Introducing organizational behaviour and management:
Gespeichert in:
| Hauptverfasser: | , , |
|---|---|
| Format: | Buch |
| Sprache: | English |
| Veröffentlicht: |
Hampshire, UK
Cengage Learning EMEA
[2017]
|
| Ausgabe: | third edition |
| Schlagworte: | |
| Online-Zugang: | Inhaltsverzeichnis |
| Beschreibung: | xix, 615 Seiten Illustrationen, Diagramme |
| ISBN: | 9781473726642 |
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Datensatz im Suchindex
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| adam_text | Brief contents 1 PARTI Introduction 1 The human dimension ՅՑ 2 Motivation and the self 40 3 Individual differences, personality and self 78 4 Groups and teams at work 113 5 Managing people: Contexts of HRM, diversity and social inequality 158 6 Knowledge and learning: Consuming management? 198 PART II The organizational dimension 239 7 Organization, structure and design 240 8 9 10 11 12 PART III Management and leadership 296 Politics and decision-making in organizations 350 Culture 377 Change and innovation: New organizational forms 411 Technology 447 Emergent issues 489 13 Globalization and organizations 490 14 Bureaucracy and post-bureaucracy 535 15 Ethics at work 564
Contents Preface xiii Acknowledgements xvi Contributors xvii About the website xx 1 introduction і PARTI The human dimension յց 2 Motivation and the self 40 Overview and key points 40 Overview and key points 2 Introduction 3 Mainstream approaches to motivation and the self 41 Why study organizational behaviour? 4 Introduction Connecting ideas and experience 5 Key problems What is organizational behaviour? 7 Key ideas and contributions 42 Beyond mechanical prescription 8 Thinking about organizations 10 Organizational behaviour and everyday life: Going down the pub 11 Organizational behaviour as a contested terrain 14 Competing logics of organizing 14 ‘New managerialism’ in the public sector 15 Back to the pub: The personal and the organizational 19 Organization and institutionalization 22 The significance of routines 22 The centrality of people 23 Views of organization: Entity, process and concept 24 Identifying organization 24 An entity view 25 A process view 26 A concept view 27 Distinctiveness of work organization: Instrumental rationality 28 Game-playing and resistance 30 Theory and practice 31 Distinctiveness of this text 32 Six key concepts 33 VI 41 42 Motivation: It is about fulfilling human needs (Abraham Maslow) 42 Motivation: It is managers’ assumptions that matter (Douglas McGregor) 45 What motivates managers? (McClelland and Burnham) 46 Motivation: What satisfies is different from what causes dissatisfaction (Frederick Hertzberg) 48 Motivation: It is the design of jobs that can make a difference (Hackman) 49 Motivation: It is a person s expectations that count
(Victor Vroom) 50 Motivation: A new competitive imperative 51 Self-motivation: It is the ideals we have for the self that motivate (Harry Levinson) 52 Self-motivation: It is the ideals we have for the self that motivate (Harry Levinson) 53 Self-motivation: It is the goals set for the self (Locke and Latham) 54 Self-motivation involves empowerment (Thomas and Velthouse) 54 Self-motivation: Selective recognition by managers helps (Luthans) 55 Limitations of mainstream approaches 55 Critical approaches to motivation and the self 57 Introduction 57 Marxist analyses 58 The profound creativity of human action 58 The process of production 59 The contradictions of capitalism and alienation 60
Contents Core assumptions of the Marxist perspective 62 Rethinking motivation: Efficient and rational for whom? 63 Psychodynamic approaches 98 Maslow: Personaiity and the hierarchy of needs 98 Important studies 64 Transcendence and self-actualization 99 Power and the ‘self’ 66 The end of the individual? 102 The formation of the ‘self’ 66 The historical construction of ‘the individual’ 102 Finding my self in the mirror of others responses 66 Group dynamics 102 The self as a synthesis of images 67 Identity and existential anxiety 103 Learning what the self must be (to be loved) 67 Ronald Laing: The schizophrenic self 103 Acquiring a (guilty) conscience 67 Erich Fromm: The authoritarian and marketing Securing the self at work 68 The power of being made visible and knowing it 69 vii personalities 104 Key studies 70 Existential anxiety and contemporary organization: Beyond personality? 105 Reframing human resource management (Barbara Synthetic cultures and cynical employees 105 Townley) 70 Someone to watch over me’ (Sewell and Wilkinson) 71 Happy families at Hephaestus (Catherine Casey) 71 ZTC Ryland: Managers in crisis 105 Critique 106 Limitations of critical approaches to motivation 71 Key contributions and major controversies in the field: Mainstream and critical 106 Conclusion 74 Conclusion 108 3 Individual differences, personality and self 78 4 Groups and teams at work из Overview and key points 113 Overview and key points 79 Mainstream views on teams at work 114 Mainstream approaches to individual differences, personality and self 79 Introduction to mainstream thinking
on groups and Introduction 79 Key problem: What is a team? 114 Central problems in the field: Mainstream and critical 80 ‘Real’teams at work 117 Personality, management and organization 82 Key ideas and contributions to thinking and empirical studies 120 The psychometric test 82 teams 114 Case Study 4.1 AML 118 Introduction to personality 83 Teams for flexibility: Lean production 121 Nomothetic and idiographic approaches 84 Teams for motivation: Participation, satisfaction and The four temperaments 85 Jung and personality theory 86 The shadow world 87 Jung’s theory of extroverts and introverts 88 The Myers-Briggs type indicator test of personality 89 The four preferences 90 The case of the messenger 91 Personality type and leadership style 92 The science of personality 93 humane ways of working 123 Classical studies 125 The Hawthorne experiments: The importance of social needs and group norms at work (See Chapter 2) 125 Trist and Bamforth: Autonomous responsibility and socio-technical systems (See Chapter 2) 126 Kurt Lewin: The importance of participation and democratic style 126 Key problems and open questions 129 How do teams develop? 130 How should teams be designed? 130 Trait theory 94 How do you make teams work? 131 Factor analysis 94 Addressing leadership 134 The ‘personality’ of science: Power and politics 95 Working across different knowledge domains 136 Biological and sociological explanations 95 Teamworking in the global era 136 Applications in organization and recent case studies 96 Summary of key mainstream contributions and empirical Idiographic approaches to
personality 97 studies 138
viii Contents Contribution and limitation of mainstream 138 Conceptual and methodological contributions and Introduction 199 Key problems 202 limitations 138 Empowerment, control and power relations 140 Key ideas and contributions 203 What is knowledge? 203 Critical perspectives on teams at work 141 What is learning? 205 Introduction to critical approaches to teams at work 141 What is management knowledge? 208 The other side of the coin 142 Working smarter and harder 142 How is management knowledge adopted and Teamworking as control and consent over labour effort Continuing debates 213 and cost 144 evaluated? 211 Selected studies 214 A murkier picture of teamwork 146 Kolb’s experiential learning cycle 214 Self-discipline and surveillance 146 Nonaka and Takeuchi: Learning as knowledge Resistance is futile (?) 148 Summary of key contributions, empirical studies and limitations in the critical approach 150 Conclusion 151 5 Managing people: Contexts of HRM, diversity and social inequality 158 Overview and key points 158 Mainstream approaches to HRM and diversity 160 HRM 161 Managing diversity 165 Managing people and diversity: Integrating HRM and diversity 169 Using the case study 171 Overview - about FinanceCo 171 Managing people: A case from the financial services transformation 214 Abrahamson’s ‘fads and fashions’ 215 Core concepts and the mainstream 215 Critical approaches to knowledge and learning 216 Introduction 216 Key problems 218 Beyond learning theories? 218 Four alternative views of management knowledge 219 Four alternative views of the adoption of management ideas
221 Psychodynamics 223 Integrating perspectives and the art of persuasion 225 Ideas, translation and practice 227 Translating the critical to the managerial 228 industry 172 Key problems 173 How do we study the management of people? 174 Important studies 229 Braverman and de-skilling 229 Guillen’s models of management 230 Summary - what does it all mean? 176 Contu et al. (2003): Against learning 230 Critical approaches to HRM and diversity 176 Contribution to thinking about the field 230 The changing nature of business 179 Conclusion 233 Critical HRM 179 Critical diversity perspectives 185 The case of disability at work 186 Intersectionality 189 PART II Conclusion - managing people 193 The organizational dimension 239 6 Knowledge and learning: Consuming management? 198 7 Organization, structure and design 240 Overview and key points 198 Overview and key points 240 Chapter structure 199 Mainstream approach to structure and design 243 Mainstream approaches to knowledge and learning 199 Introducing structure and design 243
Contents IX Key contributions of mainstream thinking 24Ց Fuzzy boundaries: Management and leadership 299 Classical thinking about organizational design 249 The mainstream agenda 304 Modern thinking 252 Management: Discipline, function, social group 304 Management as ever-present? 305 Classical thinking about management 306 Systems thinking 252 From structure to process: Informal understandings and practices 257 Working to rule 257 Summary 258 Other perspectives: Organizations as complex institutions 259 Major issues/controversies in this held: Mainstream debates 309 The human dimension of work 309 What do managers do? Behavioural approach 317 Key ideas and contributions on leadership 319 Institutional economics: Markets and hierarchies 259 Institutional theory 260 Resource dependency 262 Population ecology theory 263 Network theory 263 Virtual organization 264 Classical thinking about leadership 319 Reinvention of ‘one best way’: Business process re-engineering and total quality management 266 Contribution and limitations of the mainstream approaches 326 Business process re-engineering 266 Total quality management 267 Organizations and technologies 269 The importance of ‘tacit knowledge’ and ‘user involvement’ 270 Contributions and limitations of the mainstream 271 Contributions 271 Limitations 271 Critical approach to structure and design 273 Introduction 273 A critical approach to organization and structure 274 The production of knowledge 276 Major issues and controversies 276 The structure of work organization 278 Subordination - formal and real 279 Exploitation at Bar
Mar? 279 The factory system 280 Braverman’s Labor and Monopoly Capital 281 Manufacturing consent: Obscuring exploitation 285 Comment 287 Leadership as a personality trait 319 Modern thinking about leadership 320 Leadership and contingency 323 Major issues/controversies in this held: Mainstream debates 324 Critical approach to management and leadership 327 Introduction: Overview of a critical approach to management and leadership 327 A critical perspective on leadership 331 Leadership and ethics 334 Feminist scholarship and leadership 335 Doing leadership differently 336 Leadership and management development 336 The prerogative and politics of management 338 Selection of important studies within the critical approach 339 Doing managerial work 339 Leadership processes in a financial services company 340 Making out’ 341 Contributions and limitations to thinking about the held 342 Contributions 342 Limitations 343 Conclusion 345 Controversies and debates 287 Self-discipline and the panopticon 287 Designing today’s prisons ֊ Los Angeles twin towers jail 288 Conclusion 290 9 Politics and decision-making in organizations 350 8 Management and leadership 296 Mainstream approach to politics and decision-making 351 Overview and key points 296 Introduction to the mainstream approach 351 Mainstream approaches to management and leadership 297 Mainstream account of political activity in organizations 353 Overview and key points 350
x Contents Central problems in the mainstream agenda 358 Constructing typologies 358 How rules are maintained 358 How conflict is contained 359 How legitimacy is sustained 360 Mainstream concepts 361 1. Micro-politics (freedom) 361 2. Decision process (knowledge) 361 3. Negotiated order (identity) 362 4. Plurality of power 362 Key issues and controversies 399 Collinson’s factory workers 405 Ackroyd and Crowdy’s slaughtermen 406 Conclusion 408 11 Change and innovation: New organizational forms 4U Overview and key points 411 5. Contingency 362 Mainstream approach to change and innovation 417 6. Mobilization of bias (knowledge) 362 Introduction to the mainstream approach 417 7. Conflict (inequality) 362 8. Political rule systems (power and inequality) 363 Key controversies surrounding the mainstream approach 420 Major controversies 364 Re-engineering in the public sector 421 Flexibility as an effective political response to emergent sectors? 364 Political activity as a rational process? 365 Benefits of new organizational forms 421 The flexible firm 421 Key mainstream studies 366 The shift from Fordism to post-Fordism in context 424 Differentiating cliques and coalitions 366 The politics of scientific management 424 Factors motivating group formation 366 Non-Fordist organizational forms 428 Contributions and limitations of mainstream approaches 367 Strengths and limitations of the mainstream approach 429 Critical approach to politics and decision-making 369 Critical approach to change and innovation 430 Broad overview of the critical approach 369 Rethinking the pluralist
account of decision-making dynamics 369 A critical organizational politics’ perspective 370 Introduction to the critical approach 430 Searching for excellence in the new workplace 431 Turning Japanese 431 But why let the facts get in the way of a good story? 433 Considering limitations of the critical alternative 371 Occupational identity 434 Conclusion 374 Change and conflict at work in the UK National Health Service (NHS) 434 10 Culture 377 From professional to responsible autonomy? 435 New organizational forms 436 Overview and key points 377 Introduction 379 Mainstream perspective on organizational culture 381 Introduction to the mainstream perspective, aka culture is something that an organization ‘has’ 381 Key issues and controversies 382 One best culture vs horses for courses 384 Resistance in the new workplace 437 Strengths and limitations of the critical approach 440 Conclusions 442 12 Technology 447 Important empirical studies 390 Overview and key points 447 Limitations and contributions 394 Introduction 448 The critical perspective on organizational culture 395 Definitions: Making sense of ‘technology’ 448 Technology and organizational behaviour 452 Introduction to the critical perspective, aka culture is something that an organization ‘is’ 395 Mainstream perspectives: Technological determinism 453
Contents Key issues and controversies 454 The critical approach to globalization and organizations 516 Implications of technological determinism 458 Introduction 516 Contributions and limitations of technological determinist approaches 460 Multinationals and power 519 Critical perspectives: Technological determinism 462 The social shaping of technology 463 Silences and absences in the mainstream approach 519 Social shaping of technology: Review and implications 467 The economic power of the multinational 519 The political power of the multinational 521 The social construction of technology 468 Retheorizing the multinational 524 Social construction of technology: Review and implications 474 Managing the multinational across national and institutional divides 528 Actor-network theory 475 Conclusion 531 Actor-network theory: Review and implications 480 14 Bureaucracy and post-bureaucracy 535 Conclusion 481 Overview and key points 535 PART III Emergent issues Mainstream approaches to bureaucracy and post-bureaucracy 536 489 Introduction 536 Key problems 540 13 Globalization and organizations 490 Overview and key points 490 Introduction 493 Structure of the chapter 497 Central problems in this held: The mainstream agenda 499 Approaches to internationalization 499 Selling: Export strategy 499 Licensing and franchising 500 Subcontracting 500 Overseas production 501 Bureaucracy 540 Post-bureaucracy 541 Key ideas and contributions 543 Does size matter? 543 The dysfunctions of bureaucracy 544 Key issues and controversies 547 Important studies 549 Limitations of the mainstream
approach to bureaucracy and post-bureaucracy 550 Critical approaches to bureaucracy and post-bureaucracy 551 Introduction 551 The big multinationals 502 The economic logic for the multinational firm 503 Extending the product life cycle 504 Key issues and controversies 554 Important studies 556 Internalization advantages 504 Limitations of critical approaches 558 The eclectic theory 504 Contributions 558 Strategy and structure in multinationals 505 Bartlett and Ghoshal’s model 506 Limitations 559 Conclusion 561 Harzing’s control focus 508 National cultures and universalist solutions: The problems for MNCs 509 Leave alone 514 Train managers in cultural awareness 514 15 Ethics at work 564 Overview and key points 564 Mainstream approaches to ethics at work 565 Create an international management cadre 514 Introduction 565 Contribution and limitations of the mainstream approach 515 The problem of relevance 568 Key problems 568 Xl
xii Contents The problem of conscience 569 Key issues and controversies 583 The problem of translation 570 Questioning The Cooperative Bank as an ethical Key ideas and contributions 570 organization 583 Overcoming the problem of relevance 570 Questioning the ethics of obedience 584 Overcoming the problem of conscience 572 Questioning the corporate takeover of ethics 585 Overcoming the problem of translation 572 Important studies 585 Key issues and controversies 573 Contribution and limitations of the critical approach to thinking about the held 591 Important studies 575 Limitations of mainstream approaches to ethics at work 577 Conclusion 593 Critical approaches to ethics at work 578 Appendix 596 Introduction 578 Glossary 598 Questioning the ethics of organization 579 Index 610 Questioning the ethics of obedience 580 Credit Lines 617 Questioning the corporate takeover of ethics 581
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| spelling | Knights, David 1940- (DE-588)170096041 aut edt Introducing organizational behaviour and management edited by David Knights and Hugh Willmott ; written by Joanna Brewis [und 15 weiteren] third edition Hampshire, UK Cengage Learning EMEA [2017] xix, 615 Seiten Illustrationen, Diagramme txt rdacontent n rdamedia nc rdacarrier Organisationsverhalten (DE-588)4285859-8 gnd rswk-swf Organisationsverhalten (DE-588)4285859-8 s DE-604 Willmott, Hugh 1950- (DE-588)133338932 aut edt Brewis, Joanna 1969- (DE-588)131918486 aut Digitalisierung UB Bamberg - ADAM Catalogue Enrichment application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=030391272&sequence=000001&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis |
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| title_exact_search | Introducing organizational behaviour and management |
| title_full | Introducing organizational behaviour and management edited by David Knights and Hugh Willmott ; written by Joanna Brewis [und 15 weiteren] |
| title_fullStr | Introducing organizational behaviour and management edited by David Knights and Hugh Willmott ; written by Joanna Brewis [und 15 weiteren] |
| title_full_unstemmed | Introducing organizational behaviour and management edited by David Knights and Hugh Willmott ; written by Joanna Brewis [und 15 weiteren] |
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