Organisational Behaviour

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Beschrijving

Organisational behaviour is highly dynamic and keeps on changing constantly. Quite often it is very difficult to predict what the employees will think and how they will react. A number of changes in rules, procedures, and methods of organisations – and also in technology – are to be introduced. Some of these changes may be minor but others may be major in nature. The workforce has to adopt, adapt and move with the changes. This process involves a lot of behaviour adjustments and modifications. In order to ensure and monitor a healthy organisational behaviour of employees, people in managerial positions need to be well-versed with all its myriad aspects. The top management can understand the …

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Organisational behaviour is highly dynamic and keeps on changing constantly. Quite often it is very difficult to predict what the employees will think and how they will react. A number of changes in rules, procedures, and methods of organisations – and also in technology – are to be introduced. Some of these changes may be minor but others may be major in nature. The workforce has to adopt, adapt and move with the changes. This process involves a lot of behaviour adjustments and modifications. In order to ensure and monitor a healthy organisational behaviour of employees, people in managerial positions need to be well-versed with all its myriad aspects. The top management can understand the strengths, weaknesses, threats and opportunities that exist in the organization, and this enables them to take appropriate measures and actions to improve the productivity of the organisation. This book is an attempt to provide a clear picture of what is dealt in organisational behaviour.

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Content

  1. Concepts of Organisation and Behaviour
    1. The organisation
    2. The behaviour
    3. Features of organisational behaviour
    4. Study of organisational behaviour by top managers
    5. Levels of analysis of organisational behaviour
  2. Organisational Theory
    1. The concept of organisational theory
    2. Classical organisational theory
    3. Scientific management theory
    4. Administrative theory
    5. Bureaucratic theory
    6. Neo-Classical theory of human relations movement
    7. Contemporary theories
  3. Organisational Climate
    1. Meaning
    2. Factors behind organisational climate
    3. Importance of organisational climate
  4. Organisational communication
    1. Meaning
    2. Objectives of communication
    3. The communication process
    4. Verbal communication
    5. Non-verbal communication
    6. Barriers to communication
    7. Overcoming barriers
    8. Key elements of effective communication
    9. Listening – the essence of communication
  5. Motivation
    1. Meaning
    2. Importance of motivation in organisational behaviour
    3. Theories of motivation
    4. Impact of motivation theories
    5. Advantages of motivated employees
    6. Motivational factors
  6. Leadership
    1. Meaning of leadership
    2. Difference between managers and leaders
    3. General approaches to leadership
    4. Traits approach
    5. Likert’s four system theory
    6. The Managerial Grid Theory
    7. Contingency or situational theory
    8. Functions of a leader
    9. Styles of leadership
  7. Transactional Analysis
    1. Introduction
    2. Transactional Analysis (TA)
    3. Features of TA
    4. Prevention of psychological games in organisations
    5. Advantages of practicing TA in organisations
  8. Groups in organisations
    1. Meaning
    2. Groups in organisations
    3. Characteristics of workgroups
    4. Group cohesiveness
    5. Types of groups
    6. Group dynamics
    7. Importance of workgroups
  9. Morale and Job Satisfaction
    1. Meaning of morale
    2. How to measure morale
    3. How to elevate morale
    4. Morale and productivity
    5. The concept of job satisfaction
  10. Organisational Culture
    1. Organisational culture
    2. Dimensions of organisational culture
    3. Determinants of organisational culture
  11. Organisational Conflicts
    1. Introduction
    2. Features of conflicts
    3. Functional and dysfunctional aspects of conflicts
    4. Goal conflicts
    5. Role conflict
    6. Group level conflicts
    7. Conflict resolution techniques
  12. Organisational Development
    1. Introduction
    2. Characteristics of organisational development (OD)
    3. Objectives of organisational development
    4. Organisational development process
    5. Interventions of OD
  13. Organisational change
    1. Introduction
    2. What is organisational change?
    3. Reasons for changes
    4. Force field analysis
    5. Individual change model
    6. Why do people resist change?
    7. Techniques for overcoming resistance to change
    8. Group dynamics of change
    9. Management of change
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