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Top Business Psychology Models

Book Description

This book is aimed at consultants and managers interested in psychology - organisational and positive psychology - and its application in business. It offers readers a short hand guide to the topic in a practical guide which explains the main theories and models used by psychologists, whilst avoiding the jargon and academic style common in many psychology texts. Each model is presented in a short, easy to access form which could be easily converted into materials for use in training or in coaching conversations.

Table of Contents

  1. Cover
  2. Title page
  3. Dedication
  4. Imprint
  5. Table of contents
  6. Acknowledgements
  7. About the authors
  8. Foreword
  9. Introduction
  10. Part One: The individual at work
    1. 1. What makes people do things?
    2. 2. How can we become more engaged with work?
    3. 3. How can people develop their self-awareness?
    4. 4. Helping others to set goals
    5. 5. How can people learn to become more optimistic?
    6. 6. Why did they do that?
    7. 7. How can we make sense of who we are?
    8. 8. How does psychological testing work?
    9. 9. How do we think about others thinking?
    10. 10. How can we manage our negative thinking?
    11. 11. How can job performance be accurately and fairly assessed?
    12. 12. How do people cope with change?
    13. 13. How do we understand different types of people?
    14. 14. How do we know if someone is telling us a lie?
    15. 15. How can people understand and build on their strengths?
    16. 16. What can employers do to improve the mood and commitment of their staff?
    17. 17. How to help people cope well with change
    18. 18. Where does motivation come from?
    19. 19. How can we rely on psychometric tests?
    20. 20. How can people change their behaviours?
    21. 21. How do people positively handle trauma?
    22. 22. How can people develop their capacity to cope with adversity?
  11. Part Two: Team effort
    1. 23. Do people work harder if you give them more attention?
    2. 24. Do the assumptions that managers have about people affect how they do their work?
    3. 25. Do groups always make the best decisions?
    4. 26. What behaviours improve team performance?
    5. 27. Does an attractive communicator influence our decision making?
    6. 28. How to use goal setting to enhance performance
    7. 29. Why do people obey authority figures even when they are being asked to do something they know is wrong?
    8. 30. How can you select the best candidate at an interview?
    9. 31. How do people make up our minds?
    10. 32. How can we positively help people and teams change?
    11. 33. How does shift work impact on how well people do their work?
    12. 34. How do groups develop to become effective?
    13. 35. How can you ensure everyone makes a fair contribution to team goals?
    14. 36. How do you get good outcomes for both sides in a negotiation?
    15. 37. How do I make decisions in a complex world?
    16. 38. How can we specify the behaviours required to perform a task well?
  12. Part Three: Organizations
    1. 39. How useful are positive emotions?
    2. 40. What can organizations do to transform the way they think and act?
    3. 41. How do people’s expectations of their employers affect the way they work?
    4. 42. What can you do to make training a good investment?
    5. 43. How do I take account of the forces for and against change?
    6. 44. How can you make a workplace fair?
    7. 45. How do you tackle difficult people at work?
    8. 46. How do people really make decisions?
    9. 47. How can good conversations change organizations?
    10. 48. How can metaphors help managers change their organizations?
    11. 49. How can you make work less stressful?
    12. 50. What can we do to make our writing more readable?
  13. Full Imprint