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Using behaviour analysis theory to demonstrate the use of proven psychological techniques to change people's behaviour at work, this book is a lively illustrative study for managers and students of organizational behaviour. By showing readers how best to identify undesirable behaviours, then measure ...

Using behaviour analysis theory to demonstrate the use of proven psychological techniques to change people's behaviour at work, this book is a lively illustrative study for managers and students of organizational behaviour. By showing readers how best to identify undesirable behaviours, then measure them, analyze why they are occurring, and finally how to implement strategies to change them, this is a theoretically-based practical guide to true organizational behaviour patterns. It provides `real life' examples of how managers have used the techniques to change behaviour, examples which range from behavioural self-management to those aiming to change the behaviour of large groups of people. This is a unique study of a fascinating subject.

Based on data regarding corporate mortality, organizations are built to fail: a conclusion critical to managers, employees, stockholders, consultants, customers, vendors, competitors, and therefore all of us who transact with and depend on organizations. Yet, literature about organizational ...

Based on data regarding corporate mortality, organizations are built to fail: a conclusion critical to managers, employees, stockholders, consultants, customers, vendors, competitors, and therefore all of us who transact with and depend on organizations. Yet, literature about organizational management tends to focus on education and inspiration, and to bristle with optimism about the potential success of applying its wares. Ignored, in virtually all of this literature is the reality that personnel may or may not be "inherently" self-interested, but certainly join business organizations in order to serve individual rather than organizational interests. At all levels, therefore, the organization's long-term interest is undermined by the goals of the very members of whom it is comprised--it is built to fail. And through control of its various internal processes and elimination of opposition, the organization pursues self-destructive goals without knowing it.

Organizations can be viewed as living entities and their leaders as parents, stewards, even physicians. From "living systems theory", as it is known, Tracy provides ways to help manage and guide the organization through its growth and development, and assist in attaining the organization's goals. In ...

Organizations can be viewed as living entities and their leaders as parents, stewards, even physicians. From "living systems theory", as it is known, Tracy provides ways to help manage and guide the organization through its growth and development, and assist in attaining the organization's goals. In doing so, Tracy covers all of the essential topics in management theory and practice - motivation, power, efficiency, effectiveness, communication, control, conflict, stress, leadership, change - but in the clarifying light of this new, dynamic theoretical approach. Organizations are alive or they should be, says Tracy, and thus they derive many of their most important characteristics from the genetic makeup of their members. In fact, they display the same essential human processes and structures. To lay the foundation for understanding the living organization, Tracy first explains what these processes and structures are. From there, he goes on to tackle the overarching question: How should a living organization,be managed? When asked as a practical, results-seeking question, it produces answers that echo much of the "natural wisdom" that has been acquired about conventional management methods - flaws that can be diagnosed as ills and corrected, cured. Tracy's book is not only a "treatise" (out of necessity) and perhaps even a polemic; it is also a manual on the "care and feeding of living organizations". The result is a readable, challenging, ultimately useful resource for management in all capacities in private and public sector organizations.

High technology--which accounts for a rapidly growing section of the global workforce--presents a different set of management problems than have usually been encountered by traditional industry. In this book, Von Glinow, Mohrman, and their expert contributors discuss the reasons for this difference ...

High technology--which accounts for a rapidly growing section of the global workforce--presents a different set of management problems than have usually been encountered by traditional industry. In this book, Von Glinow, Mohrman, and their expert contributors discuss the reasons for this difference and define new organizational forms for global high technology management. Propounding a revolutionary approach to high technology management issues, they explore management teams, high velocity environments, and high technology marketing, as well as human resource considerations, including team interdependence, compensation, and culture clash.