The above quotation from Mærsk Mc-Kinney Møller expresses some of the reasons why the company has
come to serve as a model for many when it comes to the ability to manage and organize a company. The
company is based on a number of standards which indicate what it perceives as right and important:
This book is a collection of practical writings on management and leadership topics. These writings
originally appeared in the business section of the local newspaper in Abilene, Texas, U.S.A. Using
examples from movies, books, sports, and everyday experiences, they are designed to introduce readers to
a variety of organizational topics in a concise, fun, and interesting manner. This volume should be useful
to professional and aspiring managers as well as to students of management and business....
People at work in organizations today are part of a new era. The institutions of
society and the people who make them work are challenged in many and very
special ways. Society at large increasingly expects high performance and high
quality of life to go hand-in-hand, considers ethics and social responsibility core
values, respects the vast potential of demographic and cultural diversity among
people, and accepts the imprint of a globalization on everyday living and organizational
This book is a collection of practical writings on management and leadership topics. These writings originally appeared in the business section of the local newspaper in Abilene, Texas, U.S.A. Using examples from movies, books, sports, and everyday experiences, they are designed to introduce readers to a variety of organizational topics in a concise, fun, and interesting manner. This volume should be useful to professional and aspiring managers as well as to students of management and business.
Organizations are complex social
systems that sometimes perform
remarkably well and sometimes
fail miserably. Organizational psychology
is a subfield within the
larger domain of industrial/organizational psychology
that seeks to facilitate a greater understanding
of social processes in organizations.
Organizational psychologists also seek to use
these insights to enhance the effectiveness of
organizations—a goal that is potentially beneficial
This book is designed to provide students
with a thorough overview of both the science
and the practice of organizational psychology.
Organization scholars have long acknowledged that control processes
are integral to the way in which organizations function. While control
theory research spans many decades and draws on several rich traditions,
theoretical limitations have kept it from generating consistent and interpretable
empirical findings and from reaching consensus concerning the
nature of key relationships.
(BQ) Ebook Strategic organizational diagnosis and design: Developing theory for application the book and software have been developed over some years. We have used both the book and software in many courses both at the fuqua school of business and odense university. We would like to thank our students for valuable comments and critique.
After completing this chapter, students will be able to: understand the theories that attempt to explain why certain goods are traded internationally, comprehend the arguments for imposing trade restrictions, explain the two basic kinds of import restrictions: tariff and nontariff trade barriers, appreciate the relevance of the changing status of tariff and nontariff barriers to managers,...
Rational Choice Theory is one of the few general theories of how individuals, groups, organizations and social structures behave - its impact on sociological theorizing has been enormous.
In this volume, advocates and critics present their views of the values and limitations of rational choice theory. Whether supporter or sceptic, sociologists and other social scientists will find themselves immersed in a creative discussion of the merits and difficulties of the model and its applicability to both macro and micro level social issues....
Chapter 1 - What is organizational behavior? After reading this chapter, you should be able to answer the following questions: What is the definition of "organizational behavior" (OB)? What are the two primary outcomes in studies of OB? What factors affect the two primary OB outcomes? Why might firms that are good at OB tend to be more profitable? What is the role of theory in the scientific method? How are correlations interpreted?
After reading this chapter, you should be able to answer the following questions: What is stress, and how is it different than stressors and strains? What are the four main types of stressors? How do individuals cope with stress? How does the Type A Behavior Pattern influence the stress process? How does stress affect job performance and organizational commitment? What steps can organizations take to manage employee stress?
Chapter 6 - Motivation. In this chapter, we will address the following questions: What is motivation? What three beliefs help determine work effort, according to expectancy theory? What two qualities make goals strong predictors of task performance, according to goal setting theory? What does it mean to be equitably treated according to equity theory, and how do employees respond to inequity?...
Chapter 1 - Organizational behavior: The questfor people-centered organizationsand ethical conduct. The learning objectives for this chapter include: Define the term organizational behavior, and contrast McGregor’s Theory X and Theory Y assumptions about employees; contrast human and social capital and describe three ways you can develop each; explain the impact of the positive psychology movement on the field of organizational behavior (OB); define the term e-business, and explain its implications for organizational behavior and managing people
Chapter 6 - Values, attitudes, job satisfaction, and counterproductive work behaviors. The learning objectives for this chapter include: Explain Schwartz’s value theory, and describe three types of value conflict; describe the values model of work–family conflict, and specify at least three practical lessons from work–family conflict research; identify the three components of attitudes and discuss cognitive dissonance;...
Chapter 8 - Foundations of motivation. After reading the material in this chapter, you should be able to: Contrast Maslow’s, Alderfer’s, and McClelland’s need theories; explain the practical significance of Herzberg’s distinction between motivators and hygiene factors; discuss the role of perceived inequity in employee motivation; explain the differences among distributive, procedural, and interactional justice;…
Chapter 10 - Group dynamics. After studying this chapter you will be able to understand: Identify the four sociological criteria of a group, and discuss the impact of social networking on group dynamics; describe the five stages in Tuckman’s theory of group development, and discuss the threat of group decay; distinguish between role conflict and role ambiguity.
Chapter 11 - Developing and leading effective teams. After reading the material in this chapter, you should be able to: Describe the five stages of Tuckman’s theory of group development; contrast roles and norms, and specify four reasons norms are enforced in organizations; describe four attributes of a team player; explain three ways to build trust and three ways to repair trust;...
Chapter 16 - Leadership. After reading the material in this chapter, you should be able to: Review trait theory research, and discuss the takeaways from both the trait and behavioral styles theories of leadership; explain, according to Fiedler’s contingency model, how leadership style interacts with situational control, and discuss the takeaways from this model.
Chapter 1 - Needed: people-centered managers and workplaces. After reading the material in this chapter, you should be able to: Contrast McGregor's Theory X and Theory Y assumptions about employees; contrast human and social capital and describe three ways you can develop each; explain the impact of the positive psychology movement on the field of organizational behavior (OB); define the term e-business, and explain its implications for organizational behavior and managing people;...
Chapter 6 - Motivation I: Needs, job design, and satisfaction. After reading the material in this chapter, you should be able to: Discuss the integrated model of motivation, contrast Maslow’s and McClelland’s need theories, describe three conceptually different approaches to job design,...