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Students with a strong grasp of the complete conceptual framework of OB theories have a greater understanding of its managerial implications, as well as their own personal and work experiences. Through this understanding, the conceptual framework is validated and OB as a subject becomes more relevant. This insightful book is designed to guide students through this crucial process. Key features: * Presents the complete conceptual framework of the relevant theories of OB giving students a clear understanding of the processes underlying human behaviour at work * Encourages students to test the relevance of these theories through reflection on their own experiences, and through participation in the experiential exercises * Provides students with the knowledge they need to develop effective strategies based on sound theory, to deal with workplaces behaviours, and become first class managers * Explores the impact of cultural and cross-cultural issues in OB and equips students with the interpersonal skills they need to manage a global workforce This book is packed with cases, exercises, discussion questions and other learning features that will prepare any OB student for the difficult but necessary task of managing behaviour in the workplace. -- Provided by publisher

Turkey; social and psychological studies

Leadership and teamwork are the key factors contributing to organizational effectiveness if their attributes fit to the socio-cultural context. In this reading, the leadership and teamwork process are described in Developing countries (DCs). Developing countries, which comprise of 80 % of the world's population, are diverse in many ways. However, there are some common socio-economic, institutional, and political characteristics as well as shared cultural attributes. The first section addresses the difficulty of finding a definition of developing countries and lays out some common features. Next comes the presentation of six key socio-cultural characteristics that have implications for leadership and teamwork. The following two sections describe challenges and opportunities in leading and teaming in DCs.

This study examined the influence of type of social contract (i.e., transactional vs. relational) on how organizations responded to financial crisis in Turkey. Moreover, it examined the role of social contracts in moderating the relationship between type of response strategies organizations used and justice perceptions of employees. Participants were 132 full-time employees from 85 different business organizations. Results showed that as the social contract tended to be more transactional, there was less focus on cost-cutting strategies in production, marketing, and financial practices (PMF), whereas when the social contract tended to be more relational, there was less focus on cost-cutting strategies in human resource management practices (HRM). Cost-cutting in PMF areas yielded low procedural justice when employees were in organizations that were high rather than low on transactional contracts, whereas cost-cuttingin HRM areas resulted in low distributive justice when employees were in organizations that were high rather than low on relational contracts.

Despite considerable awareness about various forms and meanings of participative decision-making (PDM) in different parts of the world, there is less agreement on the causes of variation in PDM. This article argues that among other exogenous (e.g. sociopolitical, legal, historical) forces, the sociocultural context plays an important role in the observed differences among PDM approaches and practices across nations. Similarly, subcultures and organizational cultures may influence PDM within nations. Two cultural dimensions: individualism-collectivism and power distance, are linked with four widespread employee participation approaches: face-to-face PDM, collective PDM, pseudo-PDM, and paternalistic PDM. The attributes of each PDM form, including the cultural determinants, underlying beliefs, the types of decisions made, and the relationship between a specified form and other PDM meanings (e.g. self-managing teams) are elaborated.