A01=Diana C. Pheysey
Abstract Thinkers
Appreciative Control
Author_Diana C. Pheysey
autonomous
Autonomous Work Groups
avoidance
Category=JMH
Category=KJU
Classic Bureaucracy
Colonial Administration
cross-cultural management
cultural transformation in organisations
Cycle Time
distance
Entrepreneurial Cluster
eq_bestseller
eq_business-finance-law
eq_isMigrated=1
eq_isMigrated=2
eq_nobargain
eq_non-fiction
eq_society-politics
Expectancy Theory
Fireman
Flexible Bureaucracy
Friendly Helpers
group dynamics research
groups
Hofstede's Terms
Hofstede’s Terms
Implicit Favourite
job
Job Design
Job Enrichment
leadership styles analysis
multinational enterprise studies
Nurturing Parent Ego State
organisational behaviour theory
Organizational Development Processes
power
Regulating Heat Input
role
Share Holdings
Social Comparison Theory
support
Transactional Analysis
UK Civil Service
UK Culture
uncertainty
Uncertainty Avoidance
Vertical Job Enlargement
working
workplace motivation models
Product details
- ISBN 9780415082914
- Weight: 589g
- Dimensions: 138 x 216mm
- Publication Date: 11 Mar 1993
- Publisher: Taylor & Francis Ltd
- Publication City/Country: GB
- Product Form: Hardback
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In recent years global trade and telecommunications have rapidly been spreading the influence of large multinational forms of organization. An integral part of this process has been the rise of 'organizational cultures' unique to particular firms. In a world where such cultures are often in conflict with the societies in which they operate how can we understand the workings of cultural patterns and the kinds of transformations they can create? This concise new introductory text provides succint analysis of organizational cultures and types of change they can set in motion. 'culture' is used in an original way to bring together and make sense of cenrtral issues of organizational behaviour. The author explores the way in which forms of culture can influence styles of management, attitudes toward leadership, the level of motivation in the workplace and `hidden agendas' in group dynamics. Organizational Cultures raises the important issue of whether their can be such a thing as a `right decision' for an organization, and brings into focus the major implications and dangers of the growing numbers of supra-national firms both in terms of internal structure and for the context which they function. Throughout, the author succeeds in weaving together behaviour and organization, thus reconciling the traditional divorce between psychology and sociology in the field. Drawing on case studies from Europe, Asia, Africa, Organizational Cultures provides a truly international insight into forms of organizational behaviour. Detailed chapter objectives and summaries are provided to aid progress and self-assessment.
