Table of Contents

1: Introducing Organizational Behaviour
Part One: The Rational Organization
2: Rational organizational design and bureaucracy
3: Rational work design
4: Rationalization in contemporary organizations
Part Two: The Social Organization
5: Discovering the social organization
6: Managing groups and teams
7: Organizational culture
Part Three: Managing the Individual
8: Personality and individual differences
9: Motivation and the meaning of work
10: Knowledge and learning
Part Four: Managing the Organization
11: Changing the organization
12: Leadership
13: Power and politics in organizations
Part Five: Contemporary Trends
14: Information, communication and technology
15: Globalization
16: The service and leisure economies
17: Corporate social responsibility, sustainability, and business ethics
18: Conclusion

About the Author

Daniel King is a Senior Lecturer at Nottingham Trent University in the Division of Human Resource Management. Scott Lawley is a Senior Lecturer at Nottingham Trent University in the Division of Human Resource Management.

Reviews

`[My students] found it very readable and loved the running case study, which made it more interesting for them. They liked the balance of theory and real life case studies/references. They felt they had purchased a text which was worthwhile and helpful to them.'
Dawn Williams, University of Westminster
`A very thorough and engaging book which from the first page acknowledges that OB covers a range of issues across a number of disciplines. I particularly liked Chapter One as it introduces the background to OB and how students need to start thinking critically. I also like the way each chapter identifies the main theorists and applies these theories in context.'
Alison Mackiewicz, Aberystwyth University
`A good introductory level OB book which has a good coverage of OB and Management topics but is presented in a clear way to give the students an understanding of the key topics whilst also introducing them to critical perspectives and wider social/political issues.'
Teresa Oultram, Keele University