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Fourteen concise, Organisational Behaviour Organisational Behaviour : Emerging Knowledge, Global Organisational Behaviour is an introductory level textbook Current and up-to-date thinking is contextualised within management themes. Browse By University. Best Matching Products for management and organisational behaviour.

Edition Edition 4. Edition 8.

An introduction to organisational behaviour for managers and engineers Duncan Kitchin

Gibson, J. Organizations: Behaviour, Structure, Processes. McGraw-Hill, Irwin.

Guardian, References 23 Hart, P. Swets and Zeitlinger, Amsterdam. Harvey, J. The Abilene paradox: the management of agreement. Hofstede, G.

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Janis, I. Victims of Group Think, 2nd edition, Houghton-Mifflin. Victims of Group Think. Karau, S. Social loafing: a meta-analytic review and theoretical integration. Journal of Personality and Social Psychology 65, — King, E. Conflict and co-operation in diverse workgroups. Journal of Social Issues 65 2 , — Kramer, R.

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Revisiting the Bay of Pigs and Vietnam decisions 25 years later: how well has the group think hypothesis stood the test of time. Organisational Behaviour and Human Decision Processes 73, — Latane, B. Many hands make light the work: the causes and consequences of social loafing. Journal of Personality and Social Psychology 37, — Margerison, C.

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Milgram, S. Group pressure and action against a person. Journal of Abnormal Social Psychology 67, — Morgan, G. Images of Organization, second ed. Moorehead, G. An empirical investigation of the group think phenomenon. Human Relations 39, — Paulus, P. Social influence processes in group brainstorming.

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Journal of Personality and Social Psychology 64, — Peterson, R. A directive leadership style in group decision making can be both a virtue and vice: evidence from elite and experimental groups. Journal of Personality and Social Psychology 72, — Pugh, D. Organisational Theory: Selected Readings, third ed. Penguin Books, Harmsworth. Ringlemann, M. Shaw, M. A comparison of individuals and small groups in the rational solution of complex problems. American Journal of Psychology 44, — Sherif, M. Octagon Books. Simon, H.

Administrative Behaviour. Smith, P. Harvester Wheatsheaf. Steiner, I.

Group Process and Productivity. Academic Press. Stoner, J. Unpublished thesis.


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MIT, School of Management. Szymanski, K. Social loafing and self-evaluation with a social standard. Journal of Personality and Social Psychology 53, — Taylor, D. Does group participation when using brainstorming facilitate or inhibit creative thinking? Administrative Science Quarterly 3, 23— Assessing political group dynamics: a test of the group think model. Journal of Personality and Social Psychology 63, — Tuckman, B. Development sequences in small groups.

Psychological Bulletin 63, — Stages of small group development revisited. Group and Organizational Studies 2 4 , — Zimbardo, P. The human choice: individuation, reason and order versus deindividuation, impulse and chaos. In: Arnold, W. University of Nebraska Press. The pathology of imprisonment. CHAPTER Organisational Culture 2 Organisational culture only became a topic of interest in the s when academics began to seek to understand why Japanese companies were so successful, on the world stage, in a growing number of industries.

Japanese motorcycles, cars, shipbuilding and electronics, amongst other products and industries, were rapidly moving to dominate the world market. Implicit in this was that the domestic industries in the rest of the world were coming under severe competition and were losing market share, with firms going bankrupt and having to shed staff. People began asking whether there was something special about Japanese firms that marked them out as different from firms in other countries; some magic ingredient that made them more successful.

The conclusion drawn was that it was the culture within Japanese firms that was making the difference.


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In the s, three path-breaking books emerged from the growing journal article literature, Deal and Kennedy , Peters and Waterman and Schein These books reflected and created a great rise in interest in what organisational culture was, how culture developed, whether a strong culture was important and whether it could be managed. We will now go on to look at these four questions.

Organizational behavior

There are as many definitions as there are writers on organisational culture. Below we set out some definitions that will let you begin to develop a sense of what organisational culture might be. All of the definitions imply that culture is a set of shared rules, beliefs, behaviour, values and systems that are held in common by the people who make up the organisation. Now we will give a couple of examples of culture that will hopefully add to your understanding of the basic ideas of culture set out in the definitions above.

We mean that we need to share the same way of making sense of what we have seen, heard or read. There is a nice story about the painter Picasso, which may be apocryphal, but is so delightful that we hope that it is true. Picasso refused on the grounds that he did not paint commissioned portraits, but the man persisted and eventually a fee was agreed that was so huge that Picasso agreed to paint the portrait.

The woman came and sat for Picasso, and the husband was very eager to see the result. The husband protested that the portrait was nothing like his wife. Another nice example, where culture was not shared, is based on a story source not known of a young man and a young woman from two different cultures entering an art gallery. They go their separate ways round the gallery until they end up in front of the same painting. The man starts a conversation by saying how beautiful the painting is, knowing that gradually he will draw the woman into conversation, until in the end he will be able to suggest that they go together to have a coffee this process being the way that men in his country start the process of getting acquainted.

One is called the managerialist perspective and the other is the Critical perspective.