Readings in Managerial PsychologyHarold J. Leavitt, Louis R. Pondy, David M. Boje University of Chicago Press, 1989 - 769 من الصفحات With more than half the papers new to this book, the fourth edition of Readings in Managerial Psychology represents a substantial revision of this popular text. This edition focuses more than ever on the managing process, both within and between organizations, and such "soft" issues as managing creativity and imagination, managers' values and beliefs, and organizational culture play a larger role than they have before. Readings in Managerial Psychology is designed for managers in business and industry, students of management, public and university administrators, and executives in other organizations. The collection can be used independently or as a companion volume to Harold J. Leavitt and Homa Bahrami's Managerial Psychology: Managing Behavior in Organizations (5th edition, 1988), also published by the University of Chicago Press. |
المحتوى
The Driving Force | 1 |
Thinking Creating Analyzing | 88 |
The Balancing Act | 132 |
Talk Talk Talk | 202 |
Inspiration and Direction | 276 |
Over and Under the Table | 345 |
Group Pressures Group Decisions Group Conflicts | 408 |
Making Friends and Making Enemies | 469 |
9 The Managers Job | 532 |
Myth Ritual and Symbol | 606 |
11 Strategy Structure and Adaptation | 664 |
12 Organizations and Their Environments | 720 |
طبعات أخرى - عرض جميع المقتطفات
عبارات ومصطلحات مألوفة
achievement action activities administrators analysis assumptions attitudes basic become behavior believe commitment communication complex conflict counterculture create creative critical culture decisions defined dominant Edgar Schein effective helpers employees environment example executive expected extrinsic rewards feedback feel firm formal function goals groupthink Harvard Business Review hierarchy homosocial human ideas implementing important individual influence initial intrinsic motivation involved issues language leaders leadership locutionary act managerial managers ment myth nonconforming enclave orga organization organization's organizational organizational behavior organizational culture organizational development outcomes participants pathfinding performance performance appraisal person personnel planning position problem protest absorption Psychology rational refusal relations relationships responsibility reward system ritual role situation social Social Psychology strategy structure subordinates successful task tend theory things tion tional tive value theory values viduals women York