Organizational Behaviour and Human Resource Management : a Guide to an Specialized MBA Course.

Detalles Bibliográficos
Clasificación:Libro Electrónico
Autor principal: Machado, Carolina, 1965-
Otros Autores: Davim, J. Paulo
Formato: Electrónico eBook
Idioma:Inglés
Publicado: Cham : Springer International Publishing, 2017.
Colección:Management and industrial engineering.
Temas:
Organizational behavior.
Personnel management.
Comportement organisationnel.
Personnel > Direction.
Organizational behavior
Personnel management
Acceso en línea:Texto completo
Tabla de Contenidos:
  • Preface
  • Contents
  • Editors and Contributors
  • 1 A Symbiotic Relationship: HR and Organizational Culture
  • Abstract
  • 1 Introduction
  • 2 The Effects of Organizational Culture
  • 3 HRâ#x80;#x99;s Role in Managing Culture
  • 3.1 Company Profile
  • 3.2 The Visionary Leader
  • 3.3 Organisational Culture at Husky
  • 3.4 HR and a Values-Driven Culture
  • 3.5 Outcomes of HR Intervention at Husky
  • 4 Symbiosis: Actions and Reactions
  • 5 A Proactive Role for HR Management
  • 6 Conclusions and Recommendations
  • Testing Your Knowledge
  • Answer the Following Questions as True (T) or False (F)Answers
  • References
  • 2 Teachable Moments in Human Resource Management: National Culture, Organizational Culture, and Intersectionality
  • Abstract
  • 1 Introduction
  • 2 The Fragmentation and Linearization of Business Knowledge
  • 2.1 The Origins of the Business School
  • 2.2 Teaching and Learning Consequences of the Business School Curriculum
  • 3 The Political, Social, and Cultural Embeddedness of HRM
  • 4 Teachable Moments: Spontaneous and Deliberate
  • 5 National Cultures, Organizational Cultures, and Their Intersectionality5.1 National Culture and Its Consequences
  • 5.2 Organizational Culture and Its Impacts
  • 5.3 The Intersectionality of Cultural Classifications
  • 6 Using Teachable Moments When They Materialize
  • 7 Conclusion
  • Testing Your Knowledge
  • Answer the Following Questions as True (T) or False (F)
  • Answers to Review Questions
  • References
  • 3 The Power to Change a Social System
  • Abstract
  • 1 The Human Brain is Geared to Understanding Complex Social Interactions
  • 2 Social Interactions Can Be Interpreted as Behavioral Patterns or Communication Structures3 Corporate Culture as Emergent Property of a Social System
  • 4 Communication Structures Develop Spontaneously and Irrationally
  • 5 A Social System Can Be Managed but Not Controlled
  • 6 Social Systems are Self-sustaining and Self-stabilizing
  • 7 Cultural Diversity Means not Playing by the Rules
  • 8 Change Means Changing Communication Structures
  • 9 Bringing in New Ideas Requires the Decoupling of Links and an Impulse
  • 10 Power as the Ability to Change Communication Structures11 Leadership Combines Power with a Vision
  • 12 Change Starts Top Down
  • 13 Judging People by Their Behavior in a Specific Context
  • 14 Resistance as a Lack of Compatibility
  • 15 Conclusion and Outlook: Breaking the Patterns
  • Testing Your Knowledge
  • Answer the Following Questions as True (T) or False (F)
  • Answers
  • References
  • 4 Diversity and Inclusion in the Workplace
  • Abstract
  • 1 Explaining Diversity and Inclusion
  • 2 Benefits of Diversity and Inclusion
  • 2.1 Cost Savings

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