Browse content
Table of contents
Actions for selected chapters
- Full text access
- Book chapterNo access
Chapter 1 - Metaphor and reality
Pages 1-9 - Book chapterNo access
Chapter 2 - Climate, culture and perception
Pages 11-17 - Book chapterNo access
Chapter 3 - Theoretical foundations
Pages 19-37 - Book chapterNo access
Chapter 4 - The good life – and good performance
Pages 39-51 - Book chapterNo access
Chapter 5 - Assessing organizational climate
Pages 53-71 - Book chapterNo access
Chapter 6 - On the freedom to express ideas
Pages 73-88 - Book chapterNo access
Chapter 7 - On the freedom to express concerns
Pages 89-103 - Book chapterNo access
Chapter 8 - On the freedom to question
Pages 105-120 - Book chapterNo access
Chapter 9 - On participation in defining goals and objectives
Pages 121-138 - Book chapterNo access
Chapter 10 - On intrinsic satisfactions from the work itself
Pages 139-154 - Book chapterNo access
Chapter 11 - On innovation – the freedom to try new concepts and approaches
Pages 155-172 - Book chapterNo access
Chapter 12 - On purposive threat
Pages 173-189 - Book chapterNo access
Chapter 13 - On environmental threat
Pages 191-210 - Book chapterNo access
Chapter 14 - The way ahead
Pages 211-229 - Book chapterNo access
Bibliography
Pages 231-239 - Book chapterNo access
Index
Pages 241-244
About the book
Publisher's Note: Transferred to Taylor & Francis as of 2011
Description
Could your organization be a better place to work? What effect would that have on the quality and quantity of what gets done?
This book examines the concept of organizational climate ('what it feels like to work here') in a readable and accessible way without sacrificing academic rigour. Using case studies to illustrate the causes and consequences of various climate factors, it makes practical suggestions for how improvements can be made - to everyone's benefit.
Building on current research, this book shows how perceptions of climate arise, the effects they can have on performance, and how managers can influence these perceptions and apply their understanding to improve their own and their people's effectiveness.
Could your organization be a better place to work? What effect would that have on the quality and quantity of what gets done?
This book examines the concept of organizational climate ('what it feels like to work here') in a readable and accessible way without sacrificing academic rigour. Using case studies to illustrate the causes and consequences of various climate factors, it makes practical suggestions for how improvements can be made - to everyone's benefit.
Building on current research, this book shows how perceptions of climate arise, the effects they can have on performance, and how managers can influence these perceptions and apply their understanding to improve their own and their people's effectiveness.
Key Features
* Accessible yet rigorous examination of the concept of organizational climate
* Practical case studies illustrate the causes and consequences of various climate factors
* Includes 'how to' suggestions for improvements, providing the reader with a cost-effective way of conducting their own assessments
* Accessible yet rigorous examination of the concept of organizational climate
* Practical case studies illustrate the causes and consequences of various climate factors
* Includes 'how to' suggestions for improvements, providing the reader with a cost-effective way of conducting their own assessments
Details
ISBN
978-0-7506-8368-5
Language
English
Published
2007
Copyright
Copyright © 2007 Elsevier Ltd. All rights reserved
Imprint
Butterworth-Heinemann