Organizational behaviour

Rollinson, Broadfield, and Edwards, Organizational Behaviour and Analysis (Addison Wesley, 1998)... 

Supporting the mentee through organizational and personal change - for the mentee, this can be a difficult and even painful experience involving the discarding of many well-established mindsets and behaviours a mentor s support is very much needed to maintain direction and motivation. 

The first main challenge is to prevent persistent and harmful employee conflicts - that is, the balance between diversity and similarity (or organizational norms ) can in some cases lean too far toward diversity. This implies that the differences in perspectives, behaviours and work concepts become dysfunctional and lead to culture clashes (Loden and Rosener, 1991). The manifestation of these involves misunderstandings, feelings of threat... 

Organizational cultures are influenced by many factors, such as the vision of fhe founder, the economic and market environment, technology and organizational structure (Handy, 1993). Another factor that impacts on organizational culture is national culture (Schneider and Barsoux, 1997). Leaving aside for a momenf individual differences, every nation is fhought to hold a set of beliefs, values and behaviours fhaf are considered unique to them. These determine how people do things both at work and in their personal lives. 

Next there is the manager who epitomizes the kind of behaviour that has given organizational politics a bad name. These managers are the clever foxes . They are highly politically aware, but use their awareness to fulfil the needs of their ego - for example, to dominate others, to win, to be seen as successful, to expand their empire . 

The basis of managers and leaders power, authority and influence, on the one hand, and the reasons people have for complying or following on the other, have been extensively explored by writers and researchers on organizational behaviour, and there many books available on the subject. The focus here, by contrast, is on the basis of your personal power eind how you can develop smd use it. 

Majack RA (1987) Beta-type transforming growth factor specifies organizational behaviour in vascular smooth muscle cell cultures. J Cell Biol 105 465-471... 

Buchanan, D. and Huczynski, A. (2004). Organizational Behaviour (5th edn). London Prentice Hall/Financial Times. 

Hackman, J. R. and Oldham, G. (1976). Motivation through the design of work Test of a theory. Organizational Behaviour and Human Performance 16 250-79. 

Jamal, M. (1990). Relationship of job stress and type A behaviour to employee s job satisfaction, organizational committment, psychosomatic health problems and turnover motivation. Human Relations 43 727-38. 

Kushnir, T. and Melamed, S. (1991). Workload, perceived control and psychological distress in type A/B industrial workers. Journal of Organizational Behaviour 12 155-68. 

Leiter, M. P. and Maslach, C. (1988). The impact of interpersonal environment on burnout and organizational committment. Journal of Organizational Behaviour 9 297-308. 

Moyle, P. (1995). The role of negative affectivity in the stress process Tests of alternative models. Journal of Organizational Behaviour 16 647-68. 

Organ, D. W. (1988). Organizational Citizenship Behaviour The Good Soldier Syndrome. Lexington, MA Lexington Books. 

Robbins, S. P. (1998). Organizational Behaviour Concepts, Controversies, Applications (8th edn). Upper Saddle River, NJ Prentice-Hall. 

This book is presented in three parts. Part 1 (Chapters 1 and 2) provides an introduction to and overview of stress in the occupational context, and its causes and consequences. A cognitive behavioural model of occupational stress based on Aaron T. Beck s seminal work on the subject (Beck 1984) is developed. Part 2 (Chapters 3-8) introduces the standard cognitive behavioural therapy (CBT) approach to assessment, formulation and the primary, secondary and tertiary interventions for treating occupational stress. While the main focus of this section is on individual CBT interventions, a chapter on organizational interventions has also been included, as an acknowledgement of the importance of primary level interventions. Case illustrations of the standard CBT approach are presented in Chapters 9, 10 and 11. It should be noted that the names and some of the details presented in all the case illustrations have of course been altered to protect the identity of those individuals involved. 

Korunka, C., Weiss, A., and Karetta, B. (1993), Effects of New Technologies with Special Regard for the Implementation Process per Se, Journal of Organizational Behaviour, Vol. 14, pp. 331-348. 

Melin, B., Lundberg, U., Soderlund, J., Granquisf M. (1999). Stress reactions in assembly work Comparison between two contrasting work organizations as related to sex. Journal of Organizational Behaviour, 20, 47-61. 

Enterprise modeling is often used to capture the purpose of a system, by describing the behavior of the organization in which that system will operate. This behaviour can be expressed in terms of organizational objectives or goals and associated tasks and resources. Others prefer to model an enterprise in terms of its business rules, workflows, and the services that it will provide. 

Weick, K. E. Sutchlfe, K. M., Obstfeld, D. (1999), Orgcmiz-ing for high reliabilify Processes of collective mindfiil-ness, Research in Organizational Behaviour, Volume 21, p. 81-123). 

Ever since the seminal work by Hofstede (1983 and 2005) there has been increasing research directed at the values and beliefs that differentiate cultures and their importance for organizational behaviour, communication, collaboration, expatriation and so on. Hofstede (2005) identified 5 major factors that... 

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