Management and organisational behaviour:
Gespeichert in:
| 1. Verfasser: | |
|---|---|
| Format: | Buch |
| Sprache: | English |
| Veröffentlicht: |
London
Financial Times, Pitman Publishing
1999
|
| Ausgabe: | Fifth edition |
| Schlagworte: | |
| Online-Zugang: | Inhaltsverzeichnis |
| Beschreibung: | Literaturangaben |
| Beschreibung: | XIV, 913 Seiten Diagramme |
| ISBN: | 0273635522 |
Internformat
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| 245 | 1 | 0 | |a Management and organisational behaviour |c Laurie J. Mullins |
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Datensatz im Suchindex
| _version_ | 1804127237109186560 |
|---|---|
| adam_text | Contents
In acknowledgement and appreciation xiii
Acknowledgements for assignments and case studies xiv
PartJ _____
MANAGEMENT AND
ORGANISATIONAL BEHAVIOUR
1 Introduction 3
About this book 4
Plan of the book 6
Your study of the book 7
The changing nature of work organisations 8
The study of management and organisational
behaviour 9
2 The Nature of Organisational
Behaviour 13
The meaning of organisational behaviour 14
Influences on behaviour in organisations 15
Behavioural science A multidisciplinary
approach 17
The importance of the study of organisational
behaviour 19
Contrasting perspectives of organisations 19
Organisational effectiveness 20
Orientations to work 21
Management as an integrating activity 22
The psychological contract 24
Changing nature of the psychological contract 26
The need for an international approach 28
Britain and the European Union 29
The influence of national culture 29
Culture and organisational behaviour 31
Case study: Eric and Kipsy 36
3 Approaches to Organisation and
Management 45
Management theory 46
Developments in management and organisational
behaviour 46
The classical approach 47
Scientific management 49
Relevance of scientific management 57
Bureaucracy 54
Criticisms of bureaucracy 55
Evaluation of bureaucracy 57
Structuralism 58
The human relations approach 58
Evaluation of the human relations approach 61
Neo human relations 62
The systems approach 63
The contingency approach 65
Other approaches to the study of organisations 65
The decision making approach 65
Social action 66
A number of different approaches 68
Relevance to management and organisational
behaviour 68
Changes in management thinking 70
Towards a scientific value approach? 71
Benefits to the manager 72
Case study: Applications of organisation theory in
HelgatonLtd 76
Part 2 THE ORGANISATIONAL SETTING
4 The Nature of Organisations 87
The context of the organisation 88
Formal and informal organisations 89
Functions of the informal organisation 93
Basic components of an organisation 93
Private and public sector organisations 95
Types of authority and organisations 96
The classification of organisations 97
Prime beneficiary of the organisation 98
Primary activity of the organisation 98
The organisation as an open system 99
Interactions with the environment 100
The comparative study of organisations 102
Organisational sub systems 103
The analysis of work organisations 10S
Contingency models of organisation 107
The influence of technology 107
Information technology 109
Managing technical change 109
Organisational goals 110
5 Organisational Goals and
Objectives 115
The nature of organisational goals 116
The functions of goals 117
Integration of goals 118
Classification of organisational goals 779
Organisational ideologies and principles 727
Objectives and policy 123
The profit objective 726
Fallacy of the single objective 727
The need for strategy 729
The concept of synergy 130
SWOT analysis 737
The management of opportunities and risks 132
Social responsibilities of organisations 133
Organisational stakeholders 735
Social reports 739
Profit and effective performance 739
Values in organisations 7 39
Values and ethics 742
Corporate social responsibility 743
Agency versus stakeholder theory 744
Business ethics 746
Corporate governance 747
Case study: Square Deal pic 159
Part 3 THE ROLE OF THE MANAGER
6 The Nature of Management 765
The meaning of management 766
Management and administration 768
The process of management 769
Management as a social process 772
Other analyses 772
The tasks and contribution of a manager 773
Particular approaches to management 774
Essential nature of managerial work 774
The efforts of other people 7 76
Management in service industries 777
Management in private enterprise and public
sector organisations 178
The attributes and qualities of a manager 181
The process of delegation 184
Benefits of delegation 184
Reasons for lack of delegation 186
The art of delegation 187
The work of a manager 188
Managerial roles 189
Behaviour pattern of general managers 191
Determining what real managers do 192
Patterns of managerial work and behaviour 193
Managers of the future? 194
Case study: What is management? 197
7 Managerial Behaviour and
Effectiveness 207
Managerial behaviour 208
Managers attitudes towards people 208
Japanese Theory Z environment 211
The Managerial/Leadership Grid® 211
Management systems 216
System 4 management 218
Management by Objectives (MBO) 220
Applications of MBO 222
Evaluation of MBO 223
MBO based appraisal schemes 224
Managing people 225
Basic managerial philosophies 226
Choice of managerial style 229
The human cost of poor management 232
Managerial effectiveness 233
Measures of effectiveness 234
The management of time 235
Case study: Chemical company 238
3 D model of managerial behaviour 239
General criteria of managerial effectiveness 242
Appendix: Cultivating the human touch 243
Case study 1: Library management 247
Case study 2: Building society 248
8 The Nature of Leadership 252
The meaning of leadership 253
Leadership and management 254
Managerial leadership 255
The leadership relationship 256
Power and leadership influence 257
Approaches to leadership 259
The qualities or traits approach 260
vi
CON 1 tl 1 S
The functional or group approach 261
Action centred leadership 263
Leadership as a behavioural category 265
Styles of leadership 266
Continuum of leadership behaviour 270
The situational approach 272
Contingency theories of leadership 272
Fiedler s contingency model 273
Vroom and Yetton contingency model 275
The Vroom and Jago revised decision model 276
Path Goal theory 277
Readiness of the followers or group 278
Transformational leadership 280
No one best form of leadership 282
National cultural dimensions of leadership 284
Variables affecting leadership effectiveness 285
Case study: International practice: British Petroleum 291
Part 4 THE INDIVIDUAL
9 Individual Differences 299
By Linda Hicks
Individual behaviour in organisations 300
Personality 301
Nomothetic and idiographic approaches 304
Theoretical approaches: nomothetic 305
Eysenck 305
Cattell 306
Theoretical approaches: idiographic 307
Erikson 308
Other theoretical approaches 309
Freud 309
Jung 312
Cognitive theory: Kelly s personal construct
theory 312
Applications within the work organisation 325
Stress and the individual 316
Ability 317
Testing 321
Attitudes 324
Attitudes, managers and culture 326
Attitude change 327
Gender and organisations 327
Historical context 330
Understanding women s position and status 331
Economic theories 332
Psychological sex differences 332
The socialisation process 333
Orientations and motivations towards work 333
Working practices 334
Leadership, management and women 336
Positive approaches 337
10 The Nature of Learning 344
By Linda Hicks
The meaning and nature of learning 345
Organisations and the management of learning 348
Knowledge management 349
The learning organisation 357
How do people learn? 354
Behaviourism 354
The outcomes of learning 357
Operant conditioning 357
Social learning 360
Limitations of the behaviourist school 360
Cognitive theories 361
Complex models of learning 362
Learning styles 364
Creativity 364
Facilitating learning 367
Learning theory applied to study skills 368
Applications of learning theory to organisations 368
Case study: Springboard Development Programme
an evaluation 371
11 The Process of Perception 376
By Laurie Mullins and Linda Hicks
The perceptual process 377
Meaning to the individual 379
Internal factors 380
External factors 381
Organisation and arrangement of stimuli 382
Perceptual illusions 384
Perceiving other people 387
Transactional analysis 389
Selection and attention 390
Organisation and judgement 391
The importance of body language 393
Attribution theory 393
Perceptual distortions and errors 395
Stereotyping 396
The halo effect 397
Perceptual defence 397
Projection 398
Illustrative example: perception of women 398
12 The Nature of Work Motivation 405
The meaning of motivation 406
Needs and expectations at work 407
Frustration induced behaviour 408
Approaches to motivation at work 411
Money as a motivator 412
Influences on motivation 413
Theories of motivation 414
Content theories of motivation 415
Maslow s hierarchy of needs theory 416
Evaluation of Maslow s theory 418
Alderfer s modified need hierarchy model 420
Herzberg s motivation hygiene theory 421
Evaluation of Herzberg s work 421
McClelland s achievement motivation theory 424
Process theories of motivation 426
Vroom s expectancy theory 427
The Porter and Lawler expectancy model 429
Lawler s revised expectancy model 432
Implications for managers of expectancy
theories 433
The motivation of knowledge workers 434
Equity theory of motivation 435
Goal theory 437
Attribution theory 438
Appendix: Developing reward strategies to motivate
and compensate knowledge workers 440
Part 5 GROUPS
13 The Nature of Work Groups 451
The meaning and importance of groups 452
Influences on behaviour at work 453
The importance of teamwork 455
Work pattern of organisations 457
Formal and informal groups 459
Reasons for formation of groups 461
Group cohesiveness and performance 462
Membership 462
Work environment 464
Organisational factors 464
Group development and maturity 465
Potential disadvantages of strong, cohesive
groups 466
Characteristics of an effective work group 467
The effects of technology on work groups 468
Role relationships 470
Role conflict 473
Role stress 474
Case study: Hovertec pic 479
14 Group Processes and Behaviour 483
Interactions among members 484
Membership of successful teams 485
Patterns of communication 488
Analysis of behaviour in groups 491
Sociometry 492
Interaction analysis 493
Frameworks of behavioural analysis 495
Group performance and effectiveness 499
Brainstorming 500
Variety of interrelated factors 503
Group dynamics 504
T groups 504
A continuous process of improvement and
innovation 507
Part 6
ORGANISATION STRUCTURES
15 Organisation Structure and Design Sli
The meaning and nature of organisation
structure 520
The importance of good structure 521
Levels of organisation 522
Dimensions of structure 525
The design of organisation structure 526
Clarification of objectives 526
Task and element functions 527
The division of work 528
Centralisation and decentralisation 532
Principles of organisation 532
Span of control 533
The scalar chain 535
Flatter organisation structures 537
Formal organisational relationships 537
Line and staff organisation 539
Project teams and matrix organisation 547
Effects of a deficient organisation structure 543
Attention to human part of the organisation 545
Organisation charts 545
Case study 1: Problems at Head Office 550
Case study 2: Zeton Ltd 551
UUiN 1 LIN I J
16 Patterns of Structure and Work
Organisation 554
Variables influencing organisation structure 555
The contingency approach 555
Size of organisation 557
Technology 559
The Woodward Study 559
Major dimensions of technology: the work of
Perrow 562
Environment 563
The Burns and Stalker study 563
Mixed forms of organisation structure 565
The Lawrence and Lorsch study 566
Evaluation of the contingency approach 568
Contribution of contingency theory 570
Is culture a contingent factor? 571
The demand for flexibility 572
The shamrock organisation 572
Alternative forms of structure 574
The nature of delegation 574
The manager subordinate relationship 576
Factors influencing delegation 577
The need for control 579
A systematic approach to delegation 579
The importance of effective delegation 582
Organisational practices 584
Parkinson s Law 584
The Peter Principle 585
Case study: The enthusiastic delegator 589
17 Technology and Organisations 595
By David Preece
Theorising technology 596
New technology and organisations 600
Developments and applications in hardware and
software 602
Adoption and introduction of new technology 603
Case studies in objective setting in new
technology adoption 607
Case study 1: Mirfield Building Society 607
Case study 2: Bingley Building Society 609
Case study 3: Taylors Ltd 610
Case study 3: Bains Ltd 611
The influence of social, political and contextual
factors 612
Managerial involvement in technical change 614
Employee involvement 616
Acceptance of technical change 620
Toh redesign and work humanisation 621
Part 7 MANAGEMENT OF HUMAN
RESOURCES
18 Job Satisfaction and Work
Performance 629
The meaning and nature of job satisfaction 630
Dimensions of job satisfaction 631
Framework of study 632
Alienation at work 635
The nature of technology 636
Stress at work 637
Coping with stress 640
Work organisation and job design 640
Individual job redesign 640
A comprehensive model of job enrichment 643
Job enrichment and job satisfaction 645
Broader organisational approaches to improved
job design 645
Desirable task and job characteristics 647
Management style and culture 649
Employee involvement 651
Empowerment 652
Self managed work groups 654
Flexible working arrangements 655
Contextual factors in job design 657
Quality circles 658
The happy/productive worker 659
Appendix 1: Job satisfaction: the fit between
expectations and experiences 661
Appendix 2: Empowerment 663
Appendix 3: Employee involvement through job
redesign at Lloyds Bank 670
Case study 1: The wide open spaces 675
Case study 2: Managing supervisors 676
19 Human Resource Management 679
The nature of human resource management
(HRM) 680
HRM policies, activities and functions 682
Organisation of the HRM function 684
HRM and personnel: a shared responsibility 685
The importance of HRM 687
Training and development 688
Main stages of training 689
The management of training 690
Investors in People (HP) 695
Performance appraisal 695
Questions to be addressed 697
Establishing the appraisal system 699
Methods of appraisal 702
Potential problem areas 703
Employee relations 704
Unitary and pluralistic perspectives 705
Regulating the employment contract 706
Responsibility for employee relations 708
Effectiveness of the HRM function 709
International dimensions of HRM 710
Industrial democracy in European countries 711
The German system 711
Appendix 1: Investors in People (UP) 713
Appendix 2: Abbey National Performance
Management System Booklet 718
Case study 1: London Taverns Ltd 727
Case study 2: Manfrithshire County Council 728
Case study 3: Car Parts of Westborough 729
20 Staffing the Organisation 733
The concern of all managers 734
Human resource planning 735
The value of human resource planning 736
Recruitment and selection of staff 737
Job analysis 740
Person specifications 741
Difficulties and distastes of the job 743
The importance of job analysis 745
Attracting suitable applicants 745
Methods of selection 746
Selection tests and questionnaires 747
Group exercises 748
The selection interview 750
Interviewing style 752
The selection decision 754
Induction and follow up 754
Costs of the selection process 755
Effectiveness of the recruitment and selection
process 755
Appendix: Marks and Spencer PLC s selection
process for management 758
Case study 1: Sixth time lucky 760
Case study 2: Wessex Computers 761
Part 8 IMPROVING ORGANISATIONAL
PERFORMANCE
21 Management Control and Power 767
The meaning of control 768
Approaches to management control 770
Assumptions of organisation and management 777
Elements of a management control system 772
Forms of control 773
Classification of control systems 774
Strategies of control in organisations 776
Characteristics of an effective control system 778
The balance between order and flexibility 780
Power and management control 781
Power, involvement and compliance 781
Perspectives of organisational power 782
Pluralistic approaches to power 783
Motivational need for power 785
Behavioural factors in control systems 785
Overcoming resistance to management control 786
Accounting systems of control 789
Case study: The Omega Organisation 796
22 Organisation Development (Culture,
Conflict and Change) 799
The meaning of organisation development 800
Topics associated with OD 800
Organisational culture 802
Types of organisational culture 803
Influences on the development of culture 805
The cultural web 806
The importance of culture 807
Organisational climate 809
Staff morale 811
Employee commitment 872
Behaviours which denote commitment 875
The management of organisational climate 875
Organisational conflict 876
The meaning of conflict 876
Contrasting views of conflict 877
The sources of conflict 878
Strategies for managing conflict 820
Organisational change 827
Resistance to change 823
CONTENTS
The management of organisational change 825
Human and social factors of change 826
Responsibilities of top management 829
Appendix 1: Organisational culture change: the
BCM story 831
Appendix 2: Siemens Nixdorf s new dynamism
835
Case study 1: The Wakewood Organisation 839
Case study 2: Rudmore Press Ltd 840
Case study 3: Gremby County Council 842
23 Management Development and
Organisational Effectiveness 847
The importance of effective management 848
The meaning and nature of management
development 848
An integrated model of management
development 849
Management development process 854
Continuing professional development (CPD) 857
Management education, training and
development 858
The Management Charter Initiative (MCI) 859
Developments in management education 860
The nature of organisational effectiveness 861
The Peters and Waterman study 862
Heller s study of European excellence 864
The learning organisation 864
Total Quality Management (TQM) 865
Business process re engineering (BPR) 869
Assessing organisational performance 872
A range of different criteria 873
Organisation audit 874
So what of the future? 875
Appendix 1: The components of the Management
Standards 880
Appendix 2: Qualities and competencies needed
for the 21st century board of directors 882
Appendix 3: TQM The challenge of change 886
Appendix 4: Restructuring How to improve your
success ratio 888
Name index 899
Subject index 903
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| genre | 1\p (DE-588)4006432-3 Bibliografie gnd-content |
| genre_facet | Bibliografie |
| id | DE-604.BV012589001 |
| illustrated | Not Illustrated |
| indexdate | 2024-07-09T18:30:09Z |
| institution | BVB |
| isbn | 0273635522 |
| language | English |
| oai_aleph_id | oai:aleph.bib-bvb.de:BVB01-008548107 |
| oclc_num | 40982239 |
| open_access_boolean | |
| owner | DE-20 DE-M347 |
| owner_facet | DE-20 DE-M347 |
| physical | XIV, 913 Seiten Diagramme |
| publishDate | 1999 |
| publishDateSearch | 1999 |
| publishDateSort | 1999 |
| publisher | Financial Times, Pitman Publishing |
| record_format | marc |
| spelling | Mullins, Laurie J. Verfasser aut Management and organisational behaviour Laurie J. Mullins Fifth edition London Financial Times, Pitman Publishing 1999 XIV, 913 Seiten Diagramme txt rdacontent n rdamedia nc rdacarrier Literaturangaben Comportement organisationnel ram Organisatiegedrag gtt Personnel - Direction ram Management Organizational behavior Personnel management Organisationsverhalten (DE-588)4285859-8 gnd rswk-swf Organisationspsychologie (DE-588)4043786-3 gnd rswk-swf Management (DE-588)4037278-9 gnd rswk-swf 1\p (DE-588)4006432-3 Bibliografie gnd-content Organisationspsychologie (DE-588)4043786-3 s Organisationsverhalten (DE-588)4285859-8 s Management (DE-588)4037278-9 s 2\p DE-604 HBZ Datenaustausch application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=008548107&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis 1\p cgwrk 20201028 DE-101 https://d-nb.info/provenance/plan#cgwrk 2\p cgwrk 20201028 DE-101 https://d-nb.info/provenance/plan#cgwrk |
| spellingShingle | Mullins, Laurie J. Management and organisational behaviour Comportement organisationnel ram Organisatiegedrag gtt Personnel - Direction ram Management Organizational behavior Personnel management Organisationsverhalten (DE-588)4285859-8 gnd Organisationspsychologie (DE-588)4043786-3 gnd Management (DE-588)4037278-9 gnd |
| subject_GND | (DE-588)4285859-8 (DE-588)4043786-3 (DE-588)4037278-9 (DE-588)4006432-3 |
| title | Management and organisational behaviour |
| title_auth | Management and organisational behaviour |
| title_exact_search | Management and organisational behaviour |
| title_full | Management and organisational behaviour Laurie J. Mullins |
| title_fullStr | Management and organisational behaviour Laurie J. Mullins |
| title_full_unstemmed | Management and organisational behaviour Laurie J. Mullins |
| title_short | Management and organisational behaviour |
| title_sort | management and organisational behaviour |
| topic | Comportement organisationnel ram Organisatiegedrag gtt Personnel - Direction ram Management Organizational behavior Personnel management Organisationsverhalten (DE-588)4285859-8 gnd Organisationspsychologie (DE-588)4043786-3 gnd Management (DE-588)4037278-9 gnd |
| topic_facet | Comportement organisationnel Organisatiegedrag Personnel - Direction Management Organizational behavior Personnel management Organisationsverhalten Organisationspsychologie Bibliografie |
| url | http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=008548107&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA |
| work_keys_str_mv | AT mullinslauriej managementandorganisationalbehaviour |