Cover......Page 1
Title page......Page 4
Copyright page......Page 5
Contents in brief......Page 8
Contents in detail......Page 10
In acknowledgement and appreciation......Page 16
About the authors......Page 17
About this book......Page 18
Publisher's acknowledgements......Page 24
Part 1 The organisational setting......Page 30
1 Understanding organisational behaviour......Page 31
The significance of organisational behaviour......Page 32
A multidisciplinary perspective......Page 33
A framework of study......Page 35
Realities of organisational behaviour......Page 37
What is work?......Page 38
Orientations to work and the work ethic......Page 39
The psychological contract......Page 41
The nature of human behaviour in organisations......Page 43
Positive organisational behaviour......Page 44
The changing world of work organisations......Page 45
Management as an integrating activity......Page 47
Management and organisational behaviour in action case study: Fred. Olsen Cruise Lines......Page 48
Globalisation and the international context......Page 49
Is organisational behaviour culture-bound?......Page 51
Cultural diversity: the contribution of Trompenaars......Page 53
High- and low-context cultures......Page 54
The importance of organisational behaviour......Page 55
Review and discussion questions......Page 56
Personal skills and employability exercise......Page 57
Case study: Virgin Atlantic and Ryanair......Page 58
Notes and references......Page 60
2 Approaches to organisation and management......Page 63
Developments in management and organisational behaviour......Page 64
The classical approach......Page 66
Scientific management......Page 67
Bureaucracy......Page 70
Evaluation of bureaucracy......Page 72
Human relations approach......Page 74
Evaluation......Page 75
The systems approach......Page 77
Management and organisational behaviour in action case study: 'Vanguard Method' for systems thinking......Page 79
The contingency approach......Page 80
Decision-making approach......Page 81
Social action......Page 83
Action theory......Page 84
Postmodernism......Page 85
Relevance to management and organisational behaviour......Page 87
Conceptual thinking and management theory......Page 88
Ten key points to remember......Page 89
Assignment......Page 90
Personal skills and employability exercise......Page 91
Case study: Not being evil: Google......Page 92
Notes and references......Page 95
3 The organisational environment......Page 98
Perspectives of the organisation......Page 99
Private- and public-sector organisations......Page 100
Social-enterprise organisations......Page 101
Common features of organisations......Page 102
The organisation as an open system......Page 103
Analysis of work organisations......Page 107
Formal and informal organisations......Page 109
The informal organisation......Page 110
Underlying realities of work organisations......Page 112
Contrasting perspectives of conflict......Page 113
Sources of conflict......Page 115
Management and organisational behaviour in action case study: Based on real events......Page 117
The management of conflict......Page 118
Causes of stress......Page 120
Stress or pressure: is stress necessarily to be avoided?......Page 121
Coping with stress......Page 122
Work/life balance......Page 126
Is work/life balance still important?......Page 127
The workplace of the future......Page 128
Review and discussion questions......Page 130
Personal skills and employability exercise......Page 131
Case study: Grameen Bank: a business that really helps the poor......Page 132
Notes and references......Page 134
Academic viewpoint......Page 136
Part 1 Case study Indian Railways: lifeline to the nation......Page 137
Part 2 The individual......Page 144
4 Individual differences and diversity......Page 145
Recognition of individuality......Page 146
Personality......Page 147
Uniqueness and similarities......Page 149
The big five personality factors......Page 150
Hans Eysenck......Page 151
Erik Erikson......Page 152
Complementary approaches......Page 153
Type A and Type B personalities......Page 155
Ability and intelligence......Page 156
Emotional intelligence (EI)......Page 158
Attitudes......Page 160
Testing and assessment......Page 162
Diversity in the workplace......Page 163
Business case for diversity......Page 165
Management and organisational behaviour in action case study: Lloyds Banking Group Diversity Programme......Page 167
Criticisms and limitations......Page 170
Review and discussion questions......Page 172
Assignment......Page 173
Case study: B&Q: the business case for diversity......Page 174
Notes and references......Page 177
5 Learning and development......Page 180
The importance and significance of learning......Page 181
A declaration on learning......Page 183
Behaviourist approach to learning......Page 185
Cognitive theories of learning......Page 188
Learning styles......Page 189
E-learning......Page 192
Knowledge management......Page 193
Talent management......Page 195
Management and organisational behaviour in action case study: Tapping into diverse talent: Career Watch at EY......Page 196
Creativity......Page 197
Mentoring and coaching......Page 199
Applications of learning theory to organisations......Page 202
Review and discussion questions......Page 203
Personal skills and employability exercise......Page 204
Case study: VSO......Page 205
Notes and references......Page 207
6 Perception and communication......Page 210
The perceptual process......Page 211
Internal factors......Page 213
Management and organisational behaviour in action case study: Diversity Resource Handbook......Page 216
External factors......Page 217
Perceptual illusions......Page 220
Impression management......Page 222
Organisation and judgement......Page 223
Perceiving other people......Page 225
The importance of language and communication......Page 228
Non-verbal communication and body language......Page 229
Interpersonal communications......Page 232
Neuro-linguistic programming......Page 233
Transactional analysis......Page 235
Attribution theory......Page 236
Perceptual distortions and errors......Page 237
Understanding the organisational process......Page 241
Review and discussion questions......Page 242
Personal skills and employability exercise......Page 243
Case study: Behavioural economics......Page 244
Notes and references......Page 246
7 Work motivation and job satisfaction......Page 249
The significance of motivation......Page 250
Money as a motivator......Page 251
Extrinsic and intrinsic motivation......Page 252
Threefold classification......Page 254
Theories of motivation......Page 255
Content theories of motivation......Page 256
Maslow's hierarchy of needs theory......Page 257
Nohria's four-drives model of motivation......Page 260
Herzberg's two-factor theory......Page 261
McClelland's achievement motivation theory......Page 263
Process theories of motivation......Page 264
Vroom's expectancy theory......Page 265
The Porter and Lawler expectancy model......Page 266
Lawler's revised expectancy model......Page 267
Implications of expectancy theories......Page 268
Equity theory of motivation......Page 269
Goal theory......Page 271
Organisational behaviour modification......Page 274
Motivation of knowledge workers......Page 276
Frustration-induced behaviour......Page 277
Job satisfaction......Page 279
Comprehensive model of job enrichment......Page 281
Ten key points to remember......Page 283
Assignment......Page 284
Personal skills and employability exercise......Page 285
Case study: Managers and motivation......Page 286
Notes and references......Page 288
Academic viewpoint......Page 290
Part 2 Case study Philanthropy: the resurgence of personal social responsibility?......Page 291
Part 3 Groups, leadership and management......Page 298
8 Working in groups and teams......Page 299
Groups and teams......Page 300
Formal and informal groups......Page 302
Group values and norms......Page 303
Membership......Page 306
Work environment......Page 308
Group development and maturity......Page 309
Social identity theory......Page 311
Characteristics of an effective work group......Page 312
Potential disadvantages of strong, cohesive groups......Page 313
Virtual teams......Page 314
Role structure of the organisation......Page 316
Role conflict......Page 318
Interactions among members......Page 320
Analysis of individual behaviour......Page 322
Individual compared with group or team performance......Page 325
Building effective teams......Page 328
Autonomous working groups......Page 329
The Margerison 'Team Wheel'......Page 331
The role of team leader......Page 332
Review and discussion questions......Page 333
Personal skills and employability exercise......Page 334
Case study: The Red Arrows......Page 335
Notes and references......Page 337
9 Leadership in organisations......Page 340
Leadership and management......Page 341
Approaches to leadership......Page 342
Qualities or traits approach......Page 343
Functional (or group) approach......Page 345
Styles of leadership......Page 346
Continuum of leadership behaviour......Page 347
Fiedler's contingency model......Page 349
Vroom and Yetton contingency model......Page 351
Pathโgoal theory......Page 352
Readiness of the followers or group......Page 353
Transformational leadership......Page 355
Inspirational or visionary leadership......Page 356
Servant leadership......Page 358
Power and leadership influence......Page 359
The leadership relationship......Page 361
Culture as a contingent factor?......Page 362
Leadership effectiveness......Page 363
No one best form of leadership......Page 364
Alternative views of leadership......Page 365
Management and organisational behaviour in action case study: The Post Office โ Women in Leadership Programme......Page 366
Leadership development......Page 367
Ten key points to remember......Page 370
Personal skills and employability exercise......Page 371
Case study: A change of leadership at Barclays Bank......Page 372
Notes and references......Page 375
10 Understanding management......Page 378
The importance of management......Page 379
But what is management?......Page 380
The process of management......Page 382
Essential nature of managerial work......Page 385
Management in private-enterprise and public-sector organisations......Page 387
Management and organisational behaviour in action case study: Putting the customer first in a service organisation: cultural change at Fareham Borough Council......Page 390
The work of a manager......Page 391
Managerial roles......Page 392
Agenda-setting and network-building......Page 393
Importance of managerial style......Page 394
Theory X and Theory Y management......Page 396
The Managerial/Leadership Gridยฎ......Page 398
Management systems......Page 401
Managing with and through people......Page 402
Guidance on good management......Page 405
The future of management......Page 406
Review and discussion questions......Page 408
Assignment......Page 409
Personal skills and employability exercise......Page 410
Case study: Is everybody happy?......Page 411
Notes and references......Page 414
Academic viewpoint......Page 415
Part 3 Case study The Eden Project......Page 416
Part 4 Structure, strategy and effectiveness......Page 422
11 Organisation structure and design......Page 423
The purpose and importance of structure......Page 424
Levels of organisation......Page 425
Underlying dimensions of organisation structure......Page 427
Task and element functions......Page 428
Division of work and grouping of people......Page 429
Centralisation and decentralisation......Page 431
Principles of organisation......Page 432
Formal organisational relationships......Page 435
Project teams and matrix organisation......Page 437
Management and organisational behaviour in action case study: Working structure: Geoplan Spatial Intelligence Limited......Page 439
Boundaryless organisation......Page 440
Organisation charts......Page 441
Variables influencing organisation structure......Page 442
Size of organisation......Page 444
Woodward โ structure and production technology......Page 445
Burns and Stalker โ mechanistic and organic structures......Page 447
Lawrence and Lorsch โ differentiation and integration......Page 449
Organisation structure and culture......Page 450
The changing face of the workplace......Page 451
Outsourcing......Page 453
Demand for flexibility......Page 454
Structure and organisational behaviour......Page 455
No perfect structure......Page 456
Ten key points to remember......Page 457
Personal skills and employability exercise......Page 458
Case study: John Lewis and Waitrose; distinctively successful......Page 459
Notes and references......Page 462
12 Technology and organisations Peter Scott......Page 464
Features of technology......Page 465
Approaches to technology and organisation......Page 467
Decision-making processes......Page 470
Involvement of HR specialists and users of technology......Page 474
Technology, work and organisational behaviour......Page 475
Skill, work design and job quality......Page 476
Centralisation versus decentralisation of control......Page 477
Management and organisational behaviour in action case study: Negotiating the use of vehicle-tracking technology......Page 479
Social networking......Page 480
Changing relations with customers and users......Page 481
Location of work......Page 482
The nature of social interactions......Page 484
The pace and intensity of work......Page 485
The 'digital divide' and job security......Page 486
Ten key points to remember......Page 487
Review and discussion questions......Page 488
Personal skills and employability exercise......Page 489
Case study: How many 'likes' do I get for my essay?......Page 490
Notes and references......Page 492
13 Organisational control and power......Page 498
The essence of control......Page 499
Improvement in performance......Page 500
Elements of an organisational control system......Page 501
Strategies of control in organisations......Page 504
Characteristics of an effective control system......Page 506
Power and management control......Page 507
Perspectives of organisational power......Page 510
Pluralistic approaches to power......Page 511
Financial and accounting systems of control......Page 512
Influencing skills......Page 513
Behavioural factors in control systems......Page 515
The concept of empowerment......Page 516
The managerโsubordinate relationship......Page 517
Management and organisational behaviour in action case study: The police custody officer and empowerment......Page 519
Reasons for lack of delegation......Page 520
Systematic approach to empowerment and delegation......Page 521
Control versus autonomy......Page 523
Review and discussion questions......Page 525
Assignment......Page 526
Personal skills and employability exercise......Page 527
Case study: Rogue traders......Page 528
Notes and references......Page 530
14 Strategy, corporate responsibility and ethics......Page 532
The importance of strategy......Page 533
Organisational goals......Page 534
Objectives and policy......Page 535
Organisational ideologies and principles......Page 536
The profit objective โ not a sufficient criterion......Page 538
Organisational values and behaviour......Page 540
Corporate social responsibilities......Page 542
Management and organisational behaviour in action case study: Corporate social responsibility: Graham McWilliam, BSkyB......Page 543
The UN Global Compact......Page 544
Values and ethics......Page 546
Ethics and CSR......Page 547
Ethics and corporate purpose......Page 550
Business ethics......Page 552
Codes of business conduct (or ethics)......Page 555
An integrated approach......Page 556
Ten key points to remember......Page 557
Review and discussion questions......Page 558
Personal skills and employability exercise......Page 559
Case study: The Fairtrade Foundation......Page 560
Notes and references......Page 563
15 Organisational culture and change......Page 565
Organisational culture......Page 566
Types of organisational culture......Page 569
Influences on the development of culture......Page 571
The cultural web......Page 572
Culture and organisational control......Page 573
The importance of culture......Page 574
National and international culture......Page 576
Case study: Brazil......Page 578
Organisational climate......Page 579
Organisational change......Page 580
Planned organisational change......Page 582
Management and organisational behaviour in action case study: MANAGEMENT 2020......Page 584
Resistance to change......Page 586
Managing change......Page 588
Minimising problems of change......Page 589
Getting people to accept change......Page 591
Responsibilities of top management......Page 592
Ten key points to remember......Page 593
Assignment......Page 594
Case study: Changing priorities: ActionAid......Page 595
Notes and references......Page 598
16 Organisational performance and development......Page 600
The crucial role of managers......Page 601
Attributes and qualities of a manager......Page 602
The importance of management skills......Page 603
Managerial effectiveness......Page 604
Measures of effectiveness......Page 605
Management of time......Page 609
The nature of organisational effectiveness......Page 610
The learning organisation......Page 611
Total quality management......Page 613
The balanced scorecard......Page 614
Employee engagement and commitment......Page 615
Investors in People......Page 617
The EFQM Excellence Model......Page 620
Management development......Page 622
Continuing professional development......Page 623
The future of management and leadership......Page 624
Management and organisational behaviour in action case study: CEZ Distribution Bulgaria JSC......Page 625
Organisational capabilities......Page 626
Successful organisations and people......Page 627
Ten key points to remember......Page 629
Personal skills and employability exercise......Page 630
Case study: Co-operatives......Page 631
Notes and references......Page 634
Academic viewpoint......Page 636
Part 4 Case study The Timpsons โ solving life's little problems......Page 637
Appendix Review of personal skills and employability......Page 642
Glossary......Page 645
Index......Page 655