C/M/824. Critically evaluate the view that organisational misbehaviour is a normal feature of organisational life

The paper examines the concept of organisational misbehaviour (OM) reviewing management theorists related to OM and discussing the role of economic, psychological and political control in organisations, the motivations for employee commitment, and the conflict of interests as part of organisational life.

C/M/545. Power and control

As business world re-aligns itself to an ever more complicated global market and the rise of the new information economy, the distribution of power and control in the organisation seems to be changing as well. A similar scenario has been depicted in case of a company called 'Engineering product' and will form the heart of the analysis performed in the paper. An attempt will be made to correlate any analysis with appropriate theories through out the essay.

C/M/460. Influencing and Persuading: Definitions and Examples

This work aims to develop an understanding of the role of influencing and persuasion in the business world. Firstly, it outlines key definitions and highlights the differences between the use of influence and persuasion. With consideration of well-known approaches and theories, this paper then presents several examples of how these techniques are typically used in the workplace. In addition, it examines how these techniques can achieve specific goals in the most effective manner.

S/M/227. What are the similarities and differences between LPA and PSA of organisations, and what insights does each approach give into practices in organisations?

The paper examines analytical tools of assessing organisational behaviour focusing on labour process analysis (LPA) and post-structural analysis (PSA). Both approaches are described on the basis of a literature review arguing which of them is more valid in modern multicultural organisations.

E/M/185. How is knowledge of personality helpful in management?

The paper addresses the problem of relationships in the workplace reviewing personality theories and examining how managers can benefit from understanding the personality of their employees. Personality assessment tools are discussed.

E/B/150. Social, cultural and ethical dimensions of business

The paper examines the role of social, cultural and ethical factors in organisational development conducting a case study of an international marine contracting organization, and addressing the issues of alcohol and drug abuse, illegal smuggling of firearms, health and safety issues, sexual discrimination, flexible working hours, etc.

P/M/801. Manager’s knowledge of organisational behaviour

The paper examines the issues of organisational behaviour (OB) providing a review of its definitions, identifying the term ‘working knowledge’ and looking at the role of managers’ knowledge of OB. The key characteristics of an effective manager are outlined; the benefits of understanding OB are discussed in the context of motivation and job satisfaction.

P/M/797. Theories of organizational behaviour and case study of ‘Ocean’s 11’

The paper examines the elements that determine organisational behaviour including motivation, decision making, power, conflict, culture, structure, communication and teamwork. A management development plan is constructed applying theoretical approaches to the background of the film “Ocean’s 11” and analyzing the performance of Danny’s organization.

P/M/730. Economic and emotional aspects of organisationÒs downsizing

The paper examines the problems of downsizing as the last option for an organisation to improve its efficiency. The implications of downsizing are discussed including the issues of reduced performance capabilities, job insecurity, disruption of the existing networks, etc. Psychological aspects of coping with negative emotions related to downsizing are outlined offering recommendations to HR management.

P/M/689. Representation of emotion in organisations

The paper examines the issues of organisational emotional control discussing the authorÒs working experience, the existing emphasis on rationality in education and organisations, the current representation of emotion in organisations, the implications of suppressing individual emotion, etc.

S/M/219. Role of organisational behaviour in managing individuals

The paper examines the issues of organisational behaviour reviewing theories of motivation, i.e. Maslow's hierarchy of needs theory, expectancy theory, equity theory, etc.

P/M/363. Theory of organisations and management: practical application

The paper deals with the theory of organisations and management illustrating its application by the practices of the Nottinghamshire Business Venture (NBV), a company offering training and advice to small and medium sized businesses. The concepts of 'organisation', 'management', 'power' and 'leader' are defined. Various styles of management are described in the context of cultural differences.

S/B/59. Rudi Gassner and the Executive Committee of BMG International (Case analysis)

The case analysis applies various organisational behaviour and work psychology models and concepts (such as Leader-member exchange, expectancy, path-goal theories; situational leadership concept; goal communality) to scrutinise work practices adopted by BMG International. The essay examines strong and weak points of the leadership style of the company chief and how they influence the overall climate and team dynamics in the organisation.

S/M/61. Organisational Analysis of Chinese Medicine Centre - Herbal Inn

This essay is discussing the organisational analysis of the Chinese medicine centre - Herbal Inn. It refers to the organisational structure, organisational hierarchy, organisational culture, decision making processes, leadership style, job description, HRM policies in general, communication patterns and presence of total quality management. For conducting an in depth structural and operational analysis, the manager of Herbal Inn was interviewed for the study.

C/M/98. Conflict and Negotiations

The overall aim of the following report was to demonstrate the process of negotiations and ability to solve a conflict via this particular process. The report was to be supported by the real life example from writer's work place (restaurant) from point of view of observer but not a directly involved in action. The paper firstly presents brief overview of the analysed organisation- restaurant; analyses the problem, such as persuasion and unofficial talks in the restaurant; the structural approach of solving the problem as negotiations were examined; the official negotiations were critically discussed; and lastly brief conclusion upon the whole analysis is presented

P/HR/72. "Organisational politics arise when people think differently and want to act differently". (Morgan 1986: 148). Use examples to demonstrate the relevance of this proposition for understanding organisational behaviour.

P/M/164. "Organisational politics arise when people think differently and want to act differently". (Morgan 1986: 148). Use examples to demonstrate the relevance of this proposition for understanding organisational behaviour.

P/M/21. Managers and the process of change.

Conclusion: There will always be resistance to change, it is the nature of people that they like things to remain the same. A good manager has to be able to work with and overcome this resistance, he/she must be able to control the whole process of change. In order to do this they have to utilise and balance all of their knowledge and skills, whether they are traditional, modern, or most likely a mixture of the two. The different cultures that comprise organisations mean that there is no one prescriptive approach for successful change management, rather managers have to be aware of the present situation and have the ability to see the transition to the future proposed state. Therefore it is most likely for an áall rounder to precipitate successful change. This will be someone who has the ability to perform all of the key management functions as listed earlier as well as being able to diagnose, adapt and communicate.

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