Brand
Organizational Behaviour
Stephen P. Robbins
San Diego State University
Timothy A. Judge
University of Florida
Timothy T. Campbell
University of Dubai .
Financial Times Prentice Hall is an imprint of
Harlow, England • London • New York • Boston • San Francisco • Toronto • Sydney • Singapore • Hong Kong Tokyo • Seoul • Taipei • New Delhi • Cape Town • Madrid • Mexico City • Amsterdam • Munich • Paris • Milan
Contents
Preface Guided Tour Acknowledgements Publisher's acknowledgements
XXI
xxiii' xxvi xxvii
Chapter 1 What is organizational behaviour?
The importance of interpersonal skills What managers do Management functions Management roles Management skills Effective versus successful managerial activities A review of the manager's job Enter organizational behaviour Complementing intuition with systematic study Disciplines that contribute to the OB field Psychology Social psychology
Sociology
Anthropology There are few absolutes in OB Challenges and opportunities for OB Responding to globalisation Managing workforce diversity Improving quality and productivity Improving customer service Improving people skills Stimulating innovation and change Coping with 'temporariness' Working in networked organizations Helping employees balance work-life conflicts Creating a positive work environment Improving ethical behaviour Coming attractions: developing an OB model An overview The dependent variables The independent variables Toward a contingency OB model Global implications
3 4 4 4 6 6 7 7 8 10 10 10 11 11 12 13 13 14 15 16 17 17 17 18 18 18 19 20 20 20 23 24 25
viii
CONTENTS Summary and implications for managers Questions for review Experiential exercise Ethical dilemma Case incident 1 Case incident 2 A great place to work Rage and violence in the workplace Self-assessment library How much do I know about organizational behaviour? Myth or Science? 'Preconceived notions versus substantive evidence' OB in the news Other
Stephen P. Robbins
San Diego State University
Timothy A. Judge
University of Florida
Timothy T. Campbell
University of Dubai .
Financial Times Prentice Hall is an imprint of
Harlow, England • London • New York • Boston • San Francisco • Toronto • Sydney • Singapore • Hong Kong Tokyo • Seoul • Taipei • New Delhi • Cape Town • Madrid • Mexico City • Amsterdam • Munich • Paris • Milan
Contents
Preface Guided Tour Acknowledgements Publisher's acknowledgements
XXI
xxiii' xxvi xxvii
Chapter 1 What is organizational behaviour?
The importance of interpersonal skills What managers do Management functions Management roles Management skills Effective versus successful managerial activities A review of the manager's job Enter organizational behaviour Complementing intuition with systematic study Disciplines that contribute to the OB field Psychology Social psychology
Sociology
Anthropology There are few absolutes in OB Challenges and opportunities for OB Responding to globalisation Managing workforce diversity Improving quality and productivity Improving customer service Improving people skills Stimulating innovation and change Coping with 'temporariness' Working in networked organizations Helping employees balance work-life conflicts Creating a positive work environment Improving ethical behaviour Coming attractions: developing an OB model An overview The dependent variables The independent variables Toward a contingency OB model Global implications
3 4 4 4 6 6 7 7 8 10 10 10 11 11 12 13 13 14 15 16 17 17 17 18 18 18 19 20 20 20 23 24 25
viii
CONTENTS Summary and implications for managers Questions for review Experiential exercise Ethical dilemma Case incident 1 Case incident 2 A great place to work Rage and violence in the workplace Self-assessment library How much do I know about organizational behaviour? Myth or Science? 'Preconceived notions versus substantive evidence' OB in the news Other