Organisational Behaviour, 1st edition

Published by Pearson (November 5, 2021) © 2022

  • Jane Southall
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Table of Contents 

Organisational Behaviour 

Copyright 

About the authors 

The Revel learning experience 


1: Organisational behaviour and the changing nature of work 

Introduction: Organisational behaviour and the changing nature of work

1.1 What is an organisation?

1.2 The changing nature of work and how it is impacted by the environment 

1.3 Do any other factors impact businesses in the 21st century? 

 

2: Personality 

Introduction: Personality 

2.1 What is personality and why is it important? 

2.2 What are personality traits? 

2.3 What are personality types? 

2.4 Where does personality come from? 

2.5 What is the role of personality assessments in the workplace? 

2.6 Your own personality and its impact in the workplace 


3: Learning and development 

Introduction: Learning and development 

3.1 What is learning and why is it important? 

3.2 How does learning happen? 

3.3 The learning cycle 

3.4 Learning styles 

3.5 Learning within organisations 

 

4: Motivation in the workplace 

Introduction: Motivation in the workplace 

4.1 What does motivation mean? 

4.2 What is the difference between intrinsic and extrinsic motivation? 

4.3 What motivates people? 

4.4 How are people motivated? 

4.5 Applying motivation theory to the workplace 

Mini-Sim: Motivation 

 

5: Working in groups and teams 

Introduction: Working in groups and teams 

5.1 First things first: what is a group? 

5.2 The stages of group development 

5.3 Social identity theory and group development

5.4 What makes a team? 

5.5 The roles people play within teams

5.6 What are the advantages and disadvantages of working in groups and teams? 

5.7 What other types of teams exist in organisations?

5.8 Working with others during your studies 

Mini-Sim: Teams 

 

6: Perception and communication 

Introduction: Perception and communication 

6.1 What is perception? 

6.2 What factors influence an individual's perception? 

6.3 Perception and the workplace 

6.4 What is communication? 

6.5 Common problems within the communication process 

6.6 Questioning and listening skills 

6.7 Cultural differences in communication 

Mini-Sim: Communication 

7: Leadership and management in organisations 

Introduction: Leadership and management in organisations 

7.1 What is leadership and what is management? 

7.2 Leadership and power 

7.3 Theories of leadership 

7.4 Diversity in leadership 

7.5 Can leadership be developed? 

Mini-Sim: Leadership 

 

8: Organisational structure 

Introduction: Organisational structure 

8.1 What elements make up an organisational structure? 

8.2 Classical thinking about structuring organisations 

8.3 What are the benefits and limitations of bureaucracy? 

8.4 The principles of post-bureaucracy 

8.5 What are the benefits of post-bureaucracy? 

8.6 So what next? The contingency approach to structuring organisations 

Mini-Sim: Organisational structure 

 

9: Organisational culture 

9.1 What is organisational culture? 

9.2 Schein's model of culture 

9.3 How do organisational cultures develop? 

9.4 How is culture passed on to new employees? 

9.5 What types of culture exist? 

9.6 The link between culture and performance 

9.7 What about national culture? 

9.8 How organisations need to adapt their culture to fit national cultures 

Mini-Sim: Organisational culture 

 

10: Organisations and change 

10.1 What drives organisations to change? 

10.2 What domains of change do these drivers trigger? 

10.3 Why do change initiatives fail? 

10.4 How can we make change happen? 

10.5 Can we always control change? 

10.6 How can resistance be dealt with? 

10.7 The way we choose to manage change and deal with resistance – what does this tell us about what kind of a manager we are? 

Mini-Sim: Change 

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