Management & Organisational Behaviour

Management & Organisational Behaviour TENTH EDITION PEARSON Harlow, England London New York Boston San Francisco Toronto Sydney Auckland Singapore Hong Kong Tokyo Seoul Taipei New Delhi Cape Town Sao Paulo Mexico City Madrid Amsterdam Munich Paris Milan

Contents in detail About this book In acknowledgement and appreciation Guided tour of the book Guided tour of MyManagementLab Publisher's acknowledgements Parti The Organisational Setting 1 The Nature of Organisational Behaviour The meaning of organisational behaviour (OB) Positive organisational behaviour (POB) The study of organisational behaviour Framework of study Influences on behaviour A multidisciplinary approach The nature of work Orientations to work and the work ethic The changing world of work organisations Management as an integrating activity Social exchange theory The psychological contract Organisational practices The Peter Principle Parkinson's Law Globalisation and the international context Management in action case study. Fred. Olsen Cruise Lines Is organisational behaviour culture-bound? Five dimensions of culture: the contribution of Hofstede Cultural diversity: the contribution of Trompenaars High and low context cultures The importance of organisational behaviours Management in the news: Managers without borders Case Study: Virgin Atlantic and Ryanair XVI xxii xxiv xxvii xxx 4 5 7 9 10 11 12 13 15 16 17 17 20 20 21 22 25 26 28 30 31 31 32 33 33 34 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 71 71 Management in the news: Customers can work magic on your staff 71 Case Study: Not being evil: Google 72 75 3 The Nature and Context of Organisations 78 Perspectives of the organisation The formal organisation Private and public sector organisations Social enterprise organisations Production and service organisations 80 81 84 86 87

CONTENTS IN DETAIL The classification of organisations 87 Types of authority and organisations 88 The organisation as an open system 89 Interactions with the environment 90 The comparative study of organisations 92 The analysis of work organisations 93 Contingency models of organisation 95 The informal organisation 95 Organisational conflict 98 Contrasting views of conflict 98 Positive and negative outcomes 100 The sources of conflict 101 Strategies for managing conflict 103 Organisational stress 104 Is stress necessarily to be avoided? 107 Causes of stress 108 Coping with stress 109 Management in action case study. HSE's stress management standards 110 The work/life balance 112 Is work/life balance still an issue? 113 The organisation of the future 114 115 116 Management in the news: Extreme stress 116 Case Study: Grameen Bank: A case of applied business ethics 117 Part 1 Case Study Indian Railways: lifeline to the nation Part 2 i 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 120 122 131 123 132 134 135 136 137 139 140 141 142 144 144 145 146 147 149 151 Diversity management 153 Management in action case study. ONS equality scheme 2008-2011 154 The business case for diversity 156 Diversity training 157 Top performing organisations 159 Criticisms and limitations 159 Diversity, gender and organisations 161 Managing an ageing workforce 161 162 163 Management in the news: How to help the aged at work 163 Case Study: B&Q: the business case for diversity 164 166 5 The Nature of Learning 169 The importance of learning 171 Learning arid 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 Cognitive theories of learning - 180 Learning styles ' 181 Other studies 184 Complex models of learning 184 Knowledge management 185 Management in action case study. HTP Training 187 E-learning 188 Problems of managing knowledge 189 Creativity 190 Coaching and mentoring 193 Learning theory applied to study skills 194 Applications of learning theory to organisations 196 197 197 Management in the news: Are quizzes (a) valuable tools or (b) irrelevant? 197 Case Study. VSO 198 201 6 Perception and Communication 203 The perceptual process 205 Selectivity in attention and perception 206 Internal factors 208 Cultural differences 210 Management in action case study. Diversity Resource Handbook 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 Management in the news: The female of the species is more scary than the male Case Study for Chapter Six: Behavioural economics 211 213 213 216 218 219 221 225 228 228 230 232 233 234 235 235 235 236 236 237 237 238 238 241 7 Work Motivation and Job Satisfaction 243 The meaning of motivation 245 Needs and expectations at work 247 Management in action case study. Happy and productive workplace 249 Money as a motivator 249 Broader intrinsic motivation 250 Theories of motivation 251 Content theories of motivation 252 Maslow's hierarchy of needs theory 252 Alderfer's modified need hierarchy model 256 Herzberg's two-factor theory 256 McClelland's achievement motivation theory 259 Process theories of motivation 260 Vroom's expectancy theory 261 The Porter and Lawler expectancy model 263 Lawler's revised expectancy model 264 Implications of expectancy theories 265 Equity theory of motivation 266 Goal theory ' 268 Attribution theory 269 Relevance today for the manager 269 Organisational behaviour modification 270 The motivation of knowledge workers Cross-cultural dimensions of motivation Frustration-induced behaviour Job satisfaction Alienation at work A comprehensive model of job enrichment Contextual factors in job design Management in the news: Manual work holds the key to spiritual bliss Case Study: Volunteering: the 2012 London Olympics Part 2 Case Study Philanthropy: the resurgence of personal social responsibility? Part 3 Groups, Teams and Leadership 8 The Nature of Work Groups and Teams 272 274 275 111 279 279 281 282 282 283 284 286 288 289 \ j 297 ; J 298 The meaning and importance of groups arid 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 -3-16 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 325 326 327 Management in the news: A summer holiday with the boss 327

xii i CONTENTS IN DETAIL Case Study: El Sistema: making a big noise 328 330 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, 357 359 360 Management in the news: You've built a team, now resolve the conflicts 360 Case Study: Top Gear 361 ' 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 Management in the news: Rules of engagement for leaders on holiday Case Study: Apple after Steve Jobs Part 3 Case Study 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 Management in the news: Bright young things grow up Case Study: Stuck in the middle? 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 ti me 480 483 484 Management in the hews: Working with a role model 485 Case Study: Is everybody happy? 486 489 490 Part 4 Case Study Jamie Oliver: the naked manager? 492 Part5 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 Organisation charts Empowerment and control 529 530 531 533 533 Management in the news: Fleet-footed companies can outrun their critics 534 Case Study: Zara: a dedicated follower of fashion 535 537 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 ofperrow 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 564 566 567 Management in the news: London's Olympians at work 567 Case Study: John Lewis and Waitrose; distinctively successful 568 571 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 Management in the news: A social network links our personal and office lives Case Study: Accessible technology; Tesco's accessible website Part 5 Case Study 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 ~623 626 627 629 631 632 634 635 636 637 638 639 640 642 644 645 645 647 648 651 652 652 Management in the news: A model that everyone wants 654 Case Study: Rogue traders 655 656 17 Corporate Responsibility and Ethics 659 Organisational ideologies and principles 662 Organisational values and beliefs 663 Vision and mission statements 665 The profit objective 667 The balanced scorecard 669 Corporate social responsibilities (CSRs) 670 Management in action case study. Corporate social responsibility 672 Organisational stakeholders 673 The UN Global Compact 675 Values and ethics 676 Ethics and business 676 Ethics and corporate social responsibility 677 Ethics and corporate purpose 679 Business ethics 681 Codes of business conduct (or ethics) 683 687 687 Management in the news: In search of the elusive ethical consumer 688 Case Study: The Fairtrade Foundation 688 691 18 Organisation Culture and Change 693 Organisation development, culture and change 695 Organisational culture 696 Types of organisation culture 697 Influences on the development of culture 700 The cultural web 701 Other interpretations of culture 703 The importance of culture 704 National and international culture 706 Case study: Brazil 708 Organisational climate 709 The nature of organisational change 711 Change within the organisation 712 Resistance to change 716 The management of organisational change 718 Minimising the problems of change 719 Management in action case study. Managing change in the workplace is dependent on good people management 720

Overcoming resistance to change How to get people to accept change Responsibilities of top management Management in the news: Break bad habits and profits will be in the post Case Study: Moving with the times 19 Organisational Performance and Development The nature of organisational effectiveness The democratic enterprise 721 722 724 725 725 726 727 730 733 735 738 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 Business benefits of management development Succession planning Continuing professional development (CPD) The EFQM Excellence Model Assessing organisational performance Successful organisations and people The future of work and management Management in the news: The careerist: Disorganised workplaces Case Study: Who says business is boring? M&S's rollercoaster ride Part 6 Case Study Riverford Organic Conclusion Glossary Index [ XV v 752 754 755 756 757 761 762 765 765 765 766 769 771 772 778 779 790