Handbook of Principles of Organizational Behavior: Indispensable Knowledge for Evidence-Based Management: A Handbook

Handbook of Principles of Organizational Behavior: Indispensable Knowledge for Evidence-Based Management: A Handbook

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EAN / ISBN-139780470740958
Höhe24.6 cm
Produktformgebundene Ausgabe
HerausgeberJohn Wiley & Sons
Erscheinungsdatum 2009
InhaltsverzeichnisContributors and Editor Preface by Denise Rousseau Editor's Introduction PART I SELECTION 1 Select on Intelligence Frank L. Schmidt 2 Select on Conscientiousness and Emotional Stability Murray R. Barrick and Michael K. Mount 3 Structure Interviews to Recruit and Hire the Best People Cynthia Kay Stevens PART II TRAINING AND PERFORMANCE APPRAISAL 4 Design Training Systematically and Follow the Science of Training Eduardo Salas and Kevin C. Stagl 5 Conduct Performance Appraisals to Improve Individual and Firm Performance Maria Rotundo PART III TURNOVER AND SATISFACTION 6 Promote Job Satisfaction through Mental Challenge Timothy A. Judge and Ryan Klinger 7 Control Voluntary Turnover by Understanding its Causes Marion B. Eberly, Brooks C. Holtom, Thomas W. Lee, and Terence R. Mitchell PART IV MOTIVATION 8 Attain Emotional Control by Understanding What Emotions Are Edwin A. Locke 9 Motivate Employee Performance through Goal Setting Gary P. Latham 10 Cultivate Self-efficacy for Personal and Organizational Effectiveness Albert Bandura 11 Using Empowerment to Motivate People to Engage in Effective Self- and Shared Leadership Jay A. Conger and Craig L. Pearce 12 Pay for Performance Cathy C. Durham and Kathryn M. Bartol 13 Provide Recognition for Performance Improvement Fred Luthans and Alexander D. Stajkovic 14 Promote Procedural and Interactional Justice to Enhance Individual and Organizational Outcomes Jerald Greenberg PART V TEAM DYNAMICS 15 Foster Team Effectiveness by Fulfilling Key Leadership Functions J. Richard Hackman and Ruth Wageman 16 Compose Teams to Assure Successful Boundary Activity Deborah Ancona and David Caldwell 17 Making Group Process Work: Harnessing Collective Intuition, Task Conflict, and Pacing Gerardo A. Okhuysen and Beth A. Bechky 18 Manage Intra-team Conflict through Collaboration Laurie R. Weingart and Karen A. Jehn PART VI LEADERSHIP 19 Use Power Effectively to Influence People Gary Yukl 20 Lead through Vision and Values Shelley A. Kirkpatrick 21 Foster Trust through Ability, Benevolence, and Integrity Jason A. Colquitt and Sabrina C. Salam PART VII ORGANIZATIONAL PROCESSES 22 Design Structure to Fit Strategy Lex Donaldson 23 Communicate Successfully by Seeking Balance Deborah A. Cai and Edward L. Fink 24 Use Participation to Share Information and Distribute Knowledge John A. Wagner III 25 Broaden the Decision Frame to Make Effective Decisions Richard P. Larrick 26 Stimulate Creativity by Fueling Passion Teresa M. Amabile and Colin M. Fisher 27 Manage Stress at Work through Preventive and Proactive Coping Tabea Reuter and Ralf Schwarzer 28 Manage Conflict through Negotiation and Mediation M. Susan Taylor and Ashley Fielbig 29 Sustain Organizational Performance through Continuous Learning, Change and Realignment Michael Beer PART VIII ENTREPRENEURSHIP 30 Gain Entrepreneurship Success through Swiftness and Experimentation J. Robert Baum PART IX WORK, FAMILY, TECHNOLOGY, AND CULTURE 31 Achieve Work-Family Balance through Individual and Organizational Strategies Boris B. Baltes and Malissa A. Clark 32 Use Information Technology for Organizational Change Maryam Alavi and Youngjin Yoo 33 Make Management Practice Fit National Cultures and the Global Culture Miriam Erez Index
HauptbeschreibungThere is a strong movement today in management to encourage management practices based on research evidence. In the first volume of this handbook, I asked experts in 39 areas of management to identify a central principle that summarized and integrated the core findings from their specialty area and then to explain this principle and give real business examples of the principle in action. I asked them to write in non-technical terms, e.g., without a lot of statistics, and almost all did so. The previous handbook proved to be quite popular, so I was asked to edit a second edition. This new edition has been expanded to 33 topics, and there are some new authors for the previously included topics. The new edition also includes: updated case examples, updated references and practical exercises at the end of each chapter. It also includes a preface on evidence-based management. The principles for the first edition were intended to be relatively timeless, so it is no surprise that most of the principles are the same (though some chapter titles include more than one principle). This book could serve as a textbook in advanced undergraduate and in MBA courses. It could also be of use to practicing managers and not just those in Human Resource departments. Every practicing manager may not want to read the whole book, but I am willing to guarantee that every one will find at least one or more chapters that will be practically useful. In this time of economic crisis, the need for effective management practices is more acute than ever.
Breite18.9 cm

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