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Table Of Contents

Overview
1.1 Thinking about organisations and management
Introduction
1.1.1 Why do we need to manage?
Conclusion
1.2 Managerial work
1.2.1 The nature of managerial work
1.3 Founding views of management
1.3.1 Scientific management
1.3.2 Administrative management
1.3.3 The human relations movement
1.3.4 Bureaucracy
1.3.5 Systems theory
1.3.6 Other approaches
2.1 The nature of groups and teams
2.1.1 Definitions of groups: two caveats
2.1.2 Functions of formal and informal groups
2.1.4 Characteristics of groups
2.2 Team roles
2.2.1 Creating an effective team
2.3 Leadership
2.3.1 Core definitional elements
2.3.2 Points of convergence across leadership theories
3.1 Motivation
3.1.1 Theories of motivation
3.1.2 Process theories of motivation
3.1.3 Orientation to work approaches
3.1.4 Applications of motivation theories to human resource management practices
3.1.5 Other HRM issues
3.2 Persuasion
3.2.1 What is persuasion?
3.2.2 Why learn the basics of persuasion?
3.2.3 Fundamental principles of persuasion
3.2.4 The four strategies of influence:
4.1 Organisational culture
4.1.1 Elements of culture
4.1.2 Perspectives on organisational culture
4.1.3 Culture and organisational lifecycle
4.1.4. Culture and strategy
4.1.5 Cultural change
4.1.6 Societal and global workplace culture
4.2 Power and politics
4.2.1 'Power to' versus 'power over'
4.2.2 Sources of power
4.2.3 Power strategies+
4.2.4 An Australian contribution to thinking about power: the arena model
5.1 Organisational structure
5.1.1 Definitions of organisational structure and design
5.1.2 The contingency approach to organisational design
5.1.3 Applications of organisational design
5.2 Decision-making
5.2.1 Alternatives to the rational model of decision- making
5.2.2 A new form of rationality?
5.2.3 Perspectives on what happens to information in decision-making
5.2.4 The escalation of commitment
5.2.5 Improving decision-making
6.1 Organisational change
6.1.1 Perspectives on managing change
6.1.2 The organisation development approach to managing change
6.1.3 Managing change as a political process
6.1.4 Contingency approaches to managing change
6.2 Organisational Behaviour and HRM
6.2.1 Why HRM?
6.2.2 The Human Resource Management Process
6.3 Management issues of the future
6.3.1 Ways of predicting the future
6.3.2 Select leading indicators
6.3.3 Changes in the world of work
Implications of change
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36180847-Org-Behaviour_Faculty of Business University of the Sunshine Coast

36180847-Org-Behaviour_Faculty of Business University of the Sunshine Coast

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Published by arry4

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Published by: arry4 on Sep 04, 2010
Copyright:Attribution Non-commercial

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10/30/2011

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