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  • Produktbild: Top Business Psychology Models
  • Produktbild: Top Business Psychology Models

Top Business Psychology Models 50 Transforming Ideas for Leaders, Consultants and Coaches

54,99 €

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Beschreibung

Produktdetails

Einband

Taschenbuch

Erscheinungsdatum

03.07.2012

Verlag

Kogan Page Ltd

Seitenzahl

224

Maße (L/B/H)

23,4/15,6/1,2 cm

Gewicht

345 g

Auflage

1

Sprache

Englisch

ISBN

978-0-7494-6465-3

Beschreibung

Produktdetails

Einband

Taschenbuch

Erscheinungsdatum

03.07.2012

Verlag

Kogan Page Ltd

Seitenzahl

224

Maße (L/B/H)

23,4/15,6/1,2 cm

Gewicht

345 g

Auflage

1

Sprache

Englisch

ISBN

978-0-7494-6465-3

Herstelleradresse

Libri GmbH
Europaallee 1
36244 Bad Hersfeld
DE

Email: gpsr@libri.de

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  • Produktbild: Top Business Psychology Models
  • Produktbild: Top Business Psychology Models




      • Chapter - 00: Introduction;



    • Section - ONE: The individual at work;



      • Chapter - 01: What makes people do things? Maslow’s hierarchy of needs;

      • Chapter - 02: How can we become more engaged with work? Flow;

      • Chapter - 03: How can people develop their self-awareness? Mindfulness;

      • Chapter - 04: Helping others to set goals The GROW model;

      • Chapter - 05: How can people learn to become more optimistic? Learned optimism;

      • Chapter - 06: Why did they do that? Attribution theory;

      • Chapter - 07: How can we make sense of who we are? Personality trait and type theory;

      • Chapter - 08: How does psychological testing work? Psychometrics;

      • Chapter - 09: How do we think about others thinking? Theory of mind and emotional intelligence;

      • Chapter - 10: How can we manage our negative thinking? Cognitive behavioural model;

      • Chapter - 11: How can job performance be accurately and fairly assessed? Behaviourally anchored rating scales (BARS);

      • Chapter - 12: How do people cope with change? Phases of change models;

      • Chapter - 13: How do we understand different types of people? Myers–Briggs Type Indicator (MBTI);

      • Chapter - 14: How do we know if someone is telling us a lie? Facial displays;

      • Chapter - 15: How can people understand and build on their strengths? Values in Action Inventory of Strengths (VIA-IS);

      • Chapter - 16: What can employers do to improve the mood and commitment of their staff? Psychological capital;

      • Chapter - 17: How to help people cope well with change Three phases of transition;

      • Chapter - 18: Where does motivation come from? Self-determination theory;

      • Chapter - 19: How can we rely on psychometric tests? Reliability and validity;

      • Chapter - 20: How can people change their behaviours? Transtheoretical Model of Change;

      • Chapter - 21: How do people positively handle trauma? Post-traumatic growth theory;

      • Chapter - 22: How can people develop their capacity to cope with adversity? Resilience;



    • Section - TWO: Team effort;



      • Chapter - 23: Do people work harder if you give them more attention? The Hawthorne effect;

      • Chapter - 24: Do the assumptions that managers have about people affect how they do their work? Theory X and Theory Y;

      • Chapter - 25: Do groups always make the best decisions? Groupthink;

      • Chapter - 26: What behaviours improve team performance? Belbin team roles;

      • Chapter - 27: Does an attractive communicator influence our decision making? Attractiveness theory;

      • Chapter - 28: How to use goal setting to enhance performance Goal-setting theory;

      • Chapter - 29: Why do people obey authority figures even when they are being asked to do something they know is wrong? Obedience to authority theory;

      • Chapter - 30: How can you select the best candidate at an interview? Behavioural interviewing;

      • Chapter - 31: How do people make up our minds? Majority and minority influence;

      • Chapter - 32: How can we positively help people and teams change? The Skilled Helper Model;

      • Chapter - 33: How does shift work impact on how well people do their work? Circadian rhythms and performance at work;

      • Chapter - 34: How do groups develop to become effective? Tuckman’s group development;

      • Chapter - 35: How can you ensure everyone makes a fair contribution to team goals? Social loafing theory;

      • Chapter - 36: How do you get good outcomes for both sides in a negotiation? Best alternative to a negotiated agreement (BATNA);

      • Chapter - 37: How do I make decisions in a complex world? Cynefin complexity model;

      • Chapter - 38: How can we specify the behaviours required to perform a task well? Critical incident technique;



    • Section - THREE: Organizations;



      • Chapter - 39: How useful are positive emotions? Broaden-and-build theory of positive emotions;

      • Chapter - 40: What can organizations do to transform the way they think and act? Appreciative inquiry;

      • Chapter - 41: How do people’s expectations of their employers affect the way they work? Psychological contract;

      • Chapter - 42: What can you do to make training a good investment? Social learning theory;

      • Chapter - 43: How do I take account of the forces for and against change? Force field analysis;

      • Chapter - 44: How can you make a workplace fair? Organizational justice;

      • Chapter - 45: How do you tackle difficult people at work? Managing difficult people;

      • Chapter - 46: How do people really make decisions? The bounded rationality model of decision making;

      • Chapter - 47: How can good conversations change organizations? Conversational approaches to change;

      • Chapter - 48: How can metaphors help managers change their organizations? Organizational metaphors;

      • Chapter - 49: How can you make work less stressful? The vitamin model of stress;

      • Chapter - 50: What can we do to make our writing more readable? FOG Index of Readability