Verfügbarkeit: Management & organisational behaviour

Management & organisational behaviour:

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Bibliographische Detailangaben
1. Verfasser:	Mullins, Laurie J. (VerfasserIn)
Format:	Buch
Sprache:	English
Veröffentlicht:	Harlow Pearson 2013
Ausgabe:	10. ed.
Schlagworte:	Organisationspsychologie Organisationsverhalten Management Bibliografie
Online-Zugang:	Inhaltsverzeichnis
Beschreibung:	Includes Internet access. - Includes bibliographical references and index
Beschreibung:	XXXV, 814 S. Ill., graph. Darst.
ISBN:	9780273792642 9780273792659

Internformat

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Datensatz im Suchindex

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adam_text	Titel: Management organisational behaviour Autor: Mullins, Laurie J Jahr: 2013 Contents in detail About this book xvi In acknowledgement and appreciation xxii Guided tour of the book xxiv Guided tour of MyManagementLab xxvii Publisher s acknowledgements xxx Parti The Organisational Setting i 1 The Nature of Organisational Behaviour 2 The meaning of organisational behaviour (OB) 4 Positive organisational behaviour (POB) 5 The study of organisational behaviour 7 Framework of study 9 Influences on behaviour 10 A multidisciplinary approach 11 The nature of work 12 Orientations to work and the work ethic 13 The changing world of work organisations 15 Management as an integrating activity 16 Social exchange theory 17 The psychological contract 17 Organisational practices 20 The Peter Principle 20 Parkinson s Law 21 Globalisation and the international context 22 Management in action case study: Fred. Olsen Cruise Lines 25 Is organisational behaviour culture-bound? 26 Five dimensions of culture: the contribution of Hofstede 28 Cultural diversity: the contribution of Trompenaars 30 High and low context cultures 31 The importance of organisational behaviours 31 Review and discussion questions 32 Assignment 33 Management in the news: Managers without borders 33 Case Study: Virgin Atlantic and Ryanair 34 Notes and references 37 2 Approaches to Organisation and Management 40 Theory of management 43 Developments in management and organisational behaviour 44 The classical approach 45 Scientific management 46 Relevance of scientific management 48 Management in action case study: Hanger insertion: large American department store 50 Bureaucracy 51 Criticisms of bureaucracy 52 Evaluation of bureaucracy 52 Structuralism 54 The human relations approach 54 Evaluation of the human relations approach 56 Neo-human relations 58 The systems approach 58 The contingency approach 60 Other approaches to the study of organisations 60 The decision-making approach 60 Social action 62 Unitary or pluralist view 63 Action theory 64 A number of approaches 65 Postmodernism 65 Towards a scientific value approach? 67 Relevance to management and organisational behaviour 67 Benefits of management theory 69 Conceptual thinking and management theory 70 Review and discussion questions 71 Assignment 71 Management in the news: Customers can work magic on your staff 71 Case Study: Not being evil: Google 72 Notes and references 75 3 The Nature and Context of Organisations 78 Perspectives of the organisation 80 The formal organisation 81 Private and public sector organisations 84 Social enterprise organisations 86 Production and service organisations 87 x CONTENTS IN DETAIL The classification of organisations Types of authority and organisations The organisation as an open system Interactions with the environment The comparative study of organisations The analysis of work organisations Contingency models of organisation The informal organisation Organisational conflict Contrasting views of conflict Positive and negative outcomes The sources of conflict Strategies for managing conflict Organisational stress Is stress necessarily to be avoided? Causes of stress Coping with stress Management in action case study: HSE s stress management standards The work/life balance Is work/life balance still an issue? The organisation of the future Review and discussion questions Assignment Management in the news: Extreme stress Case Study: Grameen Bank: A case of applied business ethics Notes and references Academic Viewpoint Part 1 Case Study Indian Railways: lifeline to the nation The Individual 4 Individual Differences and Diversity Recognition of individuality How do individuals differ? Personality Theory and the world of work The big five personality traits Hans Eysenck Idiographic theoretical approaches Complementary approaches Emotions at work Stress at work Type A and Type B personalities Ability and intelligence Emotional intelligence (El) Attitudes Testing and assessment 87 Diversity management 88 Management in action case study: ONS equality 89 scheme 2008-2011 90 The business case for diversity 92 Diversity training 93 Top performing organisations 95 Criticisms and limitations 95 Diversity, gender and organisations 98 Managing an ageing workforce 98 Review and discussion questions 100 Assignment 101 Management in the news: How to help the aged 103 at work 104 Case Study: B Q: the business case for diversity 107 Notes and references 108 109 5 The Nature of Learning 169 The importance of learning 171 Learning and the social world 173 Learning and emotions 174 A declaration on learning 175 Organisations and the management of learning 176 ^ How do people learn? 176 ^ Behaviourism approach to learning 177 Social learning 180 Limitations of the behavioural theories 180 117 ^ Cognitive theories of learning 180 Learning styles 181 Other studies 184 Complex models of learning 184 T23 Knowledge management 185 Management in action case study: HTP Training 187 E-iearning 188 Problems of managing knowledge 189 Creativity 190 Coaching and mentoring 193 132 Learning theory applied to study skills 194 Applications of learning theory to organisations 196 Review and discussion questions 197 Assignment 197 ^ Management in the news: Are quizzes (a) valuable tools or (b) irrelevant? 197 139 Case Study: VSO 193 ^ Notes and references 201 !42 Ud 6 Perception and Communication 203 144 The perceptual process 145 Selectivity in attention and perception 146 Internal factors 147 Cultural differences 149 Management in action case study: Diversity 151 Resource Handbook 153 154 156 157 159 159 161 161 162 163 163 164 166 205 206 208 210 211 CONTENTS IN DETAIL xi The importance of language External factors Organisation and arrangement of stimuli Perceptual illusions Selection and attention Organisation and judgement Perceiving other people Non-verbal communication and body language Interpersonal communications Neuro-linguistic programming (NLP) Transactional analysis (TA) Attribution theory Perceptual distortions and errors Stereotyping The halo effect Perceptual defence Projection Self-fulfilling prophecy Understanding the organisational process Review and discussion questions Assignment Management in the news: The female of the species is more scary than the male Case Study for Chapter Six: Behavioural economics Notes and references 7 Work Motivation and Job Satisfaction The meaning of motivation Needs and expectations at work Management in action case study: Happy and productive workplace Money as a motivator Broader intrinsic motivation Theories of motivation Content theories of motivation Maslow s hierarchy of needs theory Alderfer s modified need hierarchy model Herzberg s two-factor theory McCielland s achievement motivation theory Process theories of motivation Vroom s expectancy theory The Porter and Lawler expectancy model Lawler s revised expectancy model Implications of expectancy theories Equity theory of motivation Goal theory Attribution theory Relevance today for the manager Organisational behaviour modification The motivation of knowledge workers 272 Cross-cultural dimensions of motivation 274 Frustration-induced behaviour 275 Job satisfaction 277 Alienation at work 279 A comprehensive model of job enrichment 279 Contextual factors in job design 281 Review and discussion questions 282 Assignment 282 Management in the news: Manual work holds the key to spiritual bliss 283 Case Study: Volunteering: the 2012 London Olympics 284 Notes and references 286 Academic Viewpoint 288 Part 2 Philanthropy: the resurgence of personal social responsibility^ 289 Part 3 Groups, Teams and Leadership 297 8 The Nature of Work Groups and Teams 298 The meaning and importance of groups and teams 300 Differences between groups and teams 301 Formal and informal groups 302 Group values and norms 304 Reasons for formation of groups or teams 307 Quality circles 307 Group cohesiveness and performance 309 Membership 309 Work environment 310 Organisational 311 Group development and maturity 312 Social identity theory 314 Potential disadvantages of strong, cohesive groups 316 Characteristics of an effective work group 316 Effects of technology 317 Virtual teams 317 Management in action case study: How to comfort and support a remote worker 319 Role relationships 320 Role conflict 322 The importance of teamwork 325 Review and discussion questions 326 Assignment 327 Management in the news: A summer holiday with the boss 327 211 213 213 216 218 219 221 225 228 228 230 232 233 234 235 235 235 236 236 237 237 238 238 241 243 245 247 249 249 250 251 252 252 256 256 259 260 261 263 264 265 266 268 269 269 270 xii CONTENTS IN DETAIL Case Study: El Sistema: making a big noise 328 Notes and references 330 9 Working in Groups and Teams 332 Interactions among members 334 Belbin s team roles 335 Patterns of communication 337 Analysis of individual behaviour 340 Sociometry 340 Interaction analysis 342 Frameworks of behavioural analysis 343 Balance between the team and the individual 344 Individual compared with group or team performance 346 Brainstorming 349 Group dynamics 350 Autonomous working groups 353 Building effective teams 355 Away days 356 Management in action case study: What s the big idea? Teambuilding 356 Skills for successful teamwork 357 Review and discussion questions 359 Assignment 360 Management in the news: You ve built a team, now resolve the conflicts 360 Case Study: Top Gear 361 Notes and references 363 10 The Nature of Leadership 366 The meaning of leadership 369 Leadership or management? 369 Approaches to leadership 371 The qualities or traits approach 371 The functional (or group) approach 373 Action-centred leadership 373 Leadership as a behavioural category 374 Styles of leadership 375 Continuum of leadership behaviour 377 Contingency theories of leadership 379 Fiedler s contingency model 380 Vroom and Yetton contingency model 381 The Vroom and Jago revised decision model 382 Path-goal theory 383 Readiness of the followers or group 384 Transformational leadership 385 Inspirational or visionary leadership 387 Servant leadership 389 The leadership relationship 390 Culture as a contingent factor? 393 Leadership effectiveness No one best form of leadership Talent management Management in action case study: Talent management at Lloyds TSB Leadership development Review and discussion questions Assignment Management in the news: Rules of engagement for leaders on holiday Case Study: Apple after Steve Jobs Notes and references Academic Viewpoint The Eden Project Part 4 The Process of Management 11 The Nature of Management The meaning of management The importance of management Management and administration The process of management Principles of management Management as a social process The tasks and contribution of a manager Essential nature of managerial work Management in private enterprise and public sector organisations The work of a manager Management in action case study: Richard Vince is the governor of HMP Manchester, the only UK prison to be run by the prison service under a government contract Managerial roles Behaviour pattern of general managers Patterns of managerial work and behaviour What great managers do Folklore and facts of managing The attributes and qualities of a manager The importance of management skills The changing role of managers Review and discussion questions Assignment Management in the news: Bright young things grow up Case Study: Stuck in the middle? Notes and references 394 396 397 398 399 402 403 403 404 407 409 410 417 418 421 423 424 424 426 428 429 430 432 433 434 435 437 438 438 439 439 440 443 446 447 447 448 451 CONTENTS IN DETAIL xiii 12 Managerial Behaviour and Effectiveness 453 The importance of managerial style 455 Theory X and Theory Y management 456 The Managerial/Leadership Grid* 459 Management systems 463 Management by objectives (MBO) 465 Managing with and through people 467 The nature of people at work 470 Managerial effectiveness 471 Joint problem solving 472 Management in action case study: Joint Problem Solving in BE Industries 474 Measures of effectiveness 475 The Management Standards Centre 476 The 3-D model of managerial behaviour 478 The management of time 480 Review and discussion questions 483 Assignment 484 Management in the news: Working with a role model 485 Case Study: Is everybody happy? 486 Notes and references 489 Academic Viewpoint 490 Part 4 Case Study Jamie Oliver: the naked manager? 492 Part 5 Structures of Organisation 497 13 Organisation Strategy and Structure 498 The importance of strategy 500 SWOT analysis 502 Organisational goals 503 Objectives and policy 506 Corporate strategy and organisation structure 508 Objectives of structure 509 The importance of good structure 510 Levels of organisation 510 Underlying dimensions of organisation structure 512 Division of work 514 Centralisation and decentralisation 517 Principles of organisation 518 Span of control 519 The chain of command 520 Importance of the hierarchy 521 Formal organisational relationships 523 Project teams and matrix organisation 526 Management in action case study: Working structure: Geoplan Spatial Intelligence Limited 528 Effects of a deficient organisation structure 529 Organisation charts 530 Empowerment and control 531 Review and discussion questions 533 Assignment 533 Management in the news: Fleet-footed companies can outrun their critics 534 Case Study: Zara: a dedicated follower of fashion 535 Notes and references 537 14 Patterns of Structure and Work Organisation 539 Variables influencing organisation structure 541 The contingency approach 542 Size of organisation 543 Technology 545 The Woodward study 546 Major dimensions of technology: the work of Perrow 547 Environment 548 The Burns and Stalker study 549 Mixed forms of organisation structure 550 The Lawrence and Lorsch study 551 Evaluation of the contingency approach 553 Culture as a contingent factor 555 The changing face of the workplace 556 Demand for flexibility 559 Management in action case study: Home alone stir crazy 560 The shamrock organisation 561 Structure and organisational behaviour 564 Review and discussion questions 566 Assignment 567 Management in the news: London s Olympians at work 567 Case Study:John Lewis and Waitrose; distinctively successful 568 Notes and references 571 15 Technology and Organisations 573 Why study technology? 575 What do we mean by technology? 576 Approaches to technology and organisation 579 Decision-making processes 583 xiv CONTENTS IN DETAIL Involvement of HRM specialists and users of technology Technology, work and organisational behaviour Skill, work design and job quality Centralisation versus decentralisation of control Management in action case study: Negotiating the use of vehicle tracking technology Social networking Relationship with customers and users Location of work Nature of social interactions The pace and intensity of work The digital divide and job security Review and discussion questions Assignment Management in the news: A social network links our personal and office lives Case Study: Accessible technology; Tesco s accessible website Notes and references Academic Viewpoint Co-operatives Part 6 Organisation Management 16 Organisational Control and Power The controversial nature of control Elements of an organisational control system Forms of control Strategies of control in organisations Characteristics of an effective control system Power and management control Perspectives of organisational power Pluralistic approaches to power Influencing skills Balance between order and flexibility Behavioural factors in control systems Financial and accounting systems of control The concept of empowerment The Manager-Subordinate relationship Management in action case study Benefits of empowerment and delegation Reasons for lack of delegation The art of empowerment and delegation Systematic approach to empowerment and delegation Control versus autonomy 587 589 590 591 593 594 595 596 598 599 600 601 602 602 603 606 610 612 619 620 623 626 627 629 631 632 634 635 636 637 638 639 640 642 644 645 645 647 648 651 Review and discussion questions Assignment Management in the news: A model that everyone wants Case Study: Rogue traders Notes and references 17 Corporate Responsibility and Ethics Organisational ideologies and principles Organisational values and beliefs Vision and mission statements The profit objective The balanced scorecard Corporate social responsibilities (CSRs) Management in action case study: Corporate social responsibility Organisational stakeholders The UN Global Compact Values and ethics Ethics and business Ethics and corporate social responsibility Ethics and corporate purpose Business ethics Codes of business conduct (or ethics) Review and discussion questions Assignment Management in the news: In search of the elusive ethical consumer Case Study: The Fairtrade Foundation Notes and references 18 Organisation Culture and Change Organisation development, culture and change Organisational culture Types of organisation culture Influences on the development of culture The cultural web Other interpretations of culture The importance of culture National and international culture Case study: Brazil Organisational climate The nature of organisational change Change within the organisation Resistance to change The management of organisational change Minimising the problems of change Management in action case study: Managing change in the workplace is dependent on good people management 652 652 654 655 656 659 662 663 665 667 669 670 672 673 675 676 676 677 679 681 683 687 687 691 693 695 696 697 700 701 703 704 706 708 709 711 712 716 718 719 720 Overcoming resistance to change 721 How to get people to accept change 722 Responsibilities of top management 724 Review and discussion questions 725 Assignment 725 Management in the news: Break bad habits and profits will be in the post 726 Case Study: Moving with the times ill Notes and references 730 19 Organisational Performance and Development 733 The nature of organisational effectiveness 735 The democratic enterprise 738 The learning organisation 739 Total quality management (TQM) 741 The importance of effective management 743 Investors in People 744 Employee engagement and commitment 746 Management in action case study: National Grid Employee engagement — clear communication 749 Management development 750 CONTENTS IN DETAIL xv Business benefits of management development 752 Succession planning 754 Continuing professional development (CPD) 755 The EFQM Excellence Model 756 Assessing organisational performance 757 Successful organisations and people 761 The future of work and management 762 Review and discussion questions 765 Assignment 765 Management in the news: The careerist: Disorganised workplaces 765 Case Study: Who says business is boring? M S s rollercoaster ride 766 Notes and references 769 Academic Viewpoint 771 Part 6 Case Study Riverford Organic ill Conclusion 778 Glossary 779 Index 790
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title	Management & organisational behaviour
title_alt	Management and organisational behaviour
title_auth	Management & organisational behaviour
title_exact_search	Management & organisational behaviour
title_full	Management & organisational behaviour Laurie J. Mullins with Gill Christy
title_fullStr	Management & organisational behaviour Laurie J. Mullins with Gill Christy
title_full_unstemmed	Management & organisational behaviour Laurie J. Mullins with Gill Christy
title_short	Management & organisational behaviour
title_sort	management organisational behaviour
topic	Organisationspsychologie (DE-588)4043786-3 gnd Organisationsverhalten (DE-588)4285859-8 gnd Management (DE-588)4037278-9 gnd
topic_facet	Organisationspsychologie Organisationsverhalten Management Bibliografie
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