Principles of organizational behaviour:
Gespeichert in:
| Vorheriger Titel: | Fincham, Robin The individual, work and organization |
|---|---|
| Hauptverfasser: | , |
| Format: | Buch |
| Sprache: | English |
| Veröffentlicht: |
Oxford
Oxford Univ. Press
1999
|
| Ausgabe: | 3. ed. |
| Schlagworte: | |
| Online-Zugang: | Inhaltsverzeichnis |
| Beschreibung: | Frühere Aufl. u.d.T.: Fincham, Robin: The individual, work and organization |
| Beschreibung: | XVI, 582 S. |
| ISBN: | 0198775776 |
Internformat
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| 245 | 1 | 0 | |a Principles of organizational behaviour |c Robin Fincham ; Peter S. Rhodes |
| 250 | |a 3. ed. | ||
| 264 | 1 | |a Oxford |b Oxford Univ. Press |c 1999 | |
| 300 | |a XVI, 582 S. | ||
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| 650 | 4 | |a Psychologie du travail | |
| 650 | 4 | |a Sociologie industrielle | |
| 650 | 4 | |a Psychology, Industrial | |
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| 650 | 4 | |a Organizational behavior | |
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Datensatz im Suchindex
| _version_ | 1804127452461531136 |
|---|---|
| adam_text | Brief Contents
Introduction 1
Section 1 The Individual and Work 15
1 Learning 19
2 Stress 40
3 Individual differences 60
4 Assessing individual differences^ 95
5 Motivation and job satisfaction J 131
Section 2 Groups and Work 161
6 Social interaction 165
7 Group and intergroup behaviour 186
8 Leadership * 212
Section 3 Patterns of Work 247
9 Work—the classical approach 251
10 Conflict and consent in work 270
11 Alternative work design 296
Section 4 Organizational Structures and Systems ^ 325
12 Structure and control in organizations 329
13 Structure and performance in organizations 353
Section 5 Organizational Processes 379
14 Managerial processes and change 383
15 Organizational culture 411
16 Power and organizations 433
Section 6 Divisions of Labour 451
17 Markets and occupations 455
18 Gender and employment 478
19 Technology in the workplace 499
20 New systems of work organization 521
Contents
List of Boxes xvii
Introduction 1
The nature of Organizational Behaviour 1
Integration and application 2
Treatment of topics 3
OB disciplines and methods 4
The psychological perspective 7
The social psychological perspective 8
The sociological perspective 9
Structure of the book 12
Section 1 The Individual and Work 15
1 Learning 19
Summary points and learning objectives 19
Introduction 19
Learning theories 21
Stimulus response theories I: classical conditioning 21
Stimulus response theories II: operant conditioning 24
Stimulus response theories: a technology of behaviour? 28
The acquisition of skill 32
Learning and work 36
Features of courses 36
Features of individuals 36
Features of the environment 38
Conclusion 38
Study questions for Chapter 1 39
Further reading 39
2 Stress 40
Summary points and learning objectives 40
Introduction 40
What is stress? 41
Types of stress at work 43
Role interaction 43
viii Contents
Decision making stress 45
Over and under stimulation 47
Type As and type Bs 48
Occupational stress management 50
Conclusion 57
Study questions for Chapter 2 58
Further reading 58
3 Individual Differences 60
Summary points and learning objectives 60
Introduction 60
Personality 62
Personality factors 62
Extroversion introversion 63
Neuroticism stability 70
Conscientious expedient 72
Open to experience closed to experience 72
Agreeable hostile 73
Freud and the dynamics of personality 76
Personality dimensions and social learning 80
Locus of control 80
McClelland and the need for achievement 80
Clinical approaches 82
Intelligence 85
Conceptions of intelligence 85
Measurement of explicit intelligence factors 86
Personality and intelligence in the workplace 88
Personality 88
Intelligence 91
Conclusion 92
Study questions for Chapter 3 94
Further reading 94
4 Assessing Individual Differences 95
Summary points and learning objectives 95
Introduction 95
Why assess? 96
Screening 96
Selection 96
Succession planning 96
Career planning 97
Redeployment 97
Team building 97
Management development 97
Contents ix
Equal opportunities 98
Getting it right—defining job demands 98
Quantitative 98
Qualitative 102
Competences 105
Assessment methods 112
Interviews 112
Biodata 117
Psychometric tests 119
Assessment centres 125
Conclusion 127
Study questions for Chapter 4 129
Further reading 130
5 Motivation and Job Satisfaction 131
Summary points and learning objectives 131
Introduction 131
Needs at work 132
Content theories 132
Process theories 137
Knowledge of results and goal setting 141
Job satisfaction and well being 143
What is job satisfaction? 143
Global and facet satisfaction 145
Theories of job satisfaction 146
Variance theory 146
Job characteristics 147
Correlates of job satisfaction 153
Gender 153
Age 153
Personality 154
Social class 154
Job and life satisfaction 155
Behavioural correlates of job satisfaction 155
Job satisfaction and productivity 156
Conclusion 158
Study questions for Chapter 5 160
Further reading 160
Section 2 Groups and Work 161
6 Social Interaction 165
Summary points and learning objectives 165
Introduction 165
x Contents
Dramaturgy and impression management 166
Social skill 168
Understanding social situations 168
Comprehending other people 171
Personal construct theory 174
Interactional work 177
Conclusion 184
Study questions for Chapter 6 184
Further reading 185
7 Group and Intergroup Behaviour 186
Summary points and learning objectives 186
Introduction 186
Why do groups form? 187
Group structure 190
Group norms 193
Group processes 194
Cohesiveness 194
Synergy 196
Reflexivity 197
Group innovation 199
Groupthink 200
Group polarization 201
Group decision making in organizations 201
Intergroup behaviour 202
Hawthorne and the human relations movement 206
Conclusion 209
Study questions for Chapter 7 210
Further reading 210
8 Leadership 212
Summary points and learning objectives 212
Introduction 212
Leadership as an attribute of the individual 213
Personality traits 213
Intelligence 215
Motivation 216
The emergence and maintenance of leadership 217
Leadership style 219
Consideration and initiating structure 219
The democratic leadership style 222
Leadership style and nationality 224
Fielder and Task vs Relationship oriented leadership 227
Hersey and Blanchard—high probability leadership 231
Contents xi
Charismatic or transformational leadership—the return of the great man 233
From theory to practice 236
Sensitivity training and teambuilding 236
Situational leadership 237
Skill training 242
Conclusion 243
Study questions for Chapter 8 245
Further reading 245
Section 3 Patterns of Work 247
9 Work—The Classical Approach 251
Summary points and learning objectives 251
Introduction 251
Marx, Weber, and the critique of labour 252
Alienated labour 252
The labour process 253
Weber and rationalization 255
Emerging forms of work organization 256
The factory system 256
Modern management and Taylorism 257
Technology and work 260
Foucault and disciplinary power 261
The panoptic schema and power/knowledge 263
Parallel power 264
Debating Foucault 265
Conclusion 267
Study questions for Chapter 9 269
Further reading 269
10 Conflict and Consent in Work 270
Summary points and learning objectives 270
Introduction 270
The labour process debate 271
The critique of Braverman 272
Deskilling reassessed 274
Workplace control and resistance 276
Workgroups and work cultures 276
Conflict and control 278
Subjectivity and the labour process 280
The consent/resistance dialectic 281
Gender in the labour process 283
Industrial conflict and industrial relations 285
Understanding industrial conflict 286
xii Contents
The social response to strikes 287
New patterns of industrial action 289
Industrial relations and the labour process 291
Conclusion 292
Study questions for Chapter 10 294
Further reading 294
11 Alternative Work Design 296
Summary points and learning objectives 296
Introduction 296
Techniques of work redesign 297
The enrichment of work 299
The socio technical systems approach 299
Autonomous work groups 302
The constraints on work redesign 304
The work group context 305
The organizational context 306
Employee involvement and empowerment 308
Team working 310
Evaluating employee involvement 312
Conclusion 312
Study questions for Chapter 11 315
Further reading 315
Appendix to Chapter 11: Case study: Volvo and work redesign 317
Section 4 Organizational Structures and Systems 325
12 Structure and Control in Organizations 329
Summary points and learning objectives 329
Introduction 329
Bureaucracy 330
The bureaucratic model 330
Authority and rationality 332
The critique of bureaucracy 333
The dynamics of bureaucracy 336
Bureaucracy s iron cage 337
Insidious or systematic power 337
McDonaldization 339
Managerial work and managerial control 343
A managerial labour process? 344
Professionals in organizations 346
Organizational selection and career 349
Conclusion 350
Study questions for Chapter 12 352
Contents xiii
Further reading 352
13 Structure and Performance in Organizations 353
Summary points and learning objectives 353
Introduction 353
Organizations as systems 354
Structure and goals 355
Limits of the systems approach 356
The classical school 357
Contingency theory 358
Organization and technology 359
Organization and environment 361
Criticisms of contingency theory and managerial choice 364
Organizational design 367
Control and integration 368
Design choices 370
New organization structures 374
Conclusion 376
Study questions for Chapter 13 376
Further reading 377
Section 5 Organizational Processes 379
14 Managerial Processes and Change 383
Summary points and learning objectives 383
Introduction 383
Decision making in organizations 384
The nature of managerial rationality 385
Behavioural theories of management 387
Organizational irrationality 389
Models of decision making 393
Classifying models 395
The management of change 398
Change is problematic 399
Change as a social process 400
The human consequences of change 403
Succeeding at change management 405
Conclusion 408
Study questions for Chapter 14 409
Further reading 410
15 Organizational Culture 411
Summary points and learning objectives 411
Introduction 411
xiv Contents
Organizational culture and strategic management 412
Success, excellence, innovation 414
Culture and the management of change 417
Other cultures 418
Exploring organizational culture 419
Culture is symbolic 419
Culture is unifying 420
Culture is holistic 422
Classifying cultures? 424
Evaluating concepts of culture 426
Conflicting views of culture 427
Corporate culture or corporate image? 428
Managing culture? 428
Conclusion 430
Study questions for Chapter 15 431
Further reading 431
16 Power and Organizations 433
Summary points and learning objectives 433
Introduction 433
The concept of power 435
Lukes and the three faces of power 436
Organizational power 437
Levels of power 438
The organization as a political system 440
Power resources 441
Power dependency 442
Decision making as a political process 443
Power strategies and tactics 444
Coalitions and interest groups 444
Human rationality in decision making 446
Conclusion 447
Study questions for Chapter 16 449
Further reading 449
Section 6 Divisions of Labour 451
17 Markets and Occupations 455
Summary points and learning objectives 455
Introduction 455
The labour market 456
Job choice and work orientations 456
Labour market theory 458
Constraints on job choice 460
Contents xv
White collarwork 460
The work process 462
Occupational status 463
The new service work 464
Professions and professionalism 466
Characteristics of professions 466
Professionalism as occupational strategy 467
Explaining occupational control 469
Knowledge and knowledge work 474
Conclusion 476
Study questions for Chapter 17 476
Further reading 477
18 Gender and Employment 478
Summary points and learning objectives 478
Introduction 478
Patterns of employment 479
Labour force participation 480
Job segregation 481
Pay inequalities and legislation 483
Experience in the workplace 485
Male power and technology 485
The sex typing of work 487
Women s work orientations 488
Collective consciousness 489
The gendering of careers 490
Organizational and occupational careers 490
Social mechanisms of discrimination 492
Informal careers 495
Conclusion 496
Study questions for Chapter 18 497
Further reading 498
19 Technology in the Workplace 499
Summary points and learning objectives 499
Introduction 499
Perspectives on technology 500
Blauner and the positive view of technology 501
Technology, orientations, and attitudes 502
Developments in microelectronics 504
New technology and management 507
Microelectronics, work, and skills 508
Employment effects 509
Skills and work organization 511
xvi Contents
The impact of new technology? 515
Conclusion 518
Study questions for Chapter 19 519
Further reading 519
20 New Systems of Work Organization 521
Summary points and learning objectives 521
Introduction 521
The Fordist system of production 523
Fordism and post Fordism 525
The flexible firm 526
Flexible specialization 528
Flexible specialization in Germany 530
The German model under pressure 533
Japan and Japanization 533
Just in time production 534
Japanese production philosophy 535
Lean production 536
The limits of Japanization 538
Innovation or neo Fordism ? 540
Conclusion 542
Study questions for Chapter 20 544
Further reading 544
References 545
Author Index 571
Subject Index 000
List of Boxes
1.1 Shaping 29
1.2 Learning this book 37
2.1 Progressive muscle relaxation 53 5
3.1 Five factor inventory 65 8
4.1 Defensible assessments 103
4.2 A qualitative job analysis interview 104 5
4.3 The twenty most widely used competences 107 10
4.4 Self awareness questionnaire 118
5.1 D l Y job satisfaction 151 2
6.1 What are your constructs? 175
6.2 Five rules for constructing effective fronts 183
7.1 Reflexivity questionnaire: how does your team function? 198
8.1 The situational leadership game 238 42
10.1 Varieties of conflict in the employment relationship 285
11.1 Socio technical principles 301
11.2 Natural workgroups and meaningful alternative design 303
11.3 The quality of whose working life? 305
13.1 Defining the environment 366
14.1 The realities of decision making 392
14.2 The ATM story 401
14.3 The process of organizational change 403
14.4 Safe to fail 407
15.1 The Hewlett Packard way 413
15.2 The US trip 421
15.3 Organic culture 423
18.1 Progress in the skies 492 3
19.1 Computer numerical control 513
19.2 Computer aided design 516 17
20.1 The assembly line 524
20.2 Flexible skill strategies in Britain and Germany 531
|
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| illustrated | Not Illustrated |
| indexdate | 2024-07-09T18:33:34Z |
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| isbn | 0198775776 |
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| spelling | Fincham, Robin Verfasser aut Principles of organizational behaviour Robin Fincham ; Peter S. Rhodes 3. ed. Oxford Oxford Univ. Press 1999 XVI, 582 S. txt rdacontent n rdamedia nc rdacarrier Frühere Aufl. u.d.T.: Fincham, Robin: The individual, work and organization Comportement organisationnel Organisatiegedrag gtt Psychologie du travail Sociologie industrielle Psychology, Industrial Industrial sociology Organizational behavior Arbeitspsychologie (DE-588)4002767-3 gnd rswk-swf Organisationsverhalten (DE-588)4285859-8 gnd rswk-swf Organisationsverhalten (DE-588)4285859-8 s DE-604 Arbeitspsychologie (DE-588)4002767-3 s DE-188 Rhodes, Peter S. Verfasser aut 2. Auflage Fincham, Robin The individual, work and organization HBZ Datenaustausch application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=008692959&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis |
| spellingShingle | Fincham, Robin Rhodes, Peter S. Principles of organizational behaviour Comportement organisationnel Organisatiegedrag gtt Psychologie du travail Sociologie industrielle Psychology, Industrial Industrial sociology Organizational behavior Arbeitspsychologie (DE-588)4002767-3 gnd Organisationsverhalten (DE-588)4285859-8 gnd |
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| title | Principles of organizational behaviour |
| title_auth | Principles of organizational behaviour |
| title_exact_search | Principles of organizational behaviour |
| title_full | Principles of organizational behaviour Robin Fincham ; Peter S. Rhodes |
| title_fullStr | Principles of organizational behaviour Robin Fincham ; Peter S. Rhodes |
| title_full_unstemmed | Principles of organizational behaviour Robin Fincham ; Peter S. Rhodes |
| title_old | Fincham, Robin The individual, work and organization |
| title_short | Principles of organizational behaviour |
| title_sort | principles of organizational behaviour |
| topic | Comportement organisationnel Organisatiegedrag gtt Psychologie du travail Sociologie industrielle Psychology, Industrial Industrial sociology Organizational behavior Arbeitspsychologie (DE-588)4002767-3 gnd Organisationsverhalten (DE-588)4285859-8 gnd |
| topic_facet | Comportement organisationnel Organisatiegedrag Psychologie du travail Sociologie industrielle Psychology, Industrial Industrial sociology Organizational behavior Arbeitspsychologie Organisationsverhalten |
| url | http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=008692959&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA |
| work_keys_str_mv | AT finchamrobin principlesoforganizationalbehaviour AT rhodespeters principlesoforganizationalbehaviour |