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Organisational behaviour (Record no. 4438)

MARC details
000 -LEADER
fixed length control field	05587nam a22002297a 4500
005 - DATE AND TIME OF LATEST TRANSACTION
control field	20221214152249.0
008 - FIXED-LENGTH DATA ELEMENTS--GENERAL INFORMATION
fixed length control field	221214b \|\|\|\|\| \|\|\|\| 00\| 0 eng d
020 ## - INTERNATIONAL STANDARD BOOK NUMBER
International Standard Book Number	9789001898953
082 ## - DEWEY DECIMAL CLASSIFICATION NUMBER
Classification number	302.35
Item number	ALB
100 ## - MAIN ENTRY--PERSONAL NAME
Personal name	Alblas, Gert
245 ## - TITLE STATEMENT
Title	Organisational behaviour
250 ## - EDITION STATEMENT
Edition statement	2nd
260 ## - PUBLICATION, DISTRIBUTION, ETC. (IMPRINT)
Name of publisher, distributor, etc.	Routledge
Place of publication, distribution, etc.	Netherlands
Date of publication, distribution, etc.	2021
300 ## - PHYSICAL DESCRIPTION
Extent	458 p.
365 ## - TRADE PRICE
Price type code	GBP
Price amount	64.99
504 ## - BIBLIOGRAPHY, ETC. NOTE
Bibliography, etc. note	Table of Contents<br/>Introduction<br/><br/>1 Individual and organisation<br/><br/>1.1 Behaviour and motivation<br/><br/>1.2 Abilities and competences<br/><br/>1.3 Personality<br/><br/>1.4 Attitudes<br/><br/>1.5 The relationship between individual and organisation<br/><br/>1.6 Commitment<br/><br/>1.7 Job satisfaction<br/><br/>1.8 Equitability<br/><br/>1.9 Changing relationships<br/><br/>2 Integration and motivation<br/><br/>2.1 Recruitment and selection<br/><br/>2.2 Integration<br/><br/>2.3 Methods of integration<br/><br/>2.4 Motivation<br/><br/>2.5 Effects of motivation<br/><br/>2.6 Intrinsic and extrinsic motivation: conclusions<br/><br/>2.7 Retaining people in an organisation<br/><br/>3 Groups in organisations<br/><br/>3.1 The group concept<br/><br/>3.2 The organisation as a collection of groups<br/><br/>3.3 Types of groups in organisations<br/><br/>3.4 Functions of groups<br/><br/>3.5 The group as a social environment<br/><br/>3.6 Phases in group development<br/><br/>3.7 Structural characteristics of groups<br/><br/>3.8 Relationships between groups<br/><br/>3.9 Improving relationships between groups<br/><br/>4 Collaboration and decision-making in groups<br/><br/>4.1 Effective collaboration in groups<br/><br/>4.2 Process losses in executive groups<br/><br/>4.3 Optimising group performance<br/><br/>4.4 Effective decision-making in groups<br/><br/>4.5 Advantages and disadvantages of a group approach<br/><br/>4.6 Criteria for effective decision-making<br/><br/>in a group context<br/><br/>4.7 Process losses in decision-making<br/><br/>4.8 Improving decision-making in groups<br/><br/>4.9 Leadership in decision-making<br/><br/>4.10 Collaboration and consultation in self-managing and virtual teams<br/><br/>5 Communication in organisations<br/><br/>5.1 Communication<br/><br/>5.2 The communication process<br/><br/>5.3 Aspects of communication<br/><br/>5.4 Communication in organisations<br/><br/>5.5 Impediments to communication<br/><br/>5.6 Problems in formal communication<br/><br/>5.7 Improving communication<br/><br/>6 Power and leadership<br/><br/>6.1 Power and influence<br/><br/>6.2 Sources of power<br/><br/>6.3 Use of power<br/><br/>6.4 Effects of use of power<br/><br/>6.5 Use of power for political purposes<br/><br/>6.6 Abuse of power<br/><br/>6.7 Leadership in organisations<br/><br/>6.8 Leadership and effectiveness<br/><br/>6.9 Improving leadership<br/><br/>6.10 Influence of leadership<br/><br/>7 Organisational structure<br/><br/>7.1 Creating structure<br/><br/>7.2 Distribution of labour<br/><br/>7.3 Functional division<br/><br/>7.4 Coordination of activities<br/><br/>7.5 Grouping activities<br/><br/>7.6 Responsibilities and relationships<br/><br/>7.7 Additional forms of authority and mutual relationships<br/><br/>7.8 Designing communication channels<br/><br/>7.9 Organic and mechanistic structures<br/><br/>7.10 Developments in structural design<br/><br/>7.11 Design questions<br/><br/>8 Organisational culture<br/><br/>8.1 The concept of culture<br/><br/>8.2 Organisational culture<br/><br/>8.3 Types of organisational culture<br/><br/>8.4 Organisational culture and effectiveness<br/><br/>8.5 Establishing the culture of organisations<br/><br/>8.6 The development of organisational culture<br/><br/>8.7 Transmitting organisational culture<br/><br/>8.8 Organisational culture and nationality<br/><br/>8.9 Cultural bias<br/><br/>8.10 Changing the organisational culture<br/><br/>9 Decision-making in<br/><br/>organisations<br/><br/>9.1 Characteristics of problems<br/><br/>9.2 Areas of decision-making in organisations<br/><br/>9.3 Problems in decision-making<br/><br/>9.4 Impediments to decision-making<br/><br/>9.5 Decision-making models<br/><br/>9.6 Strategic decision-making<br/><br/>9.7 Model for strategy formulation<br/><br/>9.8 Organizing strategic decision-making<br/><br/>10 Stress and conflict<br/><br/>10.1 Psychological load<br/><br/>10.2 Work-related causes of stress and burn-out<br/><br/>10.3 Person-related causes of stress and burn-out<br/><br/>10.4 Preventing or combating stress and burn-out<br/><br/>10.5 Physical load<br/><br/>10.6 Reducing the physical load<br/><br/>10.7 Conflicts at work<br/><br/>10.8 Conflict management<br/><br/>10.9 Conditions that influence conflict management<br/><br/>10.10 Escalation of conflicts<br/><br/>10.11 Organisational intervention in conflict resolution<br/><br/>11 Organisational change<br/><br/>11.1 Necessity for change<br/><br/>11.2 Causes of change<br/><br/>11.3 Deciding to change<br/><br/>11.4 Planned organisational change<br/><br/>11.5 Types of change<br/><br/>11.6 Two approaches to planned change<br/><br/>11.7 Impediments to the change process<br/><br/>11.8 The role of management in change processes<br/><br/>11.9 Creating a structure for handling change<br/><br/>11.10 Reducing resistance and increasing support<br/><br/>Bibliography<br/><br/>About the authors<br/><br/>Index<br/><br/>Illustration acknowledgement
520 ## - SUMMARY, ETC.
Summary, etc.	For many years, Organisational Behaviour has been the number one introduction into organisational psychology. Alblas and Wijsman offer an inspirational description of the behaviour of people in organisation and offer explanations for these behaviours.<br/><br/>Moreover, the authors indicate how this knowledge can be put to use in managing an organisation. This makes Organisational Behaviour a suitable work for a vast range of courses in higher economic, technical, and social education alike.<br/><br/>The inclusion of newspaper and online articles in this addition clearly illustrates its applicability in practice.<br/><br/>Its clear use of language, comprehensive summaries, case histories with evaluation assignments, and practice tests on the accompanying website make this book a very suitable tool for self-study.
650 ## - SUBJECT ADDED ENTRY--TOPICAL TERM
Topical term or geographic name as entry element	Organizational behavior
650 ## - SUBJECT ADDED ENTRY--TOPICAL TERM
Topical term or geographic name as entry element	Corporate culture
700 ## - ADDED ENTRY--PERSONAL NAME
Personal name	Wijsman, Ella
942 ## - ADDED ENTRY ELEMENTS (KOHA)
Source of classification or shelving scheme	Dewey Decimal Classification
Koha item type	Book

Holdings
Withdrawn status	Lost status	Source of classification or shelving scheme	Damaged status	Not for loan	Collection code	Bill No	Bill Date	Home library	Current library	Shelving location	Date acquired	Source of acquisition	Cost, normal purchase price	Total Checkouts	Full call number	Accession Number	Date last seen	Date checked out	Copy number	Cost, replacement price	Price effective from	Koha item type
		Dewey Decimal Classification			Human Resource and Organization Behvaiour	IB/IN/775	22-11-2022	Indian Institute of Management LRC	Indian Institute of Management LRC	General Stacks	12/14/2022	International Book Centre	4187.63	1	302.35 ALB	003970	07/05/2023	06/17/2023	1	6369.02	12/14/2022	Book