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There is a large body of shared knowledge between the study of Organizational Behaviour and Human Resource Management but despite the crossover, they are often treated as very distinct disciplines. Written by a team of experts across both fields, Organizational Behaviour bridges the gap between OB and HRM, with an emphasis on inter-cultural and cross-cultural perspectives of organizational development, talent management, and leadership. Through a critical analysis of existing literature and case studies, the contributors cover topics such as corporate governance, ethical business practices,…mehr
There is a large body of shared knowledge between the study of Organizational Behaviour and Human Resource Management but despite the crossover, they are often treated as very distinct disciplines. Written by a team of experts across both fields, Organizational Behaviour bridges the gap between OB and HRM, with an emphasis on inter-cultural and cross-cultural perspectives of organizational development, talent management, and leadership. Through a critical analysis of existing literature and case studies, the contributors cover topics such as corporate governance, ethical business practices, employee morale and motivation, performance management, corporate politics and conflict resolution, workplace diversity, creativity, and change management - all within the framework of current global employment standards and best practices.
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Autorenporträt
Stephen Perkins, Raisa Arvinen-Muondo
Inhaltsangabe
Section ONE: Introduction; Chapter 00: Introduction Stephen Perkins and Raisa Arvinen Muondo; Section TWO: Individuals at work under an employment relationship; Chapter 01: Managing diverse identities at work Janice Johnson and Christina Schwabenland; Chapter 02: Perception, making decisions and people management Raisa Arvinen Muondo; Chapter 03: Motivation at work: engagement and facilitation Nahid Rozalin; Section THREE: Employing human resources to work together for a purpose; Chapter 04: Managing performance Caroline Bolam and Sarah Jones; Chapter 05: Leadership, communication and organizational effectiveness Linda Holbeche; Chapter 06: Talent management Raisa Arvinen Muondo and Qi Wei; Section FOUR: Shifting contexts for organizational behaviour; Chapter 07: Conflict, power and politics Philip Davies and Rod Smith; Chapter 08: Organizational culture Eliot Lloyd; Chapter 09: Managing organizational change Faten Baddar Al Husan and Konstantinos Kakavelakis; Chapter 10: Creativity, innovation and the management of knowledge Pauline Loewenberger; Section FIVE: Summation and reflection; Chapter 11: Coda: HRM and OB accenting the social Stephen Perkins and Raisa Arvinen Muondo
Section ONE: Introduction; Chapter 00: Introduction Stephen Perkins and Raisa Arvinen Muondo; Section TWO: Individuals at work under an employment relationship; Chapter 01: Managing diverse identities at work Janice Johnson and Christina Schwabenland; Chapter 02: Perception, making decisions and people management Raisa Arvinen Muondo; Chapter 03: Motivation at work: engagement and facilitation Nahid Rozalin; Section THREE: Employing human resources to work together for a purpose; Chapter 04: Managing performance Caroline Bolam and Sarah Jones; Chapter 05: Leadership, communication and organizational effectiveness Linda Holbeche; Chapter 06: Talent management Raisa Arvinen Muondo and Qi Wei; Section FOUR: Shifting contexts for organizational behaviour; Chapter 07: Conflict, power and politics Philip Davies and Rod Smith; Chapter 08: Organizational culture Eliot Lloyd; Chapter 09: Managing organizational change Faten Baddar Al Husan and Konstantinos Kakavelakis; Chapter 10: Creativity, innovation and the management of knowledge Pauline Loewenberger; Section FIVE: Summation and reflection; Chapter 11: Coda: HRM and OB accenting the social Stephen Perkins and Raisa Arvinen Muondo
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