Introduction to organisational behaviour:
Gespeichert in:
| 1. Verfasser: | |
|---|---|
| Format: | Buch |
| Sprache: | English |
| Veröffentlicht: |
Basingstoke [u.a.]
Macmillan
1996
|
| Ausgabe: | 1. publ. |
| Schlagworte: | |
| Online-Zugang: | Inhaltsverzeichnis |
| Beschreibung: | XX, 530 S. graph. Darst. |
| ISBN: | 0333639197 0333639200 |
Internformat
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Datensatz im Suchindex
| _version_ | 1804125725379264512 |
|---|---|
| adam_text | I Contents
List of figures, table and boxes xi
Preface xvii
Acknowledgements xx
1 Introduction 1
The background of organisational behaviour 1
Conclusions 10
2 The organisation and its environment 11
Introduction 11
Organisational goals, aims and objectives 15
Tangible and intangible objectives 23
Limitations 24
Decision making 25
Decision making: other factors 27
Failure 29
Systems 30
Main systems 32
Organisations in their environment 35
Contingency approaches 39
The Aston Group 40
Conclusions 41
Questions 43
3 Perception 45
Introduction 45
Halo effect 52
Stereotyping, pigeonholing and compartmentalisation 53
Self fulfilling prophecy 53
Perceptual mythology 53
Other influences on perception 58
Conclusions 68
Questions 69
4 Attitudes, values and beliefs 70
Introduction 70
Values 70
v
vi Contents
Shared values 71
Beliefs 78
Socialisation 80
Learning 82
Individual development 89
Conclusions 92
Questions 93
5 Motivation 94
Introduction 94
Definitions 94
Major theories of motivation 99
Job and work design 116
Pay and motivation as a process 128
Conclusions 133
Questions 133
6 Personality and roles 135
Personality 135
Roles 141
Application 156
Recruitment and selection 157
Conclusions 166
Questions 167
7 Communication 168
Introduction 168
One way communication 168
Two way communication 169
Upward and downward communication 169
Formal and informal communication 170
Committees 172
Elements necessary for effective communication 173
Negotiation 177
Barriers and blockages 181
Communication agenda 197
Organisational toxicity 198
Transactional analysis 201
Assertiveness 204
Conclusions 205
Questions 206
8 Influence, power and authority 207
Introduction 207
Centres of power in organisations 215
Contents vii
Power and influence relationships 218
Dominance dependency and responsibility 219
Hierarchy 222
Status 223
Friendships 224
Dislike 224
Organisational features 225
Control mechanisms 226
Delegation 229
Relationship structures and spheres of influence 233
Spheres of influence 236
Conclusions 239
Questions 239
9 Leadership 240
Introduction 240
Definition 241
Critical nature 242
A note on the Chief Executive Officer 243
Identity 244
Confidence 244
Respect 245
Leadership and management 245
Traits and characteristics 248
Types of leader 251
Leadership and status 252
Charisma and personality in leadership 253
Trait theories 254
Style theories 255
Vision and direction 265
Are leaders special people? 266
Contingency approaches 266
The complexities of leadership 269
Measures of success and failure 275
Conclusions 276
Questions 277
10 Teams and groups 278
Introduction 278
Purpose 279
The creation of effective groups 282
Adjourning 284
The final curtain 285
Group factors and characteristics 285
The determinants of group effectiveness 290
viii Contents
Group cohesion 292
Groups 294
Group behaviour 296
Sources of potential group stresses and strains 298
Problems with groups 303
Group development 309
High performing teams and groups 312
Conclusions 313
Questions 315
11 Conflict 316
Introduction 316
Levels of conflict 316
Sources of conflict in organisations 324
Right and wrong 324
Symptoms of conflict 326
Causes of conflict 328
Strategies for the management of conflict 336
Other means of reconciling workplace conflict 347
Conclusions 348
Questions 349
12 Realpolitik 350
Survival 351
Spheres of influence 353
Patronage 353
Succession 354
Favouritism and victimisation 354
The ability to influence 355
Position assessment 356
Special relationships 357
Confidence and trust 357
Ideologies 358
Territory 358
Ambiguity 360
Communications 360
Human interaction 361
Political activity 362
Organisational health and well being 369
Conclusions 374
Questions 374
13 Ethics 375
Introduction 375
Survival 377
Contents ix
Relationships with employees 378
Responsibilities and obligations to staff 378
Relationships with customers 381
Means and ends 387
Decision making 390
Conclusions 391
Questions 391
14 Culture 392
Introduction 392
Pressures on organisational culture 394
The cultural web 398
Cultural influences 399
Archtype cultures 402
Other aspects of organisational culture 408
Culture management and attention to culture 411
Conclusions 413
Questions 414
15 Technology 415
Introduction 415
F. W. Taylor 417
Human performance and scientific management 420
Conclusions 436
Questions 437
16 Organisation structure and design 438
Introduction 438
Structural forms 439
Centralisation and decentralisation 442
Mechanistic and organic structures 450
Structural relationships 452
Bureaucracy 458
Problems of bureaucracy 460
Conclusions 466
Questions 467
17 Change 468
Introduction 468
Changing the status quo 468
Change catalysts 470
Change agents 470
Behavioural barriers 470
Drives for change 475
Other means 496
x Contents
Strategies for the management of change 498
Conclusions 503
Questions 504
18 Conclusions: managing organisations for the future 505
Introduction 505
Personal obligations 508
Fashions and fads 508
Bibliography 510
Index 514
I List of figures, tables and
boxes
¦ Figures
2.1 Management by objectives (MBO) 22
2.2 Decision making: model and process 26
2.3 An open system 31
2.4 Organisation systems 32
2.5 Socio technical systems 33
2.6 Archetype model of the organisation in its environment 36
2.7 Divergence and integration pressures 39
2.8 Interdependence chains 41
2.9 The context and composition of organisations 42
3.1 Relationships between perception, behaviour, attitudes and
values 46
3.2 The basis of interpersonal perception 47
3.3 Perception: illustrations 49
3.4 First impressions 61
4.1 Influences on attitudes: summary 77
4.2 Social needs 81
4.3 Learning curves 85
4.4 Learning cycle 86
4.5 Preferred learning styles 88
5.1 System 4 100
5.2 A hierarchy of needs 103
5.3 Two factor theory 106
5.4 Expectancy theory 108
5.5 Job design 117
5.6 The relationship between pay and performance 126
6.1 Individual roles 142
6.2 Stress: sources, causes, symptoms 155
6.3 Fitting the work to the person: fitting the person to the work 162
6.4 Effective individual and role development 165
7.1 Consultation 171
7.2 Chains of communication 185
7.3 Transaction analysis: configurations 203
xii List of figures, tables and boxes
8.1 Factors relating to the sources of power 214
8.2 The power/relationship spectrum 220
8.3 Hierarchies 222
8.4 Influence relationships: the individual s position in the
hierarchy 223
8.5 Status 224
8.6 The supply chain and points of influence 225
8.7 Resources and priorities 226
8.8 Behavioural influences on organisation control 228
8.9 Influences on information flows and cascades 235
8.10 Spheres of influence 237
9.1 Leadership functions model 250
9.2 Leadership spectrum 257
9.3 W. Reddin: style of management behaviour 268
10.1 Characteristics of effective and ineffective groups 285
10.2 Simple sociogram of a 5 person group 287
10.3 Group cohesion: sociogram of an 8 person group 293
10.4 The linking pin model of Likert: the interrelationship of groups 306
10.5 Divided loyalties 306
10.6 The analysis of groups: the Handy model 307
11.1 The nature of organisation conflict 317
11.2 Sources of energy in conflict 335
11.3 Operational and behavioural outputs of conflict 336
12.1 Formal and informal organisation relationships 352
12.2 Politics and achievement 371
13.1 Causes for concern 380
13.2 Decision making model including ethical considerations 389
14.1 Power culture + structure: The Wheel 403
14.2 People/person culture + structure: The Mass 403
14.3 Task culture + structure: The Net 404
14.4 Role culture + structure: The Pyramid or Temple 405
15.1 Organisations and technology 418
16.1 Organisation structures 440
16.2 Traditional organisational model 441
16.3 The Mintzberg model of organisations 443
16.4 Holding company structure 446
16.5 Spans of control: 1 447
16.6 Spans of control: 2 447
16.7 Organisation structures: mechanistic 451
16.8 Organisation structures: organic/organismic 452
16.9 Core and peripheral 455
16.10 Federation 457
17.1 Barriers 469
17.2 Simple change model 469
17.3 Unfreezing change refreezing 481
List of figures, tables and boxes xiii
¦ Tables
5.1 Payment methods and motivation 131
6.1 Selection methods: summary 159
9.1 Leadership and management styles 256
10.1 Archetype team members 314
16.1 Principles of organisation structure: a summary 444
¦ Boxes
1.1 Research methods and organisational behaviour 4
1.2 Organisation metaphors 8
2.1 Timescales 16
2.2 Successful objectives 18
2.3 Aims and objectives: examples 18
2.4 Organisational performance 19
2.5 Management by objectives 21
2.6 Satisficing 28
3.1 Wages at nuclear power stations: a good deal? 47
3.2 Perceptual errors 48
3.3 Good morning 51
3.4 Jumping to conclusions and gut reactions 51
3.5 Jumping to conclusions again 52
3.6 Self fulfilling prophecy: examples 53
3.7 A Bridge Too Far 60
3.8 First impressions 62
3.9 Perceptual defence mechanisms 63
3.10 Perception 64
3.11 Adaptation 66
3.12 Conveying real attitudes (1): language 66
3.13 Conveying real attitudes (2): symbols and differentials 67
3.14 Managerial job adverts 68
4.1 Beliefs 79
4.2 Behaviourist and cognitive learning 82
4.3 Training methods and techniques 90
4.4 Continuous professional development 91
5.1 Achievement motivation theory: D. C. McClelland 97
5.2 Self actualisation 98
S3 Passivity and activity 98
5.4 They don t want it 104
5.5 Motivation, achievement and rewards 110
5.6 The need to know 111
5.7 The bad bits 118
5.8 Promotion (1) 119
xiv List of figures, tables and boxes
5.9 Promotion (2) 119
5.10 Rewarding groups and individuals 120
5.11 Rewards and language 121
5.12 High wages for high levels of commitment and work 123
5.13 Frustration 127
5.14 Monetary rewards as symbols of value 128
5.15 Other symbols of value 129
5.16 Attendance and other bonuses and allowances 131
5.17 Profit related pay 132
6.1 Personality and generalisation 136
6.2 Identification of qualities, talents and attributes by organisations 137
6.3 Personality and the work of H. J. Eysenck 138
6.4 The need for achievement 140
6.5 The Mikado 143
6.6 Titles 149
6.7 Forms of test 157
6.8 The Barnum effect 160
6.9 Work and aptitude sampling: situational interviews 164
6.10 A note on references 164
7.1 Communication format 175
7.2 Being positive 176
7.3 Bad negotiations 178
7.4 Errol Flynn 182
7.5 Language barriers 183
7.6 The cascade effect 184
7.7 British Telecom 184
7.8 Use of media 190
7.9 Negative language and messages 193
7.10 Confidential information 194
7.11 Timing 195
8.1 Informal power and influence: overmighty subjects 208
8.2 Informal power (from The Day of the jackal) 208
8.3 Authority and impersonalisation: Nazi concentration
camps 1935 45 210
8.4 Rational/legal power and authority 213
8.5 Dominance and dependency in organisational relationships 219
8.6 Semco 221
8.7 Birds Eye: Skelmersdale, Liverpool, UK 221
8.8 Strikes 226
8.9 Collective bargaining, power and influence 227
8.10 Empowerment 231
8.11 Misuses of power and influence 232
8.12 Power, influence and time 233
9.1 Chief Executive Officer Studies 243
9.2 Chief Executives and the Loss of their Jobs 244
List of figures, tables and boxes xv
9.3 Leadership 247
9.4 The leadership functions model 250
9.5 Charisma (1) 253
9.6 Charisma (2): rejection 254
9.7 Leadership and management style 258
9.8 Group and task management 261
9.9 Leadership style: a military example 263
9.10 Blake and Mouton: The Managerial Grid 264
9.11 Where do you want to go for your holiday? 265
9.12 Disasters and the model of leadership 274
10.1 Foundation of corporate norms 283
10.2 Group size 286
10.3 Group culture 288
10.4 Canteen culture 293
10.5 The Right club 294
10.6 Manchester City Football Club 1973 294
10.7 Alienation 298
10.8 The 0.5% Rule 303
10.9 Clarity and consistency 304
10.10 Committees 305
10.11 General Command Headquarters (GCHQ) 307
10.12 The trouble with teams: togetherness has its perils 307
11.1 Rules for productive and positive argument, discussion and
debate 318
11.2 Competition: examples 320
11.3 Reigns of terror 323
11.4 The auditor 326
11.5 Karen Wells 330
11.6 Causes of conflict: forms of language 331
11.7 Ford Sierras 333
11.8 The start of the First World War 334
H.9 The outcomes of conflict 335
11.10 Operational approaches to the management of conflict 339
11.11 Traditional tales of industrial relations 341
12.1 The interests of the blockage 356
12.2 Intra organisational political meetings 362
12.3 Stalin 363
12.4 Content and process of negotiation and lobbying 368
12.5 Sickness and absence 369
12.6 Pressures 372
12.7 Distinctive features of public service organisations 373
13.1 Corporate environmental trade off 383
13.2 Employment law 384
13.3 Health and safety: horror stories 385
13.4 Good ethics is good business 388
xvi List of figures, tables and boxes
13.5 High speed rail links to the Channel Tunnel: contrasting views 390
14.1 Characteristics of culture 393
14.2 Union Carbide: Bhopal 395
14.3 Examples of ethical pressures 397
14.4 Identity 407
14.5 Joint ventures 408
14.6 Culture development 410
14.7 Excellence and culture 414
15.1 Principles of scientific management 419
15.2 Consequences of scientific management 420
15.3 Alienation 426
15.4 Alienation and rejection 427
15.5 Semco 429
15.6 Problems with job enrichment, job enlargement and multi
skilling 430
15.7 Demarcation 431
15.8 Alienation and work: newspaper printing in the UK, 1880 1980 432
15.9 Autonomous work groups: Saab 433
15.10 Attention to the Work environment: Mars Chocolate Ltd 434
15.11 Removing the causes of alienation: lessons from Japan 435
16.1 IBM 445
16.2 Louis XIV 459
16.3 The work of Max Weber, 1864 1920 459
16.4 Rules and regulations in the NHS in the UK 462
16.5 Rewards 465
17.1 TINA 471
17.2 Channel Tunnel and safety 472
17.3 Mitsubishi 475
17.4 Obsolescent Swiss watches 477
17.5 Performance indicators 478
17.6 Unfreezing, change, refreezing 480
17.7 Organisation development 482
17.8 Behaviour change: accidents 485
17.9 Redundancy horror stories 487
17.10 Negative connotations 490
17.11 The change process 490
17.12 Attitude change and fear 495
17.13 A note on failure 500
17.14 The coercive approach 501
17.15 Resistance lowering: rules for overcoming resistance to change 502
18.1 FT Share Index line up 1935: the illusion of immortality 505
18.2 Fashions and fads 509
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| spelling | Pettinger, Richard Verfasser aut Introduction to organisational behaviour Richard Pettinger 1. publ. Basingstoke [u.a.] Macmillan 1996 XX, 530 S. graph. Darst. txt rdacontent n rdamedia nc rdacarrier psihologija dela - odločanje - komuniciranje Organisationsverhalten (DE-588)4285859-8 gnd rswk-swf Organisationsverhalten (DE-588)4285859-8 s DE-604 HBZ Datenaustausch application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=007532504&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis |
| spellingShingle | Pettinger, Richard Introduction to organisational behaviour psihologija dela - odločanje - komuniciranje Organisationsverhalten (DE-588)4285859-8 gnd |
| subject_GND | (DE-588)4285859-8 |
| title | Introduction to organisational behaviour |
| title_auth | Introduction to organisational behaviour |
| title_exact_search | Introduction to organisational behaviour |
| title_full | Introduction to organisational behaviour Richard Pettinger |
| title_fullStr | Introduction to organisational behaviour Richard Pettinger |
| title_full_unstemmed | Introduction to organisational behaviour Richard Pettinger |
| title_short | Introduction to organisational behaviour |
| title_sort | introduction to organisational behaviour |
| topic | psihologija dela - odločanje - komuniciranje Organisationsverhalten (DE-588)4285859-8 gnd |
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