The Ropes to Skip and the Ropes to Know: Studies in Organizational Behavior
by R. Richard Ritti, Steve Levy
Now in its Sixth Edition, this OB reader continues to both instruct and entertain the current generation of students and professionals about workplace realities.
Going beyond the usual technical/rational analysis of books on organizational behavior, each chapter is a fictionalized account of actual workplace happenings, and involves a continuing cast of characters whom readers come to know. Each account makes a point of its own, or illustrates theoretical material covered in the introductions to parts and sections.
For instance, why would a plant manager call a continuing series of 6:30am meetings about coordination of efforts, and then cancel them after a short while? (He effectively used negative reinforcement to reward the coordination that resulted from imposing the inconvenient meetings – aside from whatever the participants may have discussed.)
The "realness" of this text continues to draw a kind of fan mail from both students and others. As one Vice President of Sales for a nationally known corporation put it: "After 18 years in business life I only wish I had read it much earlier. Your book should be required reading for anyone embarking into any kind of organizational life . . ."
Going beyond the usual technical/rational analysis of books on organizational behavior, each chapter is a fictionalized account of actual workplace happenings, and involves a continuing cast of characters whom readers come to know. Each account makes a point of its own, or illustrates theoretical material covered in the introductions to parts and sections.
For instance, why would a plant manager call a continuing series of 6:30am meetings about coordination of efforts, and then cancel them after a short while? (He effectively used negative reinforcement to reward the coordination that resulted from imposing the inconvenient meetings – aside from whatever the participants may have discussed.)
The "realness" of this text continues to draw a kind of fan mail from both students and others. As one Vice President of Sales for a nationally known corporation put it: "After 18 years in business life I only wish I had read it much earlier. Your book should be required reading for anyone embarking into any kind of organizational life . . ."
ORGANIZATIONAL BEHAVIOR
RELEASED2002
PUBLISHERWiley
LENGTH336
LANGUAGEEN
The Ropes to Skip and the Ropes to Know: Studies in Organizational Behavior
by R. Richard Ritti, Steve Levy
Now in its Sixth Edition, this OB reader continues to both instruct and entertain the current generation of students and professionals about workplace realities.
Going beyond the usual technical/rational analysis of books on organizational behavior, each chapter is a fictionalized account of actual workplace happenings, and involves a continuing cast of characters whom readers come to know. Each account makes a point of its own, or illustrates theoretical material covered in the introductions to parts and sections.
For instance, why would a plant manager call a continuing series of 6:30am meetings about coordination of efforts, and then cancel them after a short while? (He effectively used negative reinforcement to reward the coordination that resulted from imposing the inconvenient meetings – aside from whatever the participants may have discussed.)
The "realness" of this text continues to draw a kind of fan mail from both students and others. As one Vice President of Sales for a nationally known corporation put it: "After 18 years in business life I only wish I had read it much earlier. Your book should be required reading for anyone embarking into any kind of organizational life . . ."
Going beyond the usual technical/rational analysis of books on organizational behavior, each chapter is a fictionalized account of actual workplace happenings, and involves a continuing cast of characters whom readers come to know. Each account makes a point of its own, or illustrates theoretical material covered in the introductions to parts and sections.
For instance, why would a plant manager call a continuing series of 6:30am meetings about coordination of efforts, and then cancel them after a short while? (He effectively used negative reinforcement to reward the coordination that resulted from imposing the inconvenient meetings – aside from whatever the participants may have discussed.)
The "realness" of this text continues to draw a kind of fan mail from both students and others. As one Vice President of Sales for a nationally known corporation put it: "After 18 years in business life I only wish I had read it much earlier. Your book should be required reading for anyone embarking into any kind of organizational life . . ."
ORGANIZATIONAL BEHAVIOR
RELEASED2002
PUBLISHERWiley
LENGTH336
LANGUAGEEN