Management and organisational behaviour:
Saved in:
| Main Author: | |
|---|---|
| Format: | Book |
| Language: | English |
| Published: |
Harlow
Pearson Education Ltd.
2007
|
| Edition: | 8. ed. |
| Subjects: | |
| Online Access: | Inhaltsverzeichnis |
| Item Description: | Includes bibliographical references and index |
| Physical Description: | XXXII, 837 S. Ill., graph. Darst. |
| ISBN: | 9781405854764 |
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| adam_text | CONTENTS IN BRIEF
Contents in detail ix
Management in the news and case studies xv
About this book xviii
Guided tour xxi
In acknowledgement and appreciation xxv
Publisher s acknowledgements xxvi
Part! THE ORGANISATIONAL SETTING 1
Chapter 1 The Nature of Organisational Behaviour 2
Chapter 2 Approaches to Organisation and Management 39
Chapter 3 The Nature and Context of Organisations 74
Part 2 THE INDIVIDUAL 121
Chapter 4 Individual Differences and Diversity 122
Chapter 5 The Nature of Learning 167
Chapter 6 Perception and Communications 208
Chapter 7 Work Motivation and Job Satisfaction 249
Part 3 GROUPS, TEAMS AND LEADERSHIP 297
Chapter 8 The Nature of Work Groups and Teams 298
Chapter 9 Working in Groups and Teams 330
Chapter 10 The Nature of Leadership 362
Part 4 THE NATURE OF MANAGEMENT 409
Chapter 11 The Role of the Manager 410
Chapter 12 Managerial Behaviour and Effectiveness 442
Chapter 13 Human Resource Management 479
Part 5 STRUCTURES OF ORGANISATION 527
Chapter 14 Organisational Strategy, Ethics and Responsibilities 528
Chapter 15 Organisation Structure and Design 563
Chapter 16 Patterns of Structure and Work Organisation 601
Chapter 17 Technology and Organisations 634
ORGANISATION MANAGEMENT 675
Chapter 18 Organisational Control and Power 676
Chapter 19 Organisation Development, Culture and Change 718
Chapter 20 Organisational Performance and Effectiveness 755
Conclusion 799
Glossary 801
Index 813
vii
CONTENTS IN DETAIL
Management in the news and case studies xv
About this book xviii
Guided tour xxi
In acknowledgement and appreciation xxv
Publisher s acknowledgements xxvi
Parti
THE ORGANISATIONAL SETTING
i The Nature of Organisational Behaviour 2
The meaning of organisational behaviour 3
The study of organisational behaviour 3
A framework of study 4
Influences on behaviour 6
A multidisciplinary approach 7
Organisational metaphors 8
Orientations to work and the work ethic 9
Management as an integrating activity 11
The psychological contract 13
Changing nature of the psychological contract 16
Organisational practices 17
The Peter Principle 17
Parkinson s Law 18
The changing nature of work organisation 19
Globalisation and the international context 20
Is organisational behaviour culture-bound? 23
Five dimensions of culture: the contribution of Hofstede 24
Cultural diversity: the contribution of Trompenaars 26
Convergence or culture-specific organisational
behaviour 29
The importance of people and organisational behaviour 29
Management in the news: Organisations strategy and
culture - How global strategy can get lost
in translation 31
Synopsis 32
Review and discussion questions 32
Assignments 1 and 2 33
Personal awareness and skills exercise 34
Case study: Virgin Atlantic and Ryanair 34
Notes and references 37
Approaches to Organisation and
Management 39
Management theory 40
Developments in management and organisational
behaviour 41
The classical approach 42
Scientific management 43
Relevance of scientific management 45
Bureaucracy 47
Criticisms of bureaucracy 48
Evaluation of bureaucracy 49
Structuralism 51
The human relations approach 51
Evaluation of the human relations approach 53
Neo-human relations 54
The systems approach 55
The contingency approach 57
Other approaches to the study of organisations 57
The decision-making approach 57
Social action 58
A number of approaches 59
Postmodernism 61
Relevance to management and organisational behaviour 62
Towards a scientific value approach? 64
Benefits to the manager 64
Management in the news: Professionalism - Problem
with performance-managing professionals 65
Synopsis 67
Review and discussion questions 67
Assignment 68
Personal awareness and skills exercise 69
Case study: Dell Computers: the world at your
fingertips 69
Notes and references 72
3 The Nature and Context of Organisations 74
Perspectives of the organisation 75
The formal organisation 77
Basic components of an organisation 78
Private and public sector organisations 79
Production and service organisations 80
Types of authority and organisations 82
The classification of organisations 82
Prime beneficiary of the organisation 83
Primary activity of the organisation 84
The organisation as an open system 84
Interactions with the environment 85
The comparative study of organisations 87
The analysis of work organisations 88
Contingency models of organisation 90
The informal organisation 91
Organisational conflict 93
Contrasting views of conflict 94
The sources of conflict 96
Strategies for managing conflict 97
The organisation of the future 98
The work/life balance 100
Meaning to people s lives 101
Organisational stress 102
ix
CONTENTS IN DETAIL
Management in the news and case studies xv
About this book xviii
Guided tour xxi
In acknowledgement and appreciation xxv
Publisher s acknowledgements xxvi
Part 1
THE ORGANISATIONAL SETTING
The Nature of Organisational Behaviour 2
The meaning of organisational behaviour 3
The study of organisational behaviour 3
A framework of study 4
Influences on behaviour 6
A multidisciplinary approach 7
Organisational metaphors 8
Orientations to work and the work ethic 9
Management as an integrating activity 11
The psychological contract 13
Changing nature of the psychological contract 16
Organisational practices 17
The Peter Principle 17
Parkinson s Law 18
The changing nature of work organisation 19
Globalisation and the international context 20
Is organisational behaviour culture-bound? 23
Five dimensions of culture: the contribution of Hofstede 24
Cultural diversity: the contribution of Trompenaars 26
Convergence or culture-specific organisational
behaviour 29
The importance of people and organisational behaviour 29
Management in the news . Organisations strategy and
culture - How global strategy can get lost
in translation 31
Synopsis 32
Review and discussion questions 32
Assignments 1 and 2 33
Personal awareness and skills exercise 34
Case study: Virgin Atlantic and Ryanair 34
Notes and references 37
Approaches to Organisation and
Management 39
Management theory 40
Developments in management and organisational
behaviour 41
The classical approach 42
Scientific management 43
Relevance of scientific management 45
Bureaucracy 47
Criticisms of bureaucracy 48
Evaluation of bureaucracy 49
Structuralism 51
The human relations approach 51
Evaluation of the human relations approach 53
Neo-human relations 54
The systems approach 55
The contingency approach 57
Other approaches to the study of organisations 57
The decision-making approach 57
Social action 58
A number of approaches 59
Postmodernism 61
Relevance to management and organisational behaviour 62
Towards a scientific value approach? 64
Benefits to the manager 64
Management in the news: Professionalism - Problem
with performance-managing professionals 65
Synopsis 67
Review and discussion questions 67
Assignment 68
Personal awareness and skills exercise 69
Case study: Dell Computers: the world at your
fingertips 69
Notes and references 72
The Nature and Context of Organisations 74
Perspectives of the organisation 75
The formal organisation 77
Basic components of an organisation 78
Private and public sector organisations 79
Production and service organisations 80
Types of authority and organisations 82
The classification of organisations 82
Prime beneficiary of the organisation 83
Primary activity of the organisation 84
The organisation as an open system 84
Interactions with the environment 85
The comparative study of organisations 87
The analysis of work organisations 88
Contingency models of organisation 90
The informal organisation 91
Organisational conflict 93
Contrasting views of conflict 94
The sources of conflict 96
Strategies for managing conflict 97
The organisation of the future 98
The work/life balance 100
Meaning to people s lives 101
Organisational stress 102
ix
CONTENTS IN DETAIL
Is stress necessarily to be avoided? 103
Causes of stress 104
Coping with stress 104
Management in the news: Crossing continents -
A spun-out tale of two corporate cultures 107
Synopsis 108
Review and discussion questions 108
Assignment 1 109
Assignment 2 110
Personal awareness and skills exercise 110
Case study: Grameen Bank: a case of applied
business ethics 111
Notes and references 114
Part 1 Case study
Cadbury: organisation, culture and history 116
Part2
THE INDIVIDUAL
4 Individual Differences and Diversity 122
Linda Carter and Laurie J. Mullins
Managing individuals at work 123
Personality 125
Nomothetic and idiographic approaches 125
The big five 128
Theoretical approaches: idiographic 129
Kelly s personal construct theory 132
Applications within the work organisation 133
Emotions at work 134
Ability 136
Testing 140
Attitudes 142
Diversity management 145
The business case for diversity 147
Diversity training 149
Top performing organisations 150
Criticisms and limitations 151
Diversity, gender and organisations 152
Orientations and motivations towards work 154
Positive approaches 155
Management in the news: Women on the board -
Norway shatters the glass ceiling - but will it
promote women s cause? 157
Synopsis 158
Review and discussion questions 159
Assignment 159
Personal awareness and skills exercise 161
Case study: B Q: the business case for diversity 161
Notes and references 164
5 The Nature of Learning 167
Linda Carter
The meaning and nature of learning 168
Organisations and the management of learning 171
Knowledge management 172
Emerging technologies and learning 174
The learning organisation 178
How do people learn? 181
Behaviourism 181
The outcomes of learning 183
Operant conditioning 183
Social learning 186
Limitations of the behaviourist school 186
Cognitive theories 186
Learning styles 190
Complex models of learning 191
Creativity 192
Facilitating learning 196
Learning theory applied to study skills 198
Applications of learning theory to organisations 198
Management in the news: Learning online - Online
learning comes of age 199
Synopsis 200
Review and discussion questions 200
Assignments 1 and 2 201
Personal awareness and skills exercise 201
Case study: Managing knowledge for
e-government in the UK 202
Notes and references 205
6 Perception and Communications 208
Laurie J. Mullins and Linda Carter
The perceptual process 209
Selectivity in attention and perception 210
Internal factors 212
External factors 214
Organisation and the arrangement of stimuli 215
Perceptual illusions 218
Connection of the conscious, unconscious and
physiology 219
Perceiving other people 221
Interpersonal communications 224
Neuro-linguistic programming (NLP) 225
Transactional analysis 225
Selection and attention 227
Organisation and judgement 229
Non-verbal communications and body language 230
Attribution theory 233
Perceptual distortions and errors 235
Stereotyping 236
The halo effect 237
Perceptual defence 237
Projection 238
Self-fulfilling prophecy 238
Understanding the organisational process 238
Management in the news: Macho management
and fear of failure - Tough at the top 240
Synopsis 241
Review and discussion questions 242
Assignment 1 24
Assignment 2 *¦
Personal awareness and skills exercise 243
Case study: What you say is what you get...? 245
Notes and references 247
7 Work Motivation and Job Satisfaction 249
The meaning of motivation 250
Needs and expectations at work 251
Frustration-induced behaviour 253
Money as a motivator 255
Theories of motivation 256
Content theories of motivation 257
Maslow s hierarchy of needs theory 257
Alderfer s modified need hierarchy model 261
Herzberg s two-factor theory 261
McClelland s achievement motivation theory 264
Process theories of motivation 265
Vroom s expectancy theory 266
The Porter and Lawler expectancy model 268
Lawler s revised expectancy model 269
Implications for managers of expectancy theories 270
Equity theory of motivation 271
Goal theory 273
Attribution theory 274
Relevance of theories of motivation 274
The motivation of knowledge workers 275
Cross-cultural dimensions of motivation 276
The meaning and nature of job satisfaction 277
Dimensions of job satisfaction 277
Broader approachs to job satisfaction 279
A comprehensive model of job enrichment 280
Flexible working arrangements 282
Contextual factors in job design 282
Management in the news: Towels and talent -
Microsoft plans perks to retain staff 284
Synopsis 285
Review and discussion questions 285
Assignments 1 and 2 286
Personal awareness and skills exercise 287
Case study: Don t get mad, get online! 287
Notes and references 290
Part 2 Case study
Philanthropy: the resurgence of personal social
responsibility 292
Part 3
GROUPS, TEAMS AND LEADERSHIP
8 The Nature of Work Groups and Teams 298
The meaning and importance of groups and teams 299
Differences between groups and teams 299
Group values and norms 301
Formal and informal groups 303
Reasons for formation of groups or teams 306
Group cohesiveness and performance 306
CONTENTS IN DETAIL
Membership 307
Work environment 308
Organisational factors 309
Group development and maturity 309
Potential disadvantages of strong, cohesive groups 310
Characteristics of an effective work group 311
Virtual teams 312
Role relationships 316
Role conflict 317
The importance of teamwork 320
Management in the news: The Pink Ladies mean
business - No men please, we re cabbies 322
Synopsis 323
Review and discussion questions 324
Assignments 1 and 2 324
Personal awareness and skills exercise 325
Case study: Mumbai s Dabbawalahs: a world-class
quality service 326
Notes and references 328
9 Working in Groups and Teams 330
Interactions among members 331
Belbin s team-roles 331
Patterns of communication 333
Analysis of individual behaviour 336
Sociometry 336
Interaction analysis 338
Frameworks of behavioural analysis 339
Balance between the team and the individual 341
Individual compared with group or team
performance 343
Brainstorming 345
Quality circles 346
Group dynamics 347
Self-managed work groups 349
Building successful teams 350
Management in the news: Winning teams - Football s
example can help companies score 354
Synopsis 355
Review and discussion questions 356
Assignment 1 356
Assignment 2 357
Personal awareness and skills exercise 357
Case study: When does a team become a crowd?
Innocent Drinks 358
Notes and references 360
10 The Nature of Leadership 362
The meaning of leadership 363
Leadership and management 364
Approaches to leadership 367
The qualities or traits approach 367
The functional (or group) approach 368
Leadership as a behavioural category 370
Styles of leadership 371
Continuum of leadership behaviour 372
xi
CONTENTS IN DETAIL
Contingency theories of leadership 374
Fiedler s contingency model 374
Vroom and Yetton contingency model 376
The Vroom and Jago revised decision model 377
Path-goal theory 378
Readiness of the followers or group 379
Transformational leadership 381
Inspirational or visionary leadership 382
Leadership and innovation 386
The leadership relationship 387
No one best form of leadership 389
Leadership effectiveness 390
Leadership development 391
Leaders of the future 392
Management in the news: Learning to lead -
Leadership: ways to instil those elusive qualities 395
Synopsis 396
Review and discussion questions 397
Assignments 1 and 2 397
Personal awareness and skills exercise 398
Case study: Being Apple: Steve Jobs 400
Notes and references 402
Part 3 Case study
The Eden Project 404
Part 4
THE NATURE OF MANAGEMENT
11 The Role of the Manager 410
The meaning of management 411
The process of management 414
Principles of management 415
Management as a social process 417
The tasks and contribution of a manager 418
Essential nature of managerial work 419
Management in private enterprise and public
sector organisations 420
The work of a manager 422
Managerial roles 423
Behaviour pattern of general managers 425
Determining what real managers do 426
Patterns of managerial work and behaviour 427
What great managers do 428
The attributes and qualities of a manager 428
The changing role of managers 431
Management in the news: Too close for comfort -
Managers who want to get up close and personal 433
Synopsis 434
Review and discussion questions 435
Assignment 1 435
Assignment 2 436
Personal awareness and skills exercise 436
Case study: Stuck in the middle? 437
Notes and references 440
i.-- Managerial Behaviour and Effectiveness 442
Managerial style and behaviour 443
Managers attitudes towards people 444
Japanese Theory Z environment 446
The managerial/Leadership Grid® 447
Management systems 451
Management by objectives (MBO) 454
Managing people 456
Choice of managerial style 459
Managerial effectiveness 460
Measures of effectiveness 462
Management standards centre 463
3-D model of managerial behaviour 465
The management of time 467
Management in the news: Bad manners and bad
managers - Bosses with no time to be nice 471
Synopsis 472
Review and discussion questions 472
Assignment 473
Personal awareness and skills exercise 474
Case study: Effective management: a question of
context? 475
Notes and references 477
13 Human Resource Management 479
The nature of human resource management 480
Human capital management 482
HRM policies, activities and functions 483
Organisation of the HRM function 484
HRM: a shared responsibility 485
The importance of HRM 487
Training and development 488
The management of training 490
e-learning 491
Investors in people 492
Performance management (PM) 493
Methods of measurement and review 497
360° feedback and upward feedback 498
Benefits of performance management 499
Employee relations 501
Unitary and pluralistic perspectives 503
Regulating the employment contract 504
International dimensions of HRM 506
Industrial democracy in European countries 507
Effectiveness of the HRM function 508
Management in the news: Fattism - Fattism is the
last bastion of employee discrimination 510
Synopsis 511
Review and discussion questions 512
Assignment 5I
Personal awareness and skills exercise 513
Appendix: The Investors in People Standard 515
Case study: The changing role of HRM 517
Notes and references 519
Part 4 Case study
Jamie Oliver: the naked manager? 522
Part 5
STRUCTURES OF ORGANISATION
14 Organisational Strategy, Ethics and
Responsibilities 528
The importance of strategy 529
Organisational goals 531
Integration of goals 533
Organisational ideologies and principles 534
Mission statements 535
Objectives and policy 536
The profit objective 538
Strategy, opportunities and risks 540
SWOT analysis 541
Corporate social responsibilities 542
Organisational stakeholders 543
Values and ethics 546
Ethics and corporate social responsibility 547
Business ethics 549
Codes of ethics 551
Management in the news: Power to the people -
The cost of not caring for your customers 554
Synopsis 555
Review and discussion questions 556
Assignments 1 and 2 557
Personal awareness and skills exercise 557
Case study: 318 Mondays to go ... the London
Olympics 559
Notes and references 561
15 Organisation Structure and Design 563
The meaning and nature of organisation structure 564
The importance of good structure 565
Levels of organisation 566
The importance of the hierarchy 568
The design of organisation structure 569
Clarification of objectives 571
Task and element functions 571
The division of work 572
Centralisation and decentralisation 575
Principles of organisation 576
Span of control 577
The chain of command 578
Formal organisational relationships 580
Line and staff organisation 582
The inverted organisation 583
Project teams and matrix organisation 584
Effects of a deficient organisation structure 586
Organisation charts 587
Structure and organisational behaviour 590
Management in the news: Freewheeling at
Google - Can Google s random genius last? 592
Synopsis 593
Review and discussion questions 594
Assignment 1 594
Assignment 2 595
CONTENTS IN DETAIL
Personal awareness and skills exercise 596
Case study: Zara: a dedicated follower of fashion 596
Notes and references 599
16 Patterns of Structure and Work
Organisation 601
Variables influencing organisation structure 602
The contingency approach 603
Size of organisation 605
Technology 607
The Woodward study 607
Major dimensions of technology: the work of Perrow 609
Environment 610
The Burns and Stalker study 610
Mixed forms of organisation structure 612
The Lawrence and Lorsch study 613
Evaluation of the contingency approach 615
Contribution of contingency theory 616
Culture as a contingent factor 617
The changing face of the workplace 619
The demand for flexibility 620
The shamrock organisation 623
Empowerment and control 625
Management in the news: Dead end or turning
point? - Another side to a McJob 626
Synopsis 627
Review and discussion questions 628
Assignments 1 and 2 628
Personal awareness and skills exercise 629
Case study: John Lewis, Waitrose and Ocado:
distinctively successful 629
Notes and references 632
17 Technology and Organisations 634
Peter Scott
Technology as a subject of study 635
Theories of technology 635
A socio-technical ensemble perspective 641
Types and characteristics of technology 642
ICTs, networks, organisations and society 645
Adopting and introducing new technology 649
Involvement of HRM specialists and users of
technology 653
Technology and organisational behaviour 655
Technology and the experience of work 657
Management in the news: Clockwork radios: not
all tech is hi-tech 659
Synopsis 661
Review and discussion questions 661
Assignment 662
Personal awareness and skills exercise 662
Case study: Accessible technology: Tesco s
accessible website 663
Notes and references 665
Part 5 Case study
Co-operatives 669
xiii
CONTENTS IN DETAIL
ORGANISATION MANAGEMENT
Organisational Control and Power 676
The controversial nature of control 677
Expression of management behaviour 679
Elements of an organisational control system 680
Forms of control 681
Classification of control systems 683
Strategies of control in organisations 684
Characteristics of an effective control system 686
Power and management control 688
Perspectives of organisational power 690
Pluralistic approaches to power 690
The balance between order and flexibility 692
Delegation and empowerment 693
The manager-subordinate relationship 694
Benefits of delegation 695
Reasons for lack of delegation 696
The art of delegation 699
The concept of empowerment 701
Does empowerment deliver? 703
Behavioural factors in control systems 705
Financial and accounting systems of control 706
Management in the news: Vodafone s boardroom
battles - Vodafone faces grilling at annual meeting 709
Synopsis 710
Review and discussion questions 710
Assignment 711
Personal awareness and skills exercise 712
Case study: Turbulence in the tulip fields 713
Notes and references 715
Organisation Development, Culture and
Change 718
The meaning of organisation development 719
Organisational culture 721
Types of organisational culture 722
Influences on the development of culture 724
The cultural web 725
The importance of culture 727
Organisational climate 730
Employee commitment 731
The nature of organisational change 733
Planned organisational change 736
Resistance to change 737
The management of organisational change 739
Overcoming resistance to change 742
Management in the news: Being charitable -
The business of doing good 744
Synopsis 745
Review and discussion questions 746
Assignment 747
Personal awareness and skills exercise 749
Case study. The Haier Corporation 750
Notes and references 752
Organisational Performance and
Effectiveness 755
The nature of organisational effectiveness 756
The democratic enterprise 758
The learning organisation 759
Total quality management (TQM) 761
Business process re-engineering (BPR) 764
The importance of effective management 766
The meaning and nature of management
development 767
Management development process 769
Continuing professional development (CPD) 773
Leadership and management model 774
The EFQM Excellence Model 774
Assessing organisational performance 778
A range of different criteria 781
Successful organisations and people 783
Management in the news: Writing the unwritten
rules: Why most managers are plagiarists 784
Synopsis 785
Review and discussion questions 786
Assignment 7 786
Assignment 2 787
Personal awareness and skills exercise 788
Case study: Who says business is boring?
M S s rollercoaster ride 790
Notes and references 792
Enron: the fall of a giant 794
Conclusion 799
Glossary 801
Index 813
|
| adam_txt |
CONTENTS IN BRIEF
Contents in detail ix
Management in the news and case studies xv
About this book xviii
Guided tour xxi
In acknowledgement and appreciation xxv
Publisher's acknowledgements xxvi
Part! THE ORGANISATIONAL SETTING 1
Chapter 1 The Nature of Organisational Behaviour 2
Chapter 2 Approaches to Organisation and Management 39
Chapter 3 The Nature and Context of Organisations 74
Part 2 THE INDIVIDUAL 121
Chapter 4 Individual Differences and Diversity 122
Chapter 5 The Nature of Learning 167
Chapter 6 Perception and Communications 208
Chapter 7 Work Motivation and Job Satisfaction 249
Part 3 GROUPS, TEAMS AND LEADERSHIP 297
Chapter 8 The Nature of Work Groups and Teams 298
Chapter 9 Working in Groups and Teams 330
Chapter 10 The Nature of Leadership 362
Part 4 THE NATURE OF MANAGEMENT 409
Chapter 11 The Role of the Manager 410
Chapter 12 Managerial Behaviour and Effectiveness 442
Chapter 13 Human Resource Management 479
Part 5 STRUCTURES OF ORGANISATION 527
Chapter 14 Organisational Strategy, Ethics and Responsibilities 528
Chapter 15 Organisation Structure and Design 563
Chapter 16 Patterns of Structure and Work Organisation 601
Chapter 17 Technology and Organisations 634
ORGANISATION MANAGEMENT 675
Chapter 18 Organisational Control and Power 676
Chapter 19 Organisation Development, Culture and Change 718
Chapter 20 Organisational Performance and Effectiveness 755
Conclusion 799
Glossary 801
Index 813
vii
CONTENTS IN DETAIL
Management in the news and case studies xv
About this book xviii
Guided tour xxi
In acknowledgement and appreciation xxv
Publisher's acknowledgements xxvi
Parti
THE ORGANISATIONAL SETTING
i The Nature of Organisational Behaviour 2
The meaning of organisational behaviour 3
The study of organisational behaviour 3
A framework of study 4
Influences on behaviour 6
A multidisciplinary approach 7
Organisational metaphors 8
Orientations to work and the work ethic 9
Management as an integrating activity 11
The psychological contract 13
Changing nature of the psychological contract 16
Organisational practices 17
The Peter Principle 17
Parkinson's Law 18
The changing nature of work organisation 19
Globalisation and the international context 20
Is organisational behaviour culture-bound? 23
Five dimensions of culture: the contribution of Hofstede 24
Cultural diversity: the contribution of Trompenaars 26
Convergence or culture-specific organisational
behaviour 29
The importance of people and organisational behaviour 29
Management in the news: Organisations strategy and
culture - How global strategy can get lost
in translation 31
Synopsis 32
Review and discussion questions 32
Assignments 1 and 2 33
Personal awareness and skills exercise 34
Case study: Virgin Atlantic and Ryanair 34
Notes and references 37
Approaches to Organisation and
Management 39
Management theory 40
Developments in management and organisational
behaviour 41
The classical approach 42
Scientific management 43
Relevance of scientific management 45
Bureaucracy 47
Criticisms of bureaucracy 48
Evaluation of bureaucracy 49
Structuralism 51
The human relations approach 51
Evaluation of the human relations approach 53
Neo-human relations 54
The systems approach 55
The contingency approach 57
Other approaches to the study of organisations 57
The decision-making approach 57
Social action 58
A number of approaches 59
Postmodernism 61
Relevance to management and organisational behaviour 62
Towards a scientific value approach? 64
Benefits to the manager 64
Management in the news: Professionalism - Problem
with performance-managing professionals 65
Synopsis 67
Review and discussion questions 67
Assignment 68
Personal awareness and skills exercise 69
Case study: Dell Computers: the world at your
fingertips 69
Notes and references 72
3 The Nature and Context of Organisations 74
Perspectives of the organisation 75
The formal organisation 77
Basic components of an organisation 78
Private and public sector organisations 79
Production and service organisations 80
Types of authority and organisations 82
The classification of organisations 82
Prime beneficiary of the organisation 83
Primary activity of the organisation 84
The organisation as an open system 84
Interactions with the environment 85
The comparative study of organisations 87
The analysis of work organisations 88
Contingency models of organisation 90
The informal organisation 91
Organisational conflict 93
Contrasting views of conflict 94
The sources of conflict 96
Strategies for managing conflict 97
The organisation of the future 98
The work/life balance 100
Meaning to people's lives 101
Organisational stress 102
ix
CONTENTS IN DETAIL
Management in the news and case studies xv
About this book xviii
Guided tour xxi
In acknowledgement and appreciation xxv
Publisher's acknowledgements xxvi
Part 1
THE ORGANISATIONAL SETTING
The Nature of Organisational Behaviour 2
The meaning of organisational behaviour 3
The study of organisational behaviour 3
A framework of study 4
Influences on behaviour 6
A multidisciplinary approach 7
Organisational metaphors 8
Orientations to work and the work ethic 9
Management as an integrating activity 11
The psychological contract 13
Changing nature of the psychological contract 16
Organisational practices 17
The Peter Principle 17
Parkinson's Law 18
The changing nature of work organisation 19
Globalisation and the international context 20
Is organisational behaviour culture-bound? 23
Five dimensions of culture: the contribution of Hofstede 24
Cultural diversity: the contribution of Trompenaars 26
Convergence or culture-specific organisational
behaviour 29
The importance of people and organisational behaviour 29
Management in the news'. Organisations strategy and
culture - How global strategy can get lost
in translation 31
Synopsis 32
Review and discussion questions 32
Assignments 1 and 2 33
Personal awareness and skills exercise 34
Case study: Virgin Atlantic and Ryanair 34
Notes and references 37
Approaches to Organisation and
Management 39
Management theory 40
Developments in management and organisational
behaviour 41
The classical approach 42
Scientific management 43
Relevance of scientific management 45
Bureaucracy 47
Criticisms of bureaucracy 48
Evaluation of bureaucracy 49
Structuralism 51
The human relations approach 51
Evaluation of the human relations approach 53
Neo-human relations 54
The systems approach 55
The contingency approach 57
Other approaches to the study of organisations 57
The decision-making approach 57
Social action 58
A number of approaches 59
Postmodernism 61
Relevance to management and organisational behaviour 62
Towards a scientific value approach? 64
Benefits to the manager 64
Management in the news: Professionalism - Problem
with performance-managing professionals 65
Synopsis 67
Review and discussion questions 67
Assignment 68
Personal awareness and skills exercise 69
Case study: Dell Computers: the world at your
fingertips 69
Notes and references 72
The Nature and Context of Organisations 74
Perspectives of the organisation 75
The formal organisation 77
Basic components of an organisation 78
Private and public sector organisations 79
Production and service organisations 80
Types of authority and organisations 82
The classification of organisations 82
Prime beneficiary of the organisation 83
Primary activity of the organisation 84
The organisation as an open system 84
Interactions with the environment 85
The comparative study of organisations 87
The analysis of work organisations 88
Contingency models of organisation 90
The informal organisation 91
Organisational conflict 93
Contrasting views of conflict 94
The sources of conflict 96
Strategies for managing conflict 97
The organisation of the future 98
The work/life balance 100
Meaning to people's lives 101
Organisational stress 102
ix
CONTENTS IN DETAIL
Is stress necessarily to be avoided? 103
Causes of stress 104
Coping with stress 104
Management in the news: Crossing continents -
A spun-out tale of two corporate cultures 107
Synopsis 108
Review and discussion questions 108
Assignment 1 109
Assignment 2 110
Personal awareness and skills exercise 110
Case study: Grameen Bank: a case of applied
business ethics 111
Notes and references 114
Part 1 Case study
Cadbury: organisation, culture and history 116
Part2
THE INDIVIDUAL
4 Individual Differences and Diversity 122
Linda Carter and Laurie J. Mullins
Managing individuals at work 123
Personality 125
Nomothetic and idiographic approaches 125
The big five 128
Theoretical approaches: idiographic 129
Kelly's personal construct theory 132
Applications within the work organisation 133
Emotions at work 134
Ability 136
Testing 140
Attitudes 142
Diversity management 145
The business case for diversity 147
Diversity training 149
Top performing organisations 150
Criticisms and limitations 151
Diversity, gender and organisations 152
Orientations and motivations towards work 154
Positive approaches 155
Management in the news: Women on the board -
Norway shatters the glass ceiling - but will it
promote women's cause? 157
Synopsis 158
Review and discussion questions 159
Assignment 159
Personal awareness and skills exercise 161
Case study: B Q: the business case for diversity 161
Notes and references 164
5 The Nature of Learning 167
Linda Carter
The meaning and nature of learning 168
Organisations and the management of learning 171
Knowledge management 172
Emerging technologies and learning 174
The learning organisation 178
How do people learn? 181
Behaviourism 181
The outcomes of learning 183
Operant conditioning 183
Social learning 186
Limitations of the behaviourist school 186
Cognitive theories 186
Learning styles 190
Complex models of learning 191
Creativity 192
Facilitating learning 196
Learning theory applied to study skills 198
Applications of learning theory to organisations 198
Management in the news: Learning online - Online
learning comes of age 199
Synopsis 200
Review and discussion questions 200
Assignments 1 and 2 201
Personal awareness and skills exercise 201
Case study: Managing knowledge for
'e-government' in the UK 202
Notes and references 205
6 Perception and Communications 208
Laurie J. Mullins and Linda Carter
The perceptual process 209
Selectivity in attention and perception 210
Internal factors 212
External factors 214
Organisation and the arrangement of stimuli 215
Perceptual illusions 218
Connection of the conscious, unconscious and
physiology 219
Perceiving other people 221
Interpersonal communications 224
Neuro-linguistic programming (NLP) 225
Transactional analysis 225
Selection and attention 227
Organisation and judgement 229
Non-verbal communications and body language 230
Attribution theory 233
Perceptual distortions and errors 235
Stereotyping 236
The halo effect 237
Perceptual defence 237
Projection 238
Self-fulfilling prophecy 238
Understanding the organisational process 238
Management in the news: Macho management
and fear of failure - Tough at the top 240
Synopsis 241
Review and discussion questions 242
Assignment 1 24
Assignment 2 *¦
Personal awareness and skills exercise 243
Case study: What you say is what you get.? 245
Notes and references 247
7 Work Motivation and Job Satisfaction 249
The meaning of motivation 250
Needs and expectations at work 251
Frustration-induced behaviour 253
Money as a motivator 255
Theories of motivation 256
Content theories of motivation 257
Maslow's hierarchy of needs theory 257
Alderfer's modified need hierarchy model 261
Herzberg's two-factor theory 261
McClelland's achievement motivation theory 264
Process theories of motivation 265
Vroom's expectancy theory 266
The Porter and Lawler expectancy model 268
Lawler's revised expectancy model 269
Implications for managers of expectancy theories 270
Equity theory of motivation 271
Goal theory 273
Attribution theory 274
Relevance of theories of motivation 274
The motivation of knowledge workers 275
Cross-cultural dimensions of motivation 276
The meaning and nature of job satisfaction 277
Dimensions of job satisfaction 277
Broader approachs to job satisfaction 279
A comprehensive model of job enrichment 280
Flexible working arrangements 282
Contextual factors in job design 282
Management in the news: Towels and talent -
Microsoft plans perks to retain staff 284
Synopsis 285
Review and discussion questions 285
Assignments 1 and 2 286
Personal awareness and skills exercise 287
Case study: Don't get mad, get online! 287
Notes and references 290
Part 2 Case study
Philanthropy: the resurgence of personal social
responsibility 292
Part 3
GROUPS, TEAMS AND LEADERSHIP
8 The Nature of Work Groups and Teams 298
The meaning and importance of groups and teams 299
Differences between groups and teams 299
Group values and norms 301
Formal and informal groups 303
Reasons for formation of groups or teams 306
Group cohesiveness and performance 306
CONTENTS IN DETAIL
Membership 307
Work environment 308
Organisational factors 309
Group development and maturity 309
Potential disadvantages of strong, cohesive groups 310
Characteristics of an effective work group 311
Virtual teams 312
Role relationships 316
Role conflict 317
The importance of teamwork 320
Management in the news: The Pink Ladies mean
business - No men please, we're cabbies 322
Synopsis 323
Review and discussion questions 324
Assignments 1 and 2 324
Personal awareness and skills exercise 325
Case study: Mumbai's Dabbawalahs: a world-class
quality service 326
Notes and references 328
9 Working in Groups and Teams 330
Interactions among members 331
Belbin's team-roles 331
Patterns of communication 333
Analysis of individual behaviour 336
Sociometry 336
Interaction analysis 338
Frameworks of behavioural analysis 339
Balance between the team and the individual 341
Individual compared with group or team
performance 343
Brainstorming 345
Quality circles 346
Group dynamics 347
Self-managed work groups 349
Building successful teams 350
Management in the news: Winning teams - Football's
example can help companies score 354
Synopsis 355
Review and discussion questions 356
Assignment 1 356
Assignment 2 357
Personal awareness and skills exercise 357
Case study: When does a team become a crowd?
Innocent Drinks 358
Notes and references 360
10 The Nature of Leadership 362
The meaning of leadership 363
Leadership and management 364
Approaches to leadership 367
The qualities or traits approach 367
The functional (or group) approach 368
Leadership as a behavioural category 370
Styles of leadership 371
Continuum of leadership behaviour 372
xi
CONTENTS IN DETAIL
Contingency theories of leadership 374
Fiedler's contingency model 374
Vroom and Yetton contingency model 376
The Vroom and Jago revised decision model 377
Path-goal theory 378
Readiness of the followers or group 379
Transformational leadership 381
Inspirational or visionary leadership 382
Leadership and innovation 386
The leadership relationship 387
No one best form of leadership 389
Leadership effectiveness 390
Leadership development 391
Leaders of the future 392
Management in the news: Learning to lead -
Leadership: ways to instil those elusive qualities 395
Synopsis 396
Review and discussion questions 397
Assignments 1 and 2 397
Personal awareness and skills exercise 398
Case study: Being Apple: Steve Jobs 400
Notes and references 402
Part 3 Case study
The Eden Project 404
Part 4
THE NATURE OF MANAGEMENT
11 The Role of the Manager 410
The meaning of management 411
The process of management 414
Principles of management 415
Management as a social process 417
The tasks and contribution of a manager 418
Essential nature of managerial work 419
Management in private enterprise and public
sector organisations 420
The work of a manager 422
Managerial roles 423
Behaviour pattern of general managers 425
Determining what real managers do 426
Patterns of managerial work and behaviour 427
What great managers do 428
The attributes and qualities of a manager 428
The changing role of managers 431
Management in the news: Too close for comfort -
Managers who want to get up close and personal 433
Synopsis 434
Review and discussion questions 435
Assignment 1 435
Assignment 2 436
Personal awareness and skills exercise 436
Case study: Stuck in the middle? 437
Notes and references 440
i.-- Managerial Behaviour and Effectiveness 442
Managerial style and behaviour 443
Managers' attitudes towards people 444
Japanese 'Theory Z' environment 446
The managerial/Leadership Grid® 447
Management systems 451
Management by objectives (MBO) 454
Managing people 456
Choice of managerial style 459
Managerial effectiveness 460
Measures of effectiveness 462
Management standards centre 463
3-D model of managerial behaviour 465
The management of time 467
Management in the news: Bad manners and bad
managers - Bosses with 'no time to be nice' 471
Synopsis 472
Review and discussion questions 472
Assignment 473
Personal awareness and skills exercise 474
Case study: Effective management: a question of
context? 475
Notes and references 477
13 Human Resource Management 479
The nature of human resource management 480
Human capital management 482
HRM policies, activities and functions 483
Organisation of the HRM function 484
HRM: a shared responsibility 485
The importance of HRM 487
Training and development 488
The management of training 490
e-learning 491
Investors in people 492
Performance management (PM) 493
Methods of measurement and review 497
360° feedback and upward feedback 498
Benefits of performance management 499
Employee relations 501
Unitary and pluralistic perspectives 503
Regulating the employment contract 504
International dimensions of HRM 506
Industrial democracy in European countries 507
Effectiveness of the HRM function 508
Management in the news: Fattism - Fattism is the
last bastion of employee discrimination 510
Synopsis 511
Review and discussion questions 512
Assignment 5I
Personal awareness and skills exercise 513
Appendix: The Investors in People Standard 515
Case study: The changing role of HRM 517
Notes and references 519
Part 4 Case study
Jamie Oliver: the naked manager? 522
Part 5
STRUCTURES OF ORGANISATION
14 Organisational Strategy, Ethics and
Responsibilities 528
The importance of strategy 529
Organisational goals 531
Integration of goals 533
Organisational ideologies and principles 534
Mission statements 535
Objectives and policy 536
The profit objective 538
Strategy, opportunities and risks 540
SWOT analysis 541
Corporate social responsibilities 542
Organisational stakeholders 543
Values and ethics 546
Ethics and corporate social responsibility 547
Business ethics 549
Codes of ethics 551
Management in the news: Power to the people -
The cost of not caring for your customers 554
Synopsis 555
Review and discussion questions 556
Assignments 1 and 2 557
Personal awareness and skills exercise 557
Case study: 318 Mondays to go . the London
Olympics 559
Notes and references 561
15 Organisation Structure and Design 563
The meaning and nature of organisation structure 564
The importance of good structure 565
Levels of organisation 566
The importance of the hierarchy 568
The design of organisation structure 569
Clarification of objectives 571
Task and element functions 571
The division of work 572
Centralisation and decentralisation 575
Principles of organisation 576
Span of control 577
The chain of command 578
Formal organisational relationships 580
Line and staff organisation 582
The inverted organisation 583
Project teams and matrix organisation 584
Effects of a deficient organisation structure 586
Organisation charts 587
Structure and organisational behaviour 590
Management in the news: Freewheeling at
Google - Can Google's random genius last? 592
Synopsis 593
Review and discussion questions 594
Assignment 1 594
Assignment 2 595
CONTENTS IN DETAIL
Personal awareness and skills exercise 596
Case study: Zara: a dedicated follower of fashion 596
Notes and references 599
16 Patterns of Structure and Work
Organisation 601
Variables influencing organisation structure 602
The contingency approach 603
Size of organisation 605
Technology 607
The Woodward study 607
Major dimensions of technology: the work of Perrow 609
Environment 610
The Burns and Stalker study 610
'Mixed' forms of organisation structure 612
The Lawrence and Lorsch study 613
Evaluation of the contingency approach 615
Contribution of contingency theory 616
Culture as a contingent factor 617
The changing face of the workplace 619
The demand for flexibility 620
The shamrock organisation 623
Empowerment and control 625
Management in the news: Dead end or turning
point? - Another side to a McJob 626
Synopsis 627
Review and discussion questions 628
Assignments 1 and 2 628
Personal awareness and skills exercise 629
Case study: John Lewis, Waitrose and Ocado:
distinctively successful 629
Notes and references 632
17 Technology and Organisations 634
Peter Scott
Technology as a subject of study 635
Theories of technology 635
A socio-technical ensemble perspective 641
Types and characteristics of technology 642
ICTs, networks, organisations and society 645
Adopting and introducing new technology 649
Involvement of HRM specialists and users of
technology 653
Technology and organisational behaviour 655
Technology and the experience of work 657
Management in the news: Clockwork radios: not
all tech is hi-tech 659
Synopsis 661
Review and discussion questions 661
Assignment 662
Personal awareness and skills exercise 662
Case study: Accessible technology: Tesco's
accessible website 663
Notes and references 665
Part 5 Case study
Co-operatives 669
xiii
CONTENTS IN DETAIL
ORGANISATION MANAGEMENT
Organisational Control and Power 676
The controversial nature of control 677
Expression of management behaviour 679
Elements of an organisational control system 680
Forms of control 681
Classification of control systems 683
Strategies of control in organisations 684
Characteristics of an effective control system 686
Power and management control 688
Perspectives of organisational power 690
Pluralistic approaches to power 690
The balance between order and flexibility 692
Delegation and empowerment 693
The manager-subordinate relationship 694
Benefits of delegation 695
Reasons for lack of delegation 696
The art of delegation 699
The concept of empowerment 701
Does empowerment deliver? 703
Behavioural factors in control systems 705
Financial and accounting systems of control 706
Management in the news: Vodafone's boardroom
battles - Vodafone faces grilling at annual meeting 709
Synopsis 710
Review and discussion questions 710
Assignment 711
Personal awareness and skills exercise 712
Case study: Turbulence in the tulip fields 713
Notes and references 715
Organisation Development, Culture and
Change 718
The meaning of organisation development 719
Organisational culture 721
Types of organisational culture 722
Influences on the development of culture 724
The cultural web 725
The importance of culture 727
Organisational climate 730
Employee commitment 731
The nature of organisational change 733
Planned organisational change 736
Resistance to change 737
The management of organisational change 739
Overcoming resistance to change 742
Management in the news: Being charitable -
The business of doing good 744
Synopsis 745
Review and discussion questions 746
Assignment 747
Personal awareness and skills exercise 749
Case study. The Haier Corporation 750
Notes and references 752
Organisational Performance and
Effectiveness 755
The nature of organisational effectiveness 756
The democratic enterprise 758
The learning organisation 759
Total quality management (TQM) 761
Business process re-engineering (BPR) 764
The importance of effective management 766
The meaning and nature of management
development 767
Management development process 769
Continuing professional development (CPD) 773
Leadership and management model 774
The EFQM Excellence Model 774
Assessing organisational performance 778
A range of different criteria 781
Successful organisations and people 783
Management in the news: Writing the unwritten
rules: Why most managers are plagiarists 784
Synopsis 785
Review and discussion questions 786
Assignment 7 786
Assignment 2 787
Personal awareness and skills exercise 788
Case study: Who says business is boring?
M S's rollercoaster ride 790
Notes and references 792
Enron: the fall of a giant 794
Conclusion 799
Glossary 801
Index 813 |
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| publisher | Pearson Education Ltd. |
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| spellingShingle | Mullins, Laurie J. Management and organisational behaviour aOrganizational behavior Management (DE-588)4037278-9 gnd Organisationspsychologie (DE-588)4043786-3 gnd Organisationsverhalten (DE-588)4285859-8 gnd |
| subject_GND | (DE-588)4037278-9 (DE-588)4043786-3 (DE-588)4285859-8 (DE-588)4006432-3 |
| title | Management and organisational behaviour |
| title_auth | Management and organisational behaviour |
| title_exact_search | Management and organisational behaviour |
| title_exact_search_txtP | 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 | aOrganizational behavior Management (DE-588)4037278-9 gnd Organisationspsychologie (DE-588)4043786-3 gnd Organisationsverhalten (DE-588)4285859-8 gnd |
| topic_facet | aOrganizational behavior Management Organisationspsychologie Organisationsverhalten Bibliografie |
| url | http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=016716894&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA |
| work_keys_str_mv | AT mullinslauriej managementandorganisationalbehaviour |
Indexes
THWS Würzburg Zentralbibliothek Lesesaal
| Call Number: |
1000 QP 342 M959(8)st |
|---|---|
| Copy 1 | ausleihbar Available Place a Hold |