ESSENTIALS OF ORGANISATIONAL BEHAVIOUR

Transcription

1 A ESSENTIALS OF ORGANISATIONAL BEHAVIOUR THIRD EDITION LAURIE J. MULLINS Financial Times Prentice Hall is an imprint of PEARSON Harlow, England London New York Boston San Francisco Toronto Sydney Tokyo Singapore Hong Kong - Seoul Taipei New Delhi Cape Town - Madrid - Mexico City Amsterdam Munich Paris Milan

2 About this book Guided tour Publisher's acknowledgments?bfi 1 THE ORGANISATIONAL SETTING 1 The Nature of Organisational Behaviour The meaning of organisational behaviour The study of organisational behaviour A framework of study Influences on behaviour A multidisciplinary approach Organisational metaphors Orientations to work and the work ethic Management as an integrating activity The psychological contract Organisational practices The Peter Principle Parkinson's Law The changing world of work organisations : Globalisation and the international context A cross-cultural approach to management / Is organisational behaviour culture-bound? Five dimensions of culture: the contribution of Hofstede Cultural diversity: the contribution of Trompenaars Emerging frameworks for understanding culture Convergence or culture-specific organisational behaviour The importance of organisational behaviour Management in the news: A melting pot for forging success Case study: Virgin Atlantic and Ryanair Integrative case study for Part 1: The Sunday Times 100 (Section 1) 2 Approaches to Organisation and Management The theory of management Developments in management and organisational behaviour The classical approach xiv xvi xix Scientific management Relevance of scientific management 3ureaucracy Criticisms of bureaucracy Evaluation of bureaucracy Structuralism The human relations approach Evaluation of the human relations approach Meo-human relations The systems approach The contingency approach Other approaches to the study of organisations The decision-making approach Social action A number of approaches Postmodernism Relevance to management and organisational behaviour Towards a scientific value approach? Benefits to the manager Management in the news: The story of the middleman Case study: Dell Computers: the world at your fingertips Integrative case study for Part 1: The Sunday Times 100 (Section 2) Part 2 THE INDIVIDUAL 3 Individual Differences and Diversity The recognition of individuality How do individuals differ? D ersonality Nomothetic and idiographic approaches Momothetic personality theories diographic theoretical approaches Complementary approaches Applications within the work organisation Emotions at work Type A and Type B personalities Ability Emotional intelligence (El) ix

3 Attitudes 95 Attitude change 98 Testing and assessment 99 Diversity management 102 The business case for diversity 104 Diversity training 106 Top performing organisations 109 Criticisms and limitations 110 Diversity, gender and organisations Management in the news: The Apprentice, week nine Case study: B&Q: the business case for diversity Surgery (Section 1) Perception and Communication The perceptual process Selectivity in attention and perception Internal factors Cultural differences External factors Organisation and arrangement of stimuli Perceptual illusions Selection and attention Organisation and judgement Connection of the conscious, unconscious and physiology 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 Perpetual defence Projection Self-fulfilling prophecy Understanding the organisational process Management in the news: How to be happy in life: let out your anger Case study: Behavioural economics Surgery (Section 2) 5 Work Motivation and Job Satisfaction The meaning of motivation Needs and expectations at work Money as a motivator Broader intrinsic motivation Frustration-induced behaviour Theories of motivation Content theories of motivation Maslow's hierarchy of needs theory Alderfer's modified need hierarchy model Herzberg's two-factor theory McClelland's achievement motivation theory Process theories of motivation Vroom's expectancy theory The Porter and Lawler expectancy model Explanation of relationships Lawler's revised expectancy model Implications for managers of expectancy theories Equity theory of motivation 3oal theory Mtribution theory Organisational behaviour modification The motivation of knowledge workers Cross-cultural dimensions of motivation Job satisfaction Alienation at work A comprehensive model of job enrichment Contextual factors in job design Management in the news: Top marks for the best employee awards Case study: Don't get mad, get on-line! Surgery (Section 3) Part 3 GROUPS, TEAMS AND LEADERSHIP 6 Work Groups and Teams The meaning and importance of groups and teams Differences between groups and teams Group values and norms Formal and informal groups Reasons for formation of groups or teams Group cohesiveness and performance Membership Work environment Organisational Group develeopment and maturity Social identity theory Potential disadvantages of strong, cohesive groups

4 Characteristics of an effective work group Virtual teams Role relationships Role conflict The importance of teamwork Interactions among members Belbin's team-roles Patterns of communication Individual compared with group or team performance Brainstorming Sensitivity training Building successful teams Management in the news: Dragon boat racing on the Thames Case study: Top Gear (Section 1) 7 The Nature of Leadership The meaning of leadership Leadership or management? Approaches to leadership The qualities or traits approach The functional (or group) approach Action-centred leadership Leadership as a behavioural category / Styles of leadership Continuum of leadership behaviour Contingency theories of leadership Fiedler's contingency model The Vroom and Yetton contingency model The Vroom and Jago revised decision model Path-goal theory Readiness of the followers or group Transformational leadership Inspirational or visionary leadership Leadership and innovation The leadership relationship Leadership effectiveness Leadership development Leaders of the future Management in the news: Managing the mood is crucial Case study: Being Apple: Steve Jobs (Section 2) The Nature of Management The meaning of management The process of management Principles of management Management as a social process The tasks and contribution of a manager The essential nature of managerial work The work of a manager Managerial roles Behaviour pattern of general managers Determining what real managers do Patterns of managerial work and behaviour The attributes and qualities of a manager The importance of management skills The changing role of managers The importance of managerial style Theory X and Theory Y management The Managerial/Leadership Grid Management by objectives (MBO) Managing with and through people Managerial effectiveness Measures of effectiveness Management Standards Centre (MSC) Management in the news: Science of managing monkeys Case study: Stuck in the middle? (Section 3) Part 4 THE ORGANISATION 9 Strategy and Structure The importance of strategy SWOT analysis Organisational goals Objectives and policy Dimensions of organisation structure The importance of good structure Levels of organisation Underlying features of organisation structure Division of work Centralisation and decentralisation Principles of organisation Span of control The chain of command The importance of the hierarchy Formal organisational relationships Project teams and matrix organisation Effects of a deficient organisation structure XI

5 j CONTENTS IN DETAIL Organisation charts / Variables influencing organisation structure The changing face of the workplace The demand for flexibility / Structure and organisational behaviour Management in the news: A taxing merger Case study: John Lewis: distinctively successful Integrative case study for Part 4: BP (Section 1) 10 Control and Power The controversial nature of control Expression of managerial behaviour 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 The balance between order and flexibility Behavioural factors in control systems Financial and accounting systems of control The concept of empowerment The manager-subordinate relationship Benefits of delegation Empowering other people A systematic approach to empowerment and delegation Does empowerment deliver? Management in the news: The undercover boss Case study: What you say is what you get...? Integrative case study for Part 4: BP (Section 2) i 11 Corporate Responsibility and Ethics Organisational ideologies and principles Mission statements The profit objective The balanced scorecard Corporate social responsibilities (CSR) Organisational stakeholders The UN global compact Values and ethics Ethics and corporate social resonsibility 'Goodness' of proposed fit Business ethics Codes of business conduct (or ethics) Management in the news: Trade-offs in the moral maze Case study: The Fairtrade Foundation Nofes and references Integrative case study for Part 4: BP (Section 3) 12 Culture and Change Organisation development, culture and change Organisational culture Types of organisational culture Influences on the development of culture The cultural web The importance of culture Organisational climate Employee commitment The nature of organisational change Planned organisational change Resistance to change The management of organisational change Overcoming resistance to change Management in the news: The time is ripe for fresh ideas Case study: Moving with the times Integrative case study for Part 4: BP (Section 4) Glossary Index XII