itself. Thus, Part One provides the evidence-based and organizational context for the study and application of organizational behavior.