Andrzej Huczynski Department of Business and Management, University of Glasgow David Buchanan School of Business, De Montfort University, Leicester Organizationa Behaviour An introductory text Fourth Edition FT Prentice Hall FINANCIAL TIMES An imprint of Pearson Education Harlow, England London New York Boston Sap Francisco Toronto Sydney Tokyo Singapore Hong Kong Seoul Taipei New Delhi Cape Town Madrid Mexico City Amsterdam Munich Paris Milan
Full contents Acknowledgements Text aims and target readership xn xvii Chapter 1 Prologue What is organizational behaviour? Why study organizational behaviour? A field map of the organizational behaviour terrain Natural and social sciences 1 2 7 10 14 25 26 PART 1 THE ORGANIZATIONAL CONTEXT Your call (1) 32 Chapter 2 The world outside Why study the world outside? Analysing the organizational environment The continuing search for 'fit' The post-modern organization Postmodernism: fresh perspectives on organizational behaviour 35 35 35 37 48 55 58 64 65 Chapter 3 Technology Why study technology? Definitions and predictions Determinism or choice? The politics of technology Technology and the nature of work Socio-technical systems analysis and design Team versus lean; competing socio-technical paradigms Advanced technology and the nature of work 69 69 69 71 74 77 79 82 87 89 98 99
vi Contents PART 2 INDIVIDUALS IN THE ORGANIZATION Your call (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 Personality Types A and B: propensity to suffer stress Stress management; individual and organizational methods The development of the self Nomothetic versus idiographic? Selection methods 107 107 107 109 112 117 120 122 124 127 136 137 141 141 141 143 145 154 156 160 165 166 171 172 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 177 177 177 179 184 189 198 200 205 206 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? Perceptual sets and assumptions Sex, appearance, attractiveness and discrimination Person perception: errors and avoidance 211 211 211 212 218 221 223 226 229
Contents vii Chapter 8 Motivation Why study motivation? Drives, motives and motivation Content theories of motivation Process theories of motivation The social process of motivating others Empowerment, commitment and high-performance systems 231 232 236 236 236 238 240 246 254 262 265 266 PART 3 GROUPS AND TEAMS IN THE ORGANIZATION Your call (3) 274 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 1 theory of group formation Stages of group development Groups and teams 275 275 275 277 279 280 287 290 293 297 300 304 304 Chapter 10 Group structure Why study group structure? Group structures Power structure Status structure Liking structure Communication structure Role structure Leadership structure 309 309 309 310 312 313 316 320 327 332 336 337
vtii Contents Chapter 11 Chapter 12 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 Team working Why study teamworking? The T-word and team job design Types of team Advice teams Action teams Project teams Production teams An ecological framework for analysing work team effectiveness Evaluating teamworking 344 344 344 345 347 348 353 362 366 370 371 372 374 374 374 375 378 380 381 384 387 394 400 403 404 PART 4 ORGANIZATION STRUCTURES Your call (4) 410 Chapter 13 Traditional work design Why study traditional work design? The birth of scientific management Taylorism Fordism After Ford; the deskiiling debate 413 413 413 414 415 426 432 441 443 Chapter 14 Elements of structure Why study elements of structure? Organization structuring Types of job Line, staff and functional relationships 446 446 446 447 450 457
Contents IX Chapter 15 Chapter 16 The formal and the informal organization Design or evolution of structure Roles in organizations Organization structures and managerial roles Early organization design Why study early organizational design? Max Weber and bureaucracy Strengths and weaknesses of bureaucratic organization structures Henri Fayol and classical management theory Contingency approach Contingency and technological determination Contingency and environmental determination Organization strategy and design Why study organization strategy and design? Discussing organization structures Corporate strategy and organization structure Strategic choice and environments Bounded instability in non-linearity Market, hierarchy and interorganizational relationships Virtual organization 460 462 470 475 482 483 487 487 487 488 495 500 505 507 514 517 518 522 522 523 524 526 529 532 535 545 549 550 PART 5 ORGANIZATION PROCESSES Your call (5) 555 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 553 558 558 559 563 567 571 575 580 583 584
x Contents Chapter 18 Organizational change Why study organizational change? 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 Beyond the recipe: the process and context of change Business process re-engineering The expertise of the change agent 588 588 588 589 592 595 599 604 607 610 613 615 618 619 Chapter 19 Organization culture Why study organization culture? The rise of the organization culture concept Culture: surface manifestations, values and basic assumptions Organizational socialization Perspectives on culture contrasted Organization culture and economic performance National cultures Springboard^ Home viewing, OB in literature, Chapter exercises 622 622 622 623 626 633 637 647 649 654 655 Chapter 20 Human resource management Why study human resource management? The birth and growth of the personnel function Transformation: problems and solutions Definitions and models of human resource management Criticisms Does it work? Is it new? 659 659 659 661 666 673 684 686 690 693 694 PART 6 ORGANIZATION MANAGEMENT Your call (6) 698 Chapter 21 Leadership Why study leadership? Leadership versus management Trait spotting: the search for personality markers 701 701 701 703 706
Contents 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 709 711 715 718 728 731 732 Chapter 22 Decision making Why study decision making? Models of decision making Decision conditions: risk and programmability Individual or group decision making Organizational decision making 737 737 737 738 749 751 760 764 765 Chapter 23 Chapter 24 Conflict Why study the conflict? Context Frames of reference on conflict Co-ordination and conflict Managing conflict Radical frame of reference 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 References Glossary Subject index Name index 768 768 768 769 771 777 784 792 799 800 804 804 804 805 815 820 823 828 833 834 838 873 893 906