An introduction to the use of computer simulation in studying organizational behavior.

This handbook focuses on the complex processes and problems of organizational change and relates current knowledge of individual and group psychology to the understanding of the dynamics of change. Complementary and competing insights are presented as overviews of theory and research Offers helpful insights about choosing models and methods in specific situations Chapters by international authors of the highest quality

This quantitative study uses the history of Stanford University to develop speculations about the ways in which written rules change. It contributes both to a theory of rules and to theories of organizational decision-making, change, and learning.

Organization Dynamics and Human Behavior: Just the Facts provides an approach to the examination and application of organizational theories aimed at developing a conceptual framework for the understanding and analysis of human behavior in complex organizations. It provides an understanding of individuals, interpersonal, group, team, and organizational dynamics and interaction on organizational functions, productivity, and culture. Part I of this book examines theories and theorists. Part II looks at human behavior: individuals and groups, and Part III covers organizational dynamics. The contents of this book were designed by Dr. Shuler to teach a masters level course in organizational dynamics and human behavior at a major state university. This book is also designed so that anyone can use it for self-instruction in these areas, since only the facts are presented. This is the fourth book in a series of "Just the Facts" books by Dr. Shuler.

Often, organizations have difficulties in recognizing the need to change. Nicole Zimmermann investigates the barriers to, but also in particular the drivers of organizational change. From the case-specific as well as from a generic study, a structural model results that is able to explain how environmental and cognitive drivers, inertia and managerial attention interact.

This textbook challenges the view that organizations succeed when they operate in states of stability, harmony and consensus. The author argues that an understanding of organizational dynamics leads to a greater insight into strategic management.