Wiley, Oct 26, 1999 - Business & Economics - 608 pages
"Racing is a team sport. Everyone who races pretty much has the same car and the same equipment. What sets us apart is our people. ...We're stronger as a team than we are on our own." -Ray Evernham, pit crew chief for champion racecar driver Jeff Gordon Like automobile racing, today's fast-paced and high performance organizations run on talent and teamwork. The field of Organizational Behavior is leading academic curricula in skills development and integrative thinking for 21st century career success. Organizational Behavior, 7th edition is designed to best meet this high performance standard. Fast OB! "Fast!" That's the word that describes most accurately the work environment of today's high performance organizations. Understanding this environment and its implications is essential for anyone seeking career success in the 21st century! The Seventh Edition of Organizational Behavior reflects the realities of the new workplace to better prepare students for the fast-paced world of opportunity they will soon enter. Team up with Fast Company Magazine This text features a learning partnership with Fast Company magazine, one of the most talked about magazines in business! The text itself includes The Fast Company Collection, a series of full-text articles to enhance the already extensive selection of application-oriented and skills-building resources. Available with the text is The New Fast Company Handbook of the Business Revolution. This fascinating supplement provides six insightful articles reprised from past issues of the magazine about the changing landscape of leadership, work and careers. These thought-provoking articles are sure to challenge, stimulate, and inspire!
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ability achieve action adhocracy approach attribution attribution theory career challenge Chapter characteristics communication conflict content theories coordination corporate create cross-functional teams customers decision diversity Effective Manager emphasize employees environment ethical evaluation example expected external feedback Figure firm formal function global goals group members high performance organizations implementation important improve increase individual influence information technology integrated internal involves job design job enrichment job satisfaction leader leadership ment motivation needs negotiation operations organization's organizational behavior organizational culture organizational design organizational learning percent performance appraisal Perot Systems person planning positive power distance problems production reinforcement relationships responsibility rewards role share situation SKILLS WORKBOOK social specific strategy structure subordinates task teamwork telecommuting theory tion total quality management traditional United values VF Corporation workers workforce workplace