Working in OrganisationsPart 1 of this book deals with the manager and those key aspects of his personality, values, attitudes, behaviours and interactions and desires that will influence his performance in the organisation. Its nine chapters cover: the nature of the manager's job, the entry and socialisation process of working in a new organisation, personality and perception, personal needs and interpersonal skills, motivation, groups and group dynamics, styles of leadership, power and its relevance to working in organisations, and the politics of managerial life. |
Contents
WORKING THE ORGANISATION | 277 |
Organisation structure | 312 |
Managing people managing pressures | 351 |
Copyright | |
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Academy of Management achieve activities analysis approach attitudes behaviour Bill Ward boss business unit career Chapter characteristics chief executive communication conflict considered culture decision-making decisions Devera Dick Carroll discussion effective employees environment experience factors Farringdon feedback feel functions further goals group dynamics group members hierarchy identify important individual individual's influence integration interactions interpersonal interpersonal relationships involved issues Jim Roberts Johari Window Kakabadse leader leadership management by objectives managerial meeting Mike motivation needs norms objectives operations organisation structure organisation's outcomes particular perception performance performance appraisal person planning politics position problems programmes recognised references relationships responsibility rewards role role hierarchy self-actualisation senior management Simon situation Situational leadership theory skills social social learning theory socialisation stage strategy style subordinates task theory trait theories understand values workgroup