Published by Pearson (December 22, 2021) © 2022
Jane SouthallInspire students engagement in Organisational Behaviour through an active learning experience
Revel for Organisational Behaviour is a modern, highly interactive learning resource, which supports undergraduate business students and other students on an OB module in learning the concepts, applying the theory & developing critical thinking –boosting your confidence for working in today's complex business environment.
Written especially for the digital environment, Revel for Organisational Behaviour combines activities for experiential learning and a clear explanation of how the theories impact on business, illustrated with curated content from TED talks, YouTube, companies such as Headspace, Adnams and the FT. A media-rich, student friendly resource to introduce OB to you – from the individual perspective, through teams to organisation structure.
Revel® improves results by empowering you to actively participate in learning. More than a digital textbook, Revel delivers an engaging blend of authored content, media, and assessment. With Revel, you can read and practice in one continuous experience – anytime, anywhere, on any device.
9781292309521
Revel is a fully digital delivery of Pearson content. This ISBN is for the standalone Revel access card. In addition to this access card, you will need a course invite link, provided by your instructor, to register for and use Revel.
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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