Wiley, Oct 18, 1996 - Business & Economics - 624 pages
This book presents the foundations of organizational behavior in a flexible, meaningful way. It provides readers with increased awareness of recent technological advances through the World Wide Web. It features an increased emphasis on globalization by including Canadian and other international companies in case studies and exercises and helps readers develop a heightened sensitivity to international market concerns.
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Learning about Organizational Behavior
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ability achieve action activities adhocracy approach attribution attribution theory career Chapter characteristics Classical conditioning communication conflict content theories corporate creativity culture decision diversity and individual effective emphasize employees environment ethical evaluation example expected feedback Figure firm formal global goals group members important improve increase individual differences influence internal interpersonal involves job design job enrichment job satisfaction leader leadership learning managerial managers mance ment motivation needs negotiation operations organization Organizational Behavior organizational culture organizational design organizational learning perception performance appraisal person planning positive power distance problems reinforcement relationships responsibility rewards role self-efficacy self-managing self-managing teams self-serving bias shared situation skills social specific staff strategy stress structure subordinates supervisor task teamwork telecommuting theory tion tional total quality management traditional United values workers workforce workplace