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Readership: Business students taking an introductory module in organizational behaviour. Also students on degree programmes
such as marketing, accounting and finance, or hospitality management taking an organizational behaviour module.
Daniel King, Senior Lecturer, Division of Human Resource Management, Nottingham Trent University, and Scott Lawley, Senior Lecturer, Division of Human Resource Management, Nottingham Trent University
Dr Daniel King is Senior Lecturer in the Division Human Resource Management at Nottingham Trent University where he teaches Organizational Behaviour to undergraduates and doctoral students. He has taught for a number of years in the UK, Hong Kong and Singapore. He received his PhD from the University of Manchester and has a masters in Research Methodology and a degree in Business Studies
from the University of Derby. His research focuses on critical management studies and the third sector and its application of alternative practices and ways of managing. He has run third sector organizations and been involved in a number of community action projects. In his spare time he is interested in eco-building and sustainability.
Dr Scott Lawley is a Senior Lecturer in the Division of Human Resource Management at Nottingham Trent University. He teaches and researches in Organizational Behaviour and critical management studies, and has widespread experience of course design and delivery at an introductory undergraduate level.
"This is a wonderful, innovative idea which brings the material to life and integrates the discrete islands of subject areas that we often cover, leaving students with a more holistic understanding of Organizational Behaviour. The authors have a real skill of explaining complex ideas in a very comprehensible way. I continue to be enormously impressed by this textbook and excited about it." - Dawn Williams, Senior Lecturer, University of Westminster
"This is an original take on Organizational Behaviour. I've been teaching first year modules for 25 years and have never seen a textbook adopting this type of approach. I was impressed by the way it offers a very personal perspective - the student is really out there in the organizational situation, rather than a distant observer of theoretical material.
" - John Hassard, Professor of Organisational Analysis, University of Manchester
"The running case is an exciting and engaging resource that will bring these issues to life and make them memorable. It should also encourage students to become more critical through reflection." - Jenna Ward, Senior Lecturer, De Montfort University
"A great introduction to Organizational Behaviour that offers something extra! This book helps bring theory to life with an engaging case study that runs throughout the text. The use of visuals, added online learning features, 'critical thinking' questions and the accessible style make this textbook an enjoyable read and a valuable resource. It helps students see that the things we talk about are all around them and are part of everyday life." - Harriet Shortt, Senior Lecturer, University of the West of England
"The authors' explanations are very clear - they bring the topics to life without undermining the theory. I think the running case study is an excellent idea for integrating the whole enterprise, and making students think actively about the issues underpinning the theory." - Sarah Hurlow, Lecturer, Cardiff University
"Excellently written and integrates management and critical/social theory well. Does not preach, but introduces." - John Cullen, Lecturer, National University of Ireland, Maynooth
"Compared to other books I have read this year, this one certainly handles information in a more user-friendly way. It interprets ideas at a level that new students will be able to comprehend easily, and links to real-life experiences that students are able to put themselves in and relate to." - 1st year student at the University of the West of England
1: Introducing Organizational Behaviour: Transitions and New Beginnings
Part One: The Rational Organization
2: Rational Organizational Design and Bureaucracy: Everything in its Right Place
3: Rational Work Design: Cutting Costs, Increasing Control
4: Rationalization in Contemporary Organizations: Our Lives in Boxes
Part Two: Managing Groups and Teams
5: Discovering the Social Organization: The Hawthorne Studies
6: Teams and Groups: From Managing the Individual to Managing the Collective
7: Organizational Culture: The Hidden Side of the Organization
Part Three: Managing the Individual
8: Personality and Individual differences: A Measurable Phenomenon?
9: Motivation and Meaning: More than Maslow
10: Knowledge and Learning: Developing the Individual, Developing the Organization
Part Four: Managing the Organization
11: Changing the Organization: Planning and Emergence
12: Leadership: Who's at the Top?
13: Power and Politics: The Murky World of Organizational Life
Part Five: Contemporary Trends
14: Information, Communication and Technology: Organizations in the Internet Era
15: The Service and Leisure Economies: Organizations as an Experience, Work as a Performance
16: Globalization: Managing Between the Global and the Local
17: Corporate Social Responsibility: Can Businesses Act Sustainability, Ethically and Responsibly?
18: Conclusion: Fond Farewells
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