Chapter 1: What is Organizational Behaviour? Chapter 2: Change Chapter 3: Personality Chapter 4: Attitude Chapter 5: Motivation Chapter 6: Conflict and Negotiation Chapter 7: Decision Making Chapter 8: Power and Politics Chapter 9: Leadership Chapter 10: Structure Chapter 11: Culture Chapter 12: Ethics
Paul Saintilan is CEO of Collarts and Macleay Colleges, Australia. David Schreiber is Chair of Entertainment Industry Studies and Assistant Professor at Mike Curb College of Entertainment and Music Business, Belmont University, USA.
'Case studies are practical and powerful learning devices. Our students cited Paul's Crisis in the Opera House case study as a high spot. I have been looking forward to the new textbook to see what I might plunder from it for our classes!' - Sir Mark Featherstone-Witty OBE, Founding Principal/CEO, The Liverpool Institute for Performing Arts. 'The authors have delivered a text with a nuanced appreciation of the subtletities of working in the creative industries and their end of chapter support materials include wonderful advice from industry participants that should be of value to anyone considering employment in these industries.' - Robert DeFillippi, Professor, Strategy and International Business Department, Sawyer Business School, Suffolk University. 'This book is the A to Z of one of the hardest job in management: running a creative organisation, typically populated by major talents, expectably big egos and high-adrenaline situations. A remarkable achievement and a great reading.' - JF Cecillon, Managing Director of Waddington Custot Galleries London, ex CEO of EMI Music International and SEGA Europe. 'I often tell my students that everything they need to know about branding can be found in the cultural industries.ã From now on, I'll be telling them that everything they need to know about the cultural industries can be found in Schreiber and Saintilan. Their book is a terrific resource and a great read too.' - Professor Stephen Brown, Ulster University, author of Brands & Branding 'Creativity often reflects the inspiration of individual acting alone. However, creative endeavour often requires the cooperation of many minds - in its production and in making the results available (through recordings, concerts, galleries, theatres, festivals, etc.). Where organisational structure is required, the necessary principles of management may constrain creative exploration. This excellent book offers `insider' knowledge on reconciling the demands of creative freedom with effective organisational design.' - Emeritus Professor R W Robertson 'Managing Organizations in the Creative Industries is the book for managing and leading in our sector. Schrieber and Saintilan are expert in their articulation of the particular and peculiar aspects of creative organisations, its people, and their fascinating and compelling interaction. Regardless if you are a student or seasoned professional this book is well worth a read, reflection, and read again.' - Raffaele Marcellino, creative media educator and composer 'A highly useful book which guides both the established and the new entrant to the Creative Industries in howã organisations function and how their requirements differ in certain areas (such as marketing and promotion) toã other industries. Each chapter includes a summary of the points to be covered, excellent information in a very readable style, a case study drawing on the points made during the chapter and helpful advice for those wishing to move into the specific area the chapter is covering.' - Dr Marius J Carboni, Music Business andã Entrepreneurship lecturer, University of Hertfordshire and City University, London 'This highly engaging book introduces students to the organizational life and behavior of cultural organizations. The authors successfully make the case for a specialized text concerning organizational behavior in this field, a text that addresses the idiosyncrasies of the cultural industries that are generated by the creative/aesthetic autonomy of the artist. The uniqueness of cultural organizations stems from their subordination to artistic creativities and the fact that such symbolic creativities are not bound to set rules. This means that effective leaders of such organizations are the ones who are able to manage an output or product that is extremely uncertain. This book is a `must read' for those who aspire to become such leaders.' - Dr Guy Morrow, Lecturer in Arts and Cultural Management, University of Melbourne