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Furnham and Xenikou provide an overview of the classic and contemporary theories debated within organizational culture, grounding debates within the context of group dynamics. This psychological focus ties in with OB modules, allowing students to develop their understanding of the psychological processes underpinning organizational life.

Tabla de contenidos provista por Syndetics

• List of Figures, Tables and Boxes(p. x)
• Acknowledgements(p. xii)
• 1 Introduction: The Psychology of Work Groups and Organizations(p. 1)
• Introduction(p. 2)
• Group dynamics(p. 3)
• The larger organization(p. 11)
• Summary(p. 15)
• Questions(p. 16)
• Part I Group Processes and Outcomes
• 2 Performance and Decision-Making in Work Groups(p. 19)
• Introduction(p. 20)
• Definition and types of work groups(p. 20)
• Individual versus group performance(p. 23)
• Decision-making in groups(p. 30)
• Work group effectiveness in organizational contexts(p. 33)
• Some practical implications for groups at work(p. 38)
• Summary(p. 39)
• Questions(p. 40)
• 3 Conflict and Negotiation in Groups at Work(p. 44)
• Introduction(p. 45)
• The conflict process(p. 46)
• Conflict and work group effectiveness(p. 50)
• Conflict management and negotiation in the workplace(p. 57)
• Summary(p. 64)
• Questions(p. 65)
• 4 Group Creativity and Innovation(p. 68)
• Introduction(p. 69)
• The concepts of innovation and creativity(p. 71)
• Factors affecting organizational creativity and innovation(p. 74)
• Creativity-enhancement techniques(p. 82)
• Summary(p. 85)
• Questions(p. 87)
• Part II The Larger Organization
• 5 The Concept of Organizational Culture(p. 95)
• Introduction(p. 96)
• What is organizational culture?(p. 98)
• The manifestation of culture at various levels of awareness(p. 104)
• The elements of organizational culture(p. 107)
• The use of qualitative and quantitative methods(p. 113)
• The relationship between organizational culture and organizational climate(p. 115)
• Summary(p. 117)
• Questions(p. 118)
• 6 Leadership and Organizational Culture(p. 122)
• Introduction(p. 123)
• Schein's theoretical account of organizational culture and leadership(p. 124)
• Trice and Beyer's approach to cultural leadership(p. 132)
• Transformational leadership and organizational culture(p. 135)
• Leadership and national culture(p. 140)
• Leadership, organizational culture and performance(p. 143)
• Summary(p. 144)
• Questions(p. 144)
• 7 Organizational Culture and Performance(p. 150)
• Introduction(p. 151)
• The strong culture hypothesis(p. 151)
• Dimensions of culture related to performance(p. 157)
• Some early models(p. 158)
• Denison's theory of organizational culture and effectiveness(p. 161)
• The centrality of humanistic and achievement orientations(p. 165)
• The contingency approach to the culture-performance link(p. 169)
• Person-organization fit and organizational performance(p. 173)
• Some final considerations(p. 174)
• Summary(p. 175)
• Questions(p. 176)
• 8 Organizational Change(p. 182)
• Introduction(p. 183)
• The targets and context of organizational change(p. 186)
• Factors associated with organizational change(p. 190)
• Organizational change strategies(p. 196)
• Reactions to change(p. 199)
• Summary(p. 203)
• Questions(p. 204)
• Author Index(p. 208)
• Subject Index(p. 213)

Notas de autor provistas por Syndetics

Athena Xenikou is Assistant Professor in Social Organizational Psychology at Air Force Academy, Greece.
Adrian Furnham is Professor of Psychology at University College London, UK.