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Full Description
Managing Human Behavior in Public and Nonprofit Organizations helps you understand, manage, and influence the behaviour of others in the workplace. Taking an action-oriented approach the authors use real-world circumstances within public and non-profit organisations to illustrate key concepts. Important topics such as stress, decision making, motivation, leadership, communication, teams, and change give you a foundational understanding of the basic issues that affect human behaviour.In addition to new cases and examples from the public and non-profit sectors, this edition features new material on leadership and organisational change, cultural diversity and generational diversity, and positive organisational behaviour. New material on leadership and organisational change build your critical management and leadership skills, so you can act effectively and responsibly under real -world pressuresExpanded coverage of cultural diversity helps you understand, communicate with, and effectively interact with people across cultures, as well as work with varying cultural beliefs and schedulesExpanded coverage of positive organisational behaviour includes the latest research and findings that demonstrate the successful implementation of positive psychology in the workplaceNew cases, examples, self-assessments, and exercises bring concepts to life with relevant ways to practice and improve your management skills. A companion website will be available for lecturers at study.sagepub.com/denhardt4e featuring additional teaching resources.
Contents
Chapter 1The Roots of Organizational BehaviorMore Recent DevelopmentsDoes Good Management Make a Difference?Themes and Purposes of This BookChapter 2: Knowing and Managing YourselfWhere Do We Begin?Ways of ThinkingWays of ActingThinking in ActionAppendix 2.A: Reddin's Personal Values InventoryAppendix 2.B: Fundamental Interpersonal Relations Orientation-Behavior (FIRO)Appendix 2.C: Locus of ControlAppendix 2.D: Career Orientation InventoryAppendix 2.E: Emotional IntelligenceChapter 3: Fostering Creativity and InnovationWhere Do We Begin?Ways of ThinkingWays of ActingThinking in ActionChapter 4: Managing StressWhere Do We Begin?Ways of ThinkingWays of ActingThinking in ActionChapter 5: Decision-MakingWhere Do We Begin?Ways of ThinkingWays of ActingThinking in ActionChapter 6: Motivation and EngagementWhere Do We Begin?Ways of ThinkingWays of ActingThinking in ActionChapter 7: Leadership in Public OrganizationsWhere Do We Begin?Ways of ThinkingWays of ActingThinking in ActionChapter 8: Power and Organizational PoliticsWhere Do We Begin?Ways of ThinkingWays of ActingThinking in ActionChapter 9: Communicating Effectively With OthersWhere Do We Begin?Ways of ThinkingWays of ActingThinking in ActionChapter 10: Working in Groups and TeamsWhere Do We Begin?Ways of ThinkingWays of ActingThinking in ActionChapter 11: Managing ConflictWhere Do We Begin?Ways of ThinkingWays of ActingThinking in ActionChapter 12: Organizational ChangeWhere Do We Begin?Ways of ThinkingWays of ActingThinking in ActionChapter 13: Representing the Organization "On the Outside"Where Do We Begin?Ways of ThinkingWays of ActingThinking in ActionChapter 14: Managing Behavior in the Public InterestThe New Public ServiceConclusion
