Organizational Behaviour: Performance Management in Practice

Organizational Behaviour: Performance Management in Practice

Organizational Behaviour: Performance Management in Practice

Organizational Behaviour: Performance Management in Practice


This book offers a fresh and comprehensive approach to the essentials that constitute the discipline of organizational behaviour with a strong emphasis on the application of organizational behaviour and performance management in practice.

It concentrates on the development of effective patterns of behaviour, values and attitudes, and relates these issues to effective organization performance in times of organizational and environmental change and turbulence. The book is divided into four parts, providing a clear structure for the study of the subject:

  • Part One: The context of organizational behaviour
  • Part Two: The disciplines of organizational behaviour
  • Part Three: Organizational behaviour in practice
  • Part Four: Organizational behaviour - expertise and application

Organizational Behaviour is packed with references to current topics, practical examples and case studies from large corporations from around the world, including Ryanair, The Body Shop and RBS. This book covers examples of both good and bad practice, making it an interesting and unique introduction to the study of organizational behaviour.


The first part of the twenty-first century has seen unprecedented economic, social, political and cultural upheaval. This, in turn, has affected every aspect of human activity, and above all, organizational and managerial practice.

In particular, the world has witnessed an unprecedented collapse in the banking and financial services industries, and asset values. The world has witnessed the discrediting and disgracing of the political establishment, which in many countries has come to be regarded as almost entirely self-seeking.

Other industries are not immune. Large and world-renowned corporations in the motorcar, pharmaceuticals, retail goods, airline, energy and telecommunications sectors have all faced serious difficulties in the present and recent past; and this means that either they have had to rescue themselves, or else go out of business altogether.

This has occurred on the back of what was widely perceived to be a global and industrial economic boom, bringing hitherto unheard of levels of prosperity to all. The fact that ‘all’ referred largely to the middle classes of the western world, Far East, Japan, Russia, Australia and New Zealand of course went largely unnoticed.

The common factor binding all of this is: it was all created by humans. Nothing in any of the above happened of its own accord; nor was any of the above certain to happen whatever the actions taken to try to mitigate its effects. So the political and economic turbulence, social upheaval and perceptions of prosperity all came about as the result of decisions taken by those in leadership, directoral, managerial and key positions in government and commercial organizations. All of these were the products of human behaviour.

In the overwhelming majority of cases, the ways in which people behaved (and continue to behave) in political, economic, social, industrial and organizational situations is driven by a combination of expediency, laziness and an incapability and/or unwillingness to learn how things should be done properly. In political and economic organizations and institutions, there has existed a fundamental lack of integrity, coupled with a lack of understanding of what it takes to energize organizations in the pursuit of their stated goals and objectives, and make them successful and effective.

At the core of all organizations are the people who work in them, and for them. This fact remains largely ignored by many top and senior management teams in all institutions; and this is because it is much safer and easier to make pronouncements about ‘business models’ (whatever these may be), ‘organizational models’ (whatever these may be) and ‘drives for value’ (again, whatever these may be). Life is easier and much more straightforward if everything can be reduced to this kind of simplicity.

The world has lived to regret this; and therefore it has to reform itself. Only this time, it has to be done on the basis that those in senior, key and responsible positions do . . .

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