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.

Organization Behavior and Change: Just the Facts provides an approach to studying the design and administration of complex organizations. This book provides a framework for understanding the day-to-day behavior of employees with dynamic organizations. Topics covered include human behavior principles in individual, small group and organizational settings. The influence of job design on human performance will also be examined. The primary focus is on developing effective administrative skills used in improving employee performance. Part I of this book examines individuals. Part II looks at groups, and Part III covers organizations. The contents of this book were designed by Dr. Shuler to teach a masters level course in organizational 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 third book in a series of "Just the Facts" books by Dr. Shuler.

The purpose of this book is to provide the reader a basic understanding of the philosophical thoughts on management and governance. This is accomplished through the ideas of over 50 historical figures. These individuals laid the foundations of thought and theory in many fields of endeavor. Over the years these ideas have been blended to form concepts and philosophies that have been used in organizational management and in governance throughout the world.

Gender equity can't happen without racial equity. We need Shared Sisterhood. Bias persists in organizations and society. Despite efforts that have been made in the last few decades, gender and racioethnic equity still hasn’t been achieved. What's worse, Black, Indigenous, Asian, and Latina women are being held back more than their White counterparts. We need to change how we strive for equity. We must move beyond individual solutions toward collective action, where people from historically power-dominant and marginalized groups work together, so that all women experience the benefits of professional growth and equity. We need Shared Sisterhood, and anyone, regardless of gender, can join in. Professor Tina Opie first started Shared Sisterhood as a movement to drive gender and racial equity in organizations. Since then, she and professor Beth A. Livingston have worked together to spread the word to leaders across organizations, with thousands of followers joining the cause. In this book, they explain how to use vulnerability, trust, empathy, and risk-taking to build Shared Sisterhood and break down three key parts of the process: Dig into your own assumptions around racioethnicity, gender, and power Bridge the divide between women of all backgrounds through authentic relationships Advance all women across the organization and beyond Balancing a mix of history, research, and real-life examples—including the authors' own experiences—this book encourages everyone to join Shared Sisterhood and advance equity for all.

Decisions in businesses and organizations are too often based on fads, fashions and the success stories of famous CEOs. At the same time, traditional models and new cutting-edge solutions often fail to deliver on what they promise. This situation leaves managers, business leaders, consultants and policymakers with a profound challenge: how can we stay away from trends and quick fixes, and instead use valid and reliable evidence to support the organization? In response to this problem, evidence-based management has evolved with the goal of improving the quality of decision-making by using critically evaluated evidence from multiple sources - organizational data, professional expertise, stakeholder values and scientific literature. This book sets out and explains the specific skills needed to gather, understand and use evidence to make better-informed organizational decisions. Evidence-Based Management is a comprehensive guide that provides current and future managers, consultants and organizational leaders with the knowledge and practical skills to improve the quality and outcome of their decision-making. Online resources include case studies, exercises, lecture slides and further reading.

Humans engage in a seemingly endless variety of different behaviors, of which some are found across species, while others are conceived of as typically human. Most generally, behavior comes about through the interplay of various constraints – informational, mechanical, neural, metabolic, and so on – operating at multiple scales in space and time. Over the years, consensus has grown in the research community that, rather than investigating behavior only from bottom up, it may be also well understood in terms of concepts and laws on the phenomenological level. Such top down approach is rooted in theories of synergetics and self-organization using tools from nonlinear dynamics. The present compendium brings together scientists from all over the world that have contributed to the development of their respective fields departing from this background. It provides an introduction to deterministic as well as stochastic dynamical systems and contains applications to motor control and coordination, visual perception and illusion, as well as auditory perception in the context of speech and music.

Simulations are widely used in the military for training personnel, analyzing proposed equipment, and rehearsing missions, and these simulations need realistic models of human behavior. This book draws together a wide variety of theoretical and applied research in human behavior modeling that can be considered for use in those simulations. It covers behavior at the individual, unit, and command level. At the individual soldier level, the topics covered include attention, learning, memory, decisionmaking, perception, situation awareness, and planning. At the unit level, the focus is on command and control. The book provides short-, medium-, and long-term goals for research and development of more realistic models of human behavior.