Organisational Behaviour

Gert Alblas is an social and organisational psychologist and used to be a university lecturer at the University of Groningen and the open University of the Netherlands. He currently works as a writer. He has written several books on psychology, management, and organisation for Noordhoff Uitgevers.Ella Wijsman is a psychologist specialising in organisational psychology and management theory and taught at various (vocational) universities. In addition, she also designed and coordinated management trainings and provided training and coaching in both the profit and non-profit sectors. She is the author of Psychology & Sociology, a standard reference work in this branch of study in the Netherlands.

• Introduction 1 Individual and organisation 1.1 Behaviour and motivation 1.2 Abilities and competences 1.3 Personality 1.4 Attitudes 1.5 The relationship between individual and organisation 1.6 Commitment 1.7 Job satisfaction 1.8 Equitability 1.9 Changing relationships 2 Integration and motivation 2.1 Recruitment and selection 2.2 Integration 2.3 Methods of integration 2.4 Motivation 2.5 Effects of motivation 2.6 Intrinsic and extrinsic motivation: conclusions 2.7 Retaining people in an organisation3 Groups in organisations 3.1 The group concept 3.2 The organisation as a collection of groups 3.3 Types of groups in organisations 3.4 Functions of groups 3.5 The group as a social environment 3.6 Phases in group development 3.7 Structural characteristics of groups 3.8 Relationships between groups 3.9 Improving relationships between groups 4 Collaboration and decision-making in groups 4.1 Effective collaboration in groups 4.2 Process losses in executive groups 4.3 Optimising group performance 4.4 Effective decision-making in groups 4.5 Advantages and disadvantages of a group approach 4.6 Criteria for effective decision-makingin a group context 4.7 Process losses in decision-making4.8 Improving decision-making in groups 4.9 Leadership in decision-making 4.10 Collaboration and consultation in self-managing and virtual teams 5 Communication in organisations 5.1 Communication 5.2 The communication process 5.3 Aspects of communication 5.4 Communication in organisations 5.5 Impediments to communication 5.6 Problems in formal communication5.7 Improving communication 6 Power and leadership 6.1 Power and influence 6.2 Sources of power 6.3 Use of power 6.4 Effects of use of power 6.5 Use of power for political purposes6.6 Abuse of power 6.7 Leadership in organisations 6.8 Leadership and effectiveness 6.9 Improving leadership 6.10 Influence of leadership 7 Organisational structure 7.1 Creating structure 7.2 Distribution of labour 7.3 Functional division 7.4 Coordination of activities 7.5 Grouping activities 7.6 Responsibilities and relationships 7.7 Additional forms of authority and mutual relationships 7.8 Designing communication channels7.9 Organic and mechanistic structures7.10 Developments in structural design 7.11 Design questions 8 Organisational culture 8.1 The concept of culture 8.2 Organisational culture 8.3 Types of organisational culture 8.4 Organisational culture and effectiveness8.5 Establishing the culture of organisations8.6 The development of organisational culture 8.7 Transmitting organisational culture8.8 Organisational culture and nationality8.9 Cultural bias 8.10 Changing the organisational culture9 Decision-making inorganisations 9.1 Characteristics of problems 9.2 Areas of decision-making in organisations9.3 Problems in decision-making 9.4 Impediments to decision-making 9.5 Decision-making models 9.6 Strategic decision-making 9.7 Model for strategy formulation 9.8 Organizing strategic decision-making10 Stress and conflict 10.1 Psychological load 10.2 Work-related causes of stress and burn-out 10.3 Person-related causes of stress and burn-out 10.4 Preventing or combating stress and burn-out 10.5 Physical load 10.6 Reducing the physical load 10.7 Conflicts at work 10.8 Conflict management 10.9 Conditions that influence conflict management 10.10 Escalation of conflicts 10.11 Organisational intervention in conflict resolution 11 Organisational change 11.1 Necessity for change 11.2 Causes of change 11.3 Deciding to change 11.4 Planned organisational change 11.5 Types of change 11.6 Two approaches to planned change 11.7 Impediments to the change process11.8 The role of management in change processes 11.9 Creating a structure for handling change 11.10 Reducing resistance and increasing support Bibliography About the authors Index Illustration acknowledgement

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