Organizational Behaviour An Introductory Text
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1 David Buchanan Leicester Business School, De Montfort University Andrzej Huczynski Department of Business and Management, University of Glasgow Organizational Behaviour An Introductory Text : fifth edition..
2 Outline contents Chapter 1 Part 1 Chapter 2 Chapter 3 Part 2 Chapter 4 Chapter 5 Chapter 6 Chapter 7 Chapter 8 Part 3 Chapter 9 Chapter 10 Chapter 11 Chapter 12 Part 4 Chapter 13 Chapter 14 Chapter 15 Chapter 16 Part 5 Chapter 17 Chapter 18 Chapter 19 Chapter 20 Part 6 Chapter 21 Chapter 22 Chapter 23 Chapter 24 Prologue The organizational context The world outside Technology Individuals in the organization Learning Personality Communication Perception Motivation Groups and teams in the organ Group formation Group structure Individuals in groups Teamworking Organization structures Traditional work design Elements of structure Early organization design Organization strategy and design Organization processes Organization development Organizational change Organizational culture Human resource management Organization management Leadership Decision-making Conflict Power and politics Glossary References Name index Subject index
3 Full contents Guided tour Text aims and target readership Acknowledgements xvi xxi xxxiii Chapter 1 Prologue What is organizational behaviour? Why study organizational behaviour? A field map of the organizational behaviour terrain Natural and social sciences PART 1 THE ORGANIZATIONAL CONTEXT Invitation to see (1) 32 Chapter 2 The world outside Why study the world outside? Analyzing the organizational environment The continuing search for 'fit' The post-modern organization Postmodernism: fresh perspectives on organizational behaviour Chapter 3 Technology Why study technology? Why technology predictions are often false Changing the nature of work (1): teleworking Changing the nature of work (2): call centres Changing the nature of work (3): employee surveillance Determinism or choice? The politics of technology Classic studies on work and technology Socio-technical systems analysis and design Team versus lean: competing socio-technical paradigms
4 Contents PART 2 INDIVIDUALS IN THE ORGANIZATION Invitation to see (2) 104 Chapter 4 Chapter 5 Learning Why study learning? The learning process The behaviourist approach to learning The cognitive approach to learning Applications: behaviour modification techniques in practice Applications: socialization and feedback Behaviour modification versus socialization The learning organization Personality Why study personality? The definition problem Types and traits Emotional intelligence The big five Personality Types A and B Stress management: individual and organizational methods The development of the self Nomothetic versus idiographic? Selection methods Chapter 6 Communication Why study communication? A model of interpersonal communication: coding and decoding Verbal communication: conversation control and listening skills The significance of non-verbal communication Impression management: form versus substance? Organizational communication: commitment and propaganda Chapter 7 Perception Why study perception? Selectivity and organization in perception Perceptual sets and perceptual worlds Do we see to know or know to see?
5 Contents Chapter 8 Perceptual sets and assumptions Sex, appearance, attractiveness and discrimination Person perception: errors and avoidance Motivation Why study motivation? Drives, motives and motivation Content theories of motivation Process theories of motivation The social process of motivating others Enrichment, high-performance systems and empowerment PART 3 GROUPS AND TEAMS IN THE ORGANIZATION Invitation to see (3) 280 Chapter 9 Group formation Why study group formation? Definitions of groups Types of group task The Hawthorne studies Group-oriented view of organizations Formal and informal groups Homans' theory of group formation Stages of group development Groups and teams Virtual teams Chapter 10 Group structure Why study group structure? Group structure Power structure Status structure Liking structure Communication structure Role structure Leadership structure
6 xii Contents Chapter 11 Individuals in groups Why study individuals in groups? The individual and the group Group influences on individuals' perceptions Group influences on individuals' performance Group influences on individuals' behaviour Group influences on individuals' attitudes Deindividuation Individual influences on group attitudes and behaviour Chapter 12 Teamworking Why study teamworking? The T-word and team job design Types of team Advice teams Action teams Project teams Production teams Ecological framework for analyzing work team effectiveness PART 4 ORGANIZATION STRUCTURES Chapter 13 Chapter 14 Invitation to see (4) Traditional work design Why study traditional work design? Birth of scientific management Taylorism Fordism After Ford: the deskilling debate Back to the future? Elements of structure Why study elements of structure? Organization structuring Types of job Line staff and functional relationships The formal and the informal organization Design or evolution of structure
7 Contents XIII Roles in organizations Organization structures and managerial roles Chapter 15 Early organization design Why study early organization design? Max Weber and bureaucracy Organizational rules Strengths and weaknesses of bureaucratic organization structures Henri Fayol and classical management theory Contingency approach Contingency and technological determinism Contingency and environmental determinism Contingency and organizational size Chapter 16 Organization strategy and design Why study organization strategy and design? Corporate strategy and organization structure Strategic choice and environments Bounded instability and non-linearity Market, hierarchy and interorganizational relationships Virtual organization PART 5 ORGANIZATION PROCESSES Invitation to see (5) 574 Chapter 17 Organization development Why study organization development? The OD agenda: goals and processes The OD matrix: levels and modes of intervention OD techniques: the toolkit Grid Organization Development OD applications: the evidence To be an OD consultant Chapter 18 Organizational change Why study organizational change?
8 XIV Contents Chapter 19 Chapter 20 The paradoxical nature of change Strategic change: the contemporary imperative Change and the individual Resistance to change: causes and management solutions The benefits and limitations of participative change management N-step recipes for change The process and context of change Business process re-engineering The expertise of the change agent Organizational culture Why study organizational culture? The rise of the organizational culture concept Culture: surface manifestations, values and basic assumptions Organizational socialization Perspectives on culture contrasted Organizational culture, performance and change National cultures Human resource management Why study human resource management? Personnel: traditional rationale and image Transformation: contemporary problems and solutions Models of human resource management Criticisms Does it work? Is it new? PART 6 Chapter 21 ORGANIZATION MANAGEMENT Invitation to see (6) Leadership Why study leadership? Leadership versus management Trait-spotting: the search for personality markers Power: what is it, and how can I get more? Jobs for the boys? Style-counselling: the search for effective behaviour patterns context-fitting: the development of contingency theories Leadership in the twenty-first century
9 Contents xv Chapter 22 : Leaders: do we need them? Decision-making Why study decision-making? Models of decision-making Decision conditions: risk and programmability Individual and group decision-making Problems with group decision-making Organizational decision-making Chapter 23 Chapter 24 Conflict Why study conflict? The sanitization of conflict Contrasting frames of reference: unitarist, pluralist, interactionist Co-ordination failure and conflict Conflict resolution methods The radical frame of reference Emotional labour Power and politics Why study power and politics? Power in organizations Power tactics and influencing strategies Politics in organizations Political behaviour Power and politics in the post-modern organization Glossary References Name index Subject index
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