This important new title provides a much-needed overview not only of what it means for an organization to be weakened by pervasive psychological influences within the working environment, but also how this dysfunction can be addressed through psychological interventions. It will be ideal reading for students and researchers of occupational or organizational psychology, organizational behaviour, HRM and business and management.
This important new title provides a much-needed overview not only of what it means for an organization to be weakened by pervasive psychological influences within the working environment, but also how this dysfunction can be addressed through psychological interventions. It will be ideal reading for students and researchers of occupational or organizational psychology, organizational behaviour, HRM and business and management.
Dr Joanna Wilde has over 25 years' evidence-based professional practice in Organization Development and Change at senior levels in FTSE 100 and Fortune 100 companies and is an industrial fellow at Aston Business School, UK. She is on the Board of Directors for the UK Council for Work and Health and set up the Work and Health Policy Group for the British Psychology Society. She is also the Director of a small organizational psychology practice.
Inhaltsangabe
Acknowledgements. Introduction Part 1: Doing Intelligent Activism: The New Social Psychology of Organizations 1. Knowledge translation for complex workplaces. 2. Understanding Client Engagement Dynamics 3. Ideas of intervention and change in organizations 4. Evidence and intervention methods as tools for practice 5. Ethical issues in practice Part 2: Building an integrated model of organizational toxicity 6. What we know about Organizational Toxicity 7. The macro sources of toxicity in organizations 8. Psychosocial micro-processes that Mitigate or Maximize Toxicity in the Workplace Part 3: Learning from Practice to intervene in toxic organizations 9. Diagnostic themes for examining the psychological environment 10. How current performance management systems make workplaces toxic 11. Re-Designing belonging dynamics for an interconnected world of work 12. Measurement, silence and the mechanisms of compliance Conclusion.
Acknowledgements. Introduction Part 1: Doing Intelligent Activism: The New Social Psychology of Organizations 1. Knowledge translation for complex workplaces. 2. Understanding Client Engagement Dynamics 3. Ideas of intervention and change in organizations 4. Evidence and intervention methods as tools for practice 5. Ethical issues in practice Part 2: Building an integrated model of organizational toxicity 6. What we know about Organizational Toxicity 7. The macro sources of toxicity in organizations 8. Psychosocial micro-processes that Mitigate or Maximize Toxicity in the Workplace Part 3: Learning from Practice to intervene in toxic organizations 9. Diagnostic themes for examining the psychological environment 10. How current performance management systems make workplaces toxic 11. Re-Designing belonging dynamics for an interconnected world of work 12. Measurement, silence and the mechanisms of compliance Conclusion.
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