Managing Organisational BehaviourManaging organisational behaviour not only critically examines organisational behaviour in contemporary South African institutions (including the Public Service) but relates that behaviour to relevant chaos and quantum complexity theories. |
Contents
PART | 1 |
PART II | 9 |
Basic parts of the organisation | 23 |
8 | 31 |
PART III | 53 |
8 | 59 |
Designing highperformance jobs | 101 |
PART IV | 109 |
Collective bargaining | 125 |
Managing diverse individuals and groups | 148 |
Chaos management | 168 |
Redesigning organisations | 193 |
REFERENCES | 207 |
32 | 211 |
Common terms and phrases
ability able acceptance achieve action activities adapt analysis approach aspects attempt attitudes authority become behaviour called cause chaos characteristics communication complex concerned consists culture decision-making decisions defined depends determine differences direct discussed diversity effective employees environment established evaluation example exist expectations experience external factors feedback force formal function given goals human idea identified important improve increase individual influence interaction internal involved knowledge labour lead leaders leadership learning means motivation necessary negotiations objectives occurs operate organisation participation patterns performance person perspective planning position practice predictable problems production programmes question reached refers regarded relations relationships responsibility result role rules situation skills social society specific status strategies structure subordinates successful task tend theory traditional understanding values various