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015 _aGBC2D2584
_2bnb
020 _a9781000644661
020 _a1000644669
_q(electronic bk.)
020 _a9781003307334
_q(electronic bk.)
020 _a1003307337
_q(electronic bk.)
020 _a1000644685
_q(electronic bk. : EPUB)
020 _a9781000644685
_q(electronic bk.)
020 _z1032309369
020 _z9781032309354
020 _z1032309350
024 7 _a10.4324/9781003307334
_2doi
035 _a(OCoLC)1342982456
037 _a9781003307334
_bTaylor & Francis
037 _a9781000644685
_bO'Reilly Media
040 _aYDX
_beng
_cYDX
_dTYFRS
_dUKMGB
_dOCLCF
_dN$T
_dUKAHL
_dOCLCQ
_dZCU
_dOCLCQ
_dSFB
_dOCLCO
_dOCLCL
_dORMDA
041 _aeng
050 4 _aHD58.7
082 0 4 _a302.3/5
_223/eng/20220309
100 1 _aCannon, James,
_d1947-
_eauthor.
_1https://id.oclc.org/worldcat/entity/E39PCjwh64HMMpbYGPgRCfvVfq.
245 1 0 _aToxic cultures at work :
_bthe eight drivers of a toxic culture and a process for change /
_cJames Cannon
264 1 _aNew York, NY :
_bRoutledge,
_c2023
300 _axi, 194 pages :
_billustrations (black and white) ;
_c26 cm
336 _atext
_btxt
_2rdacontent.
336 _astill image
_bsti
_2rdacontent.
337 _aunmediated
_bnc
_2rdamedia.
338 _avolume
_bnc
_2rdacarrier.
504 _aIncludes bibliographical references and index.
505 0 _aIntroduction Part A: Culture 1. What is a toxic culture? 2. Organisational diagnosis Part B: Leadership -- power, personality, and values 3. The toxic effect of power imbalance 4. Leadership: the dark triad -- personality and the toxic individual 5. Values Part C: Organisation 6. Organisational design: the toxic impact of structure and process 7. The informal organisation 8. Relations with the external environment Part D: The individual 9. Motivation and communication 10. Reward Part E: Solutions 11. Fixing toxic cultures: a strategy for change.
520 _aAround the world and across industries, toxic workplaces are in the news. Taking a holistic approach, this book gives a succinct summary of how toxic cultures develop and shows how they can be remedied with practical takeaways for organisations. Existing books on toxic culture either skim the surface of the latest scandal or take a theoretical approach of limited use to practitioners trying to improve their organisations. Now, organisational development expert James Cannon presents an all-in-one resource basedon organisational and individual psychology research that offers actionable suggestions for required change. Cannon provides a framework to understand the complexities of a toxic culture, identifying eight drivers: power, leadership personalities, values, organisation design, formal and informal systems, relations with the external environment and individual systems of motivation and reward. The book also offers a comprehensive toolkit with questionnaires and checklists to manage and achieve cultural change. Professionals and students in organisational psychology, business, and change management, as well as those with an interest in the political and social issues raised by toxic cultures, will appreciate this guide on how to tackle a problem that is much discussed but seldom solved.
545 0 _aJames Cannon, PhD, specialises in organisation design and development, and has consulted with organisations around the world. He has run an extensive range of training courses for the Chartered Institute of Personnel and Development (CIPD) in the UK and has served as a visiting lecturer at Geneva University. He has been a fellow of the CIPD and the Chartered Management Institute (CMI) and a Manpower Society prize-winner, as well as honoured by the UK government for his work in leadership development. He served at director level in human resources, information technology, and organisation development, and has been an independent consultant for over 30 years.
650 0 _aCorporate culture.
650 0 _aOrganizational behavior.
650 0 _aEmployee morale.
650 0 _aOrganizational change.
650 2 _aOrganizational Culture.
650 2 _aOrganizational Innovation.
942 _2ddc
_cBK