Management And Organisational Behaviour, Thirteenth Edition
By Laurie J. Mullins And Gary Rees
Contents:
In acknowledgement and appreciation xviii
About the authors xx
0 Your study of management and
organisational behaviour 1
Overview topic map: Chapter 0 – Your study of
organisational behaviour 2
About this book: Management and organisational
behaviour 3
What is organisational behaviour (OB)? 4
Underlying features of your study 5
Topics in OB are not entirely free-standing 6
What is the relevance of theory? 7
Organisational metaphors 8
The importance of organisational behaviour 10
OB, personal skills and employability 10
The ‘SCARF’ model 12
People management and social skills 13
Making yourself more employable 15
Personal skills and employability exercise 15
Structure of the book 17
Notes and references 18
Part 1
Organisational behaviour
and work 21
1 The people–organisation
relationship 22
Overview topic map: Chapter 1 –
The people–organisation relationship 23
Integrating the individual and the
organisation 24
Organisational analysis 26
A multidisciplinary perspective 28
Positive organisational behaviour
(POB) 29
Interrelated influences on behaviour 30
A framework of study 31
Social exchange theory 32
Organisational theory 33
The organisation as an open system 35
Organisation and management systems 37
Contribution of Human Resource
Management (HRM) 39
The psychological contract 41
Nature and extent of expectations 41
Globalisation and the international
context 43
The cultural environment 44
Is organisational behaviour
culture-bound? 47
Summary – Chapter 1 ‘The people–
organisation relationship’ 50
Group discussion activities 50
Organisational behaviour in action case
study 52
Chapter 1 – Personal skills and employability
exercise 54
Notes and references 54
2 The work environment 56
Overview topic map: Chapter 2 – the work
environment 57
Work as a central life issue 58
Orientations to work and work ethic 61
Emotional labour 62
Work and the organisational setting 64
Private and public sector organisations 66
Social enterprise organisations 68
Common features of organisations 69
Formal and informal organisations 71
Friendships and relationships at work 73
Work/life balance 74
Changing nature of work
organisations 77
Different generations and age groups 79
The future of the workplace 81
Summary – Chapter 2 ‘The work
environment’ 84
Group discussion activities 85
Organisational behaviour in action case
study 86
Chapter 2 – Personal skills and employability
exercise 88
Notes and references 88
3 Organisational conflict
and stress 90
Overview topic map: Chapter 3 –
organisational conflict and stress 91
Work, health and well-being 92
What is organisational conflict? 93
Potential sources of conflict 95
Broader interpretations of conflict 98
The management of conflict 100
Conflict resolution in the
workplace 101
What is organisational stress? 103
Potential causes of work stress 105
Is stress necessarily to be avoided? 106
Coping with stress 108
HSE Management Standards 111
Bullying and harassment 112
Frustration-induced behaviour 114
Summary – Chapter 3 ‘Organisational conflict
and stress’ 115
Group discussion activities 115
Organisational behaviour in action
case study 116
Chapter 3 – Personal skills and
employability exercise 117
Notes and references 118
Part 2
Focus on the individual 121
4 Personality and diversity 122
Overview topic map: Chapter 4 – Personality
and diversity 123
Recognition of individuality 124
Understanding personality 125
Personality traits and types 127
Uniqueness and similarities 129
Sigmund Freud – a psychodynamic
perspective 130
Nomothetic approaches 132
Idiographic approaches 135
Personality and stress at work 138
The Big Five personality factors 139
Personality ‘tests’ and assessments 141
Applications in the workplace 141
Emotional intelligence (EI) 143
Recognition of diversity 145
Diversity in the workplace 146
Diversity and stereotyping 150
Criticisms and limitations 151
Summary – Chapter 4 ‘Personality and
diversity’ 152
Group discussion activities 153
Chapter 4 – Personal skills and employability
exercise 154
Notes and references 155
5 Learning and development 157
Overview topic map: Chapter 5 – Learning and
development 158
The nature and importance of learning 159
Behaviourist and cognitive views of learning 162
Behaviourist theories of learning 163
Cognitive perspective of learning 166
Socialisation 167
How do we learn? 168
Action learning 171
Learning preferences 173
E-learning 174
Knowledge management 175
Creativity 178
Mentoring and coaching 180
Applications of learning theory 184
Summary – Chapter 5 ‘Learning and
development’ 185
Group discussion activities 186
Organisational behaviour in action case
study 187
Chapter 5 – Personal skills and employability
exercise 187
Notes and references 188
6 Perception and
communication 190
Overview topic map: Chapter 6 – perception
and communication 191
The importance of the study of perception 192
The perceptual process 193
Internal characteristics 197
External influences 198
Perceptual illusions 203
Making judgements about other people 204
Difficulties in perceiving other people 206
Perceptual distortions and errors 209
Attribution theory 212
The importance of language and
communication 214
Non-verbal communication and body
language 215
Impression management 219
Perception and interpersonal
communications 220
Understanding the organisational process 221
Summary – Chapter 6 ‘Perception and
communication’ 222
Group discussion activities 222
Organisational behaviour in action case
study 224
Chapter 6 – Personal skills and employability
exercise 225
Notes and references 226
7 Work motivation and
satisfaction 227
Overview topic map: Chapter 7 – ‘work
motivation and satisfaction’ 228
The significance of motivation 229
Needs and expectations at work 230
Money as a motivator 231
Extrinsic and intrinsic motivation 232
Three-fold classification for review of
motivation 234
Competing theories of motivation 236
Content theories of motivation 237
Maslow’s hierarchy of needs theory 237
Alderfer’s modified need hierarchy
model 241
Nohria’s four drives model of motivation 242
Herzberg’s two-factor theory 242
McClelland’s achievement motivation
theory 244
Process theories of motivation 245
Vroom’s expectancy theory 247
Implications of expectancy theory 248
Equity theory of motivation 249
Goal theory 251
Relevance today of motivation
theories 254
Organisational behaviour modification 255
Motivation of knowledge workers 256
Job satisfaction 258
Comprehensive model of job enrichment 260
Summary – Chapter 7 ‘Work motivation and
satisfaction’ 262
Group discussion activities 263
Organisational behaviour in action case
study 264
Chapter 7 – Personal skills and employability
exercise 264
Notes and references 266
Part 3
Focus on groups
nd ledershi 269
8 Working in groups and
teams 270
Overview topic map: Chapter 8 – ‘working in
groups and teams’ 271
Importance and significance of
groups 272
Formal and informal groups 274
Group values and norms 276
Expectations and benefits of group
membership 278
Group cohesiveness and performance 279
Membership 280
Work environment 280
Organisational 281
Group development and maturity 281
Social identity theory 283
Characteristics of effective work
groups 285
Virtual teams 287
Interactions among group members 289
Analysis of individual behaviour 291
Individual and group performance 294
Building successful teams 297
Autonomous working groups 300
Summary – Chapter 8 ‘Working in groups and
teams’ 302
Group discussion activities 303
Organisational behaviour in action case
study 304
Chapter 8 – Personal skills and employability
exercise 304
Notes and references 305
9 Leadership in work
organisations 307
Overview topic map: Chapter 9 – Leadership in
work organisations 308
The significance of leadership 309
Approaches to the study of leadership 311
Qualities or traits approach 311
Functional (or group) approach 314
Styles of leadership 315
Continuum of leadership behaviour 316
Contingency theories of leadership 318
Fiedler’s contingency model 319
Vroom and Yetton contingency model 320
Path–goal theory 321
Readiness of the followers or group 322
Transformational leadership 324
Inspirational or visionary leadership 325
Servant leadership 327
Alternative views of leadership 328
The leadership relationship 331
Culture: A contingent factor? 331
Leadership effectiveness 332
Leadership development 336
Summary – Chapter 9 ‘Leadership in
organisations’ 338
Group discussion activities 338
Organisational behaviour in action case
study 339
Chapter 9 – Personal skills and employability
exercise 340
Notes and references 341
10 Managing people at work 343
Overview topic map: Chapter 10 – Managing
people at work 344
The management of people 345
What is management? 347
Management in public sector
organisations 350
Responsibility for the work of other
people 351
Managing with and through people 352
A looser approach to managing 355
Importance of managerial style 356
Theory X and Theory Y management 357
The Managerial/Leadership grid® 359
Human resource management 361
Partnership with line managers 363
Investors in People 366
Performance management (PM) 368
Managerial effectiveness 370
Measures of effectiveness 371
Summary – Chapter 10 ‘Managing people at
work’ 375
Group discussion activities 375
Organisational behaviour in action case
study 376
Chapter 10 – Personal skills and employability
exercise 376
Notes and references 378
Part 4
Focus on the workplace 379
11 Organisational theory and
structure 380
Overview topic map: Chapter 11 – Organisation
theory and structure 381
Developments in organisational
behaviour 382
The classical approach 384
Administrative theory 385
Scientific management 386
Bureaucracy 389
Evaluation of bureaucracy 391
Human relations approach 393
Evaluation 395
Socio-technical approach 397
Contingency approach 398
Other approaches to the study of
organisations 400
Decision theory 400
Social action 401
Action theory 402
Postmodernism (Post bureaucratic) 403
Relevance to study of organisational
behaviour 404
Summary – Chapter 11 ‘Organisational theory
and structure’ 407
Group discussion activities 407
Organisational behaviour in action case
study 409
Notes and references 410
12 Patterns of structure and
workplace design 412
Overview topic map: Chapter 12 – Patterns of
structure and workplace design 413
Purpose and importance of structure 414
Levels of organisation 415
Underlying dimensions of structure 417
Task and element functions 418
Division of work and grouping of people 418
Centralisation and decentralisation 421
Design principles of organisation 423
Formal organisational relationships 426
Project teams and matrix organisation 427
Role structure of the organisation 430
Role conflict 432
Boundaryless organisation 434
Organisation charts 435
Contingency approach 435
Technology and structure 437
Woodward – structure and production
technology 437
Perrow – major dimensions of
technology 438
Uncertain external environment 439
Burns and Stalker – mechanistic and organic
structures 440
Lawrence and Lorsch – differentiation and
integration 441
Organisation structure and culture 442
Changing face of the workplace 443
Outsourcing 444
Demand for flexibility 444
Structure and organisational behaviour 445
Summary – Chapter 12 ‘Patterns of structure
and workplace design’ 446
Group discussion activities 446
Organisational behaviour in action
case study 447
Chapter 12 – Personal skills and employability
exercise 448
Notes and references 449
13 Organisational control and
power 451
Overview topic map: Chapter 13 –
Organisational control and power 452
The essence of control 453
Improvement in performance 454
Elements of organisational control 456
Other forms of control 457
Strategies of control in organisations 458
Power and management control 461
Power and leadership influence 464
Pluralistic approaches to power 465
Financial and accounting systems of
control 468
Behavioural factors of organisational
control 469
The concept of empowerment and
delegation 472
The manager–subordinate relationship 473
Systematic approach to delegation 476
Control versus autonomy 479
Summary – Chapter 13 ‘Organisational control
and power’ 479
Group discussion activities 479
Organisational behaviour in action case
study 481
Chapter 13 – Personal skills and employability
exercise 482
Notes and references 483
Focus on organisational
environment 485
14 Organisational culture and
change 486
Overview topic map: Chapter 14 –
Organisational culture and change 487
Adapting to change 488
What is organisational culture? 489
Types of organisation culture 491
Levels of culture 493
Influences on development of culture 494
Culture and organisation control 497
Importance of culture 498
National and international culture 500
Case study – Brazil 501
Organisational climate 503
Organisational change 505
Resistance to change 508
Do people welcome change? 512
Managing change 512
Getting people to accept change 514
Summary – Chapter 14 ‘Organisational culture
and change’ 516
Group discussion activities 516
Organisational behaviour in action case
study 517
Chapter 14 – Personal skills and employability
exercise 519
Notes and references 520
15 Strategy, corporate responsibility
and ethics 522
Overview topic map: Chapter 15 – Strategy,
social responsibility and ethics 523
The importance of strategy 524
Organisational ideologies and principles 527
Vision and mission statements 528
Management of opportunities and risks 529
Organisational goals 532
Corporate social responsibilities (CSR) 535
Organisational stakeholders 538
The UN global compact 539
Values and ethics 540
Ethics and corporate social
responsibility 541
Business ethics 543
Codes of business conduct (or ethics) 547
An integrated approach 548
Human rights in business 549
Summary – Chapter 15 ‘Strategy, corporate
responsibility and ethics’ 551
Group discussion activities 551
Organisational behaviour in action case
study 552
Chapter 15 – Personal skills and employability
exercise 554
Notes and references 556
16 Organisational performance
and effectiveness 558
Overview topic map: Chapter 16 –
Organisational performance and
effectiveness 559
Organisational performance and
management 560
Employee engagement and
commitment 563
The nature of organisational
effectiveness 567
The learning organisation 567
Total quality management (TQM) 570
The balanced scorecard 572
The EFQM Excellence Model 572
Attributes and qualities of a manager 574
Effective use of time 578
Management development 579
Building productivity in the UK 581
Organisational capabilities 583
Successful organisations and
people 583
Summary – Chapter 16 ‘Organisational
performance and effectiveness’ 586
Group discussion activities 587
Organisational behaviour in action case
study 588
Chapter 16 – Personal skills and employability
exercise 590
Notes and references 591
Appendix Review of developing your
personal skills and employability 593
Index 597
Publisher’s acknowledgements 618