In today's world we rely on formal organizations for almost everything that we do. These organizations in turn shape our expectations of how people should behave. Whether our interaction with an organization is positive or negative will depend on the structure, character, and control of the organization.

The text introduces and explains the central theories, concepts, and models of the field of organizational behaviour; at the same time, it advances the key ideas of competing paradigms, integrating many of their main issues. In this way "Organizational Behaviour in a Global Context "offers a unique view into twenty-first century organizations.

Featured studies and cases of several major organizations including British Airways, Scandinavian Airlines System, Ontario Hospitals, Pfizer, the Catholic Church, Mountain Equipment Co-operative, Workbrain, Wal-Mart (and many others) allow the reader to understand the context in which to consider specific themes. These themes are also explored in separate chapters--including chapters on gender at work and race/ethnicity in the workplace. Finally, the authors use current research to examine aspects of organizational behaviour from a gender, class, or race/ethnicity approach.

An instructor's manual, available on CD-ROM, includes chapter-by-chapter PowerPoint presentations, a 500-question test bank, additional discussion questions, and previously unpublished case studies drawn from the Dark Side Competition (on Rwanda, Coca-Cola in India, Bhopal, and Nestle).

Published Under the Garamond Imprint

This innovative book is concerned with the power relations, complexities, and contradictions in the paid workplace. Workplace learning is not value-free or politically neutral, and cannot be studied independently of the political economy of work.

Workplace Learning is part of a growing body of work that offers an alternative to mainstream approaches to workplace learning, recognizing that power relations, politics and conflicts of interest all shape learning. The authors emphasize the lived experiences of working people, avoiding prescriptive accounts and uncritical Human Resource Development views.

Comments:

"Here is a map through contested and largely uncharted terrain..." - from the foreword by D'Arcy Martin