Management and Organisational Behaviour

Cover......Page 1
Management and Organisational Behaviour......Page 2
Contents In Brief......Page 6
Contents In Detail......Page 8
Exhibits, Management in Action, Case Studies and Business Press......Page 15
In acknowledgement and appreciation......Page 18
Publisher’s acknowledgements......Page 19
Guided tour of the book......Page 22
Guided tour of the Companion Website......Page 24
Part 1 Management And Organisational Behaviour......Page 27
Introduction......Page 29
The aims of this book......Page 30
The seventh edition......Page 32
Your study of the book......Page 42
The changing nature of work organisation......Page 43
The study of management and organisational......Page 45
The use of case studies......Page 46
The Nature of Organisational Behaviour......Page 51
The meaning of organisational behaviour......Page 52
Influences on behaviour in organisations......Page 53
Behavioural science – a multidisciplinary approach......Page 55
The importance of people and organisational behaviour......Page 56
Organisational metaphors......Page 58
Orientations to work and the work ethic......Page 59
Management as an integrating activity......Page 60
The psychological contract......Page 63
Changing nature of the psychological contract......Page 65
The Peter Principle......Page 66
Parkinson’s Law......Page 67
The need for a cross-cultural approach......Page 68
Is organisational behaviour culture-bound?......Page 69
Models for understanding the impact of culture......Page 70
Five dimensions of culture: the contribution of Hofstede......Page 73
Cultural diversity: the contribution of Trompenaars......Page 75
Summary: convergence or culture-specific organisational behaviour......Page 77
Case study 2.1: Eric and Kipsy: complexities of management and organisational behaviour......Page 82
Approaches to Organisation and Management......Page 91
Developments in management and organisational behaviour......Page 92
The classical approach......Page 93
Scientific management......Page 95
Relevance of scientific management......Page 97
Bureaucracy......Page 100
Criticisms of bureaucracy......Page 101
Evaluation of bureaucracy......Page 102
The human relations approach......Page 104
Evaluation of the human relations approach......Page 106
Neo-human relations......Page 107
The systems approach......Page 108
Other approaches to the study of organisations......Page 110
Social action......Page 111
Postmodernism......Page 113
Relevance to management and organisational behaviour......Page 115
Japanese management......Page 116
Towards a scientific value approach?......Page 117
Benefits to the manager......Page 119
Management in Action 3.1: Japanese management......Page 121
Case study 3.1: Helgaton Ltd: organisational theory in practice......Page 128
Part 2 The Organisational Setting......Page 137
The Nature of Organisations......Page 139
The context of the organisation......Page 140
The formal organisation......Page 141
Basic components of an organisation......Page 143
Private and public sector organisations......Page 144
Production and service organisations......Page 146
Types of authority and organisations......Page 147
Prime beneficiary of the organisation......Page 148
Primary activity of the organisation......Page 149
The organisation as an open system......Page 150
Interactions with the environment......Page 152
The comparative study of organisations......Page 153
Organisational sub-systems......Page 154
The analysis of work organisations......Page 155
Contingency models of organisation......Page 157
The influence of technology......Page 158
Information technology......Page 159
The informal organisation......Page 160
Organisational goals......Page 163
Organisational Goals, Strategy and Responsibilities......Page 170
The nature of organisational goals......Page 171
The functions of goals......Page 172
Integration of goals......Page 173
Classification of organisational goals......Page 174
Alteration of goals......Page 175
Organisational ideologies and principles......Page 176
Mission statements......Page 177
Objectives and policy......Page 178
The profit objective......Page 180
Fallacy of the single objective......Page 181
The need for strategy......Page 183
The concept of synergy......Page 184
SWOT analysis......Page 185
The management of opportunities and risks......Page 186
Social Responsibilities Of Organisations......Page 187
Codes Of Conduct......Page 188
Organisational Stakeholders......Page 189
 Values And Ethics......Page 192
Corporate Social Responsibility......Page 193
Business Ethics......Page 194
Related Legislation......Page 196
An Integrated Approach......Page 197
Management In Action 5.1: IBM Code of Conduct......Page 203
Case Study 5.1: Mergers and acquisitions: the consequences of expansion at......Page 208
Case Study 5.2 Welcome to the party: home selling with Top-to-Toe......Page 209
Part 3 The Role Of The Manager......Page 213
The Nature Of Management......Page 215
The Meaning Of Management......Page 216
Management And Administration......Page 220
The Process Of Management......Page 221
Principles Of Management......Page 223
The Tasks And Contribution Of A Manager......Page 225
Essential Nature Of Managerial Work......Page 226
The Efforts Of Other People......Page 228
Management In Private Enterprise And Public Sector Organisations......Page 229
The Work Of A Manager......Page 232
Managerial Roles......Page 233
Behaviour Pattern Of General Managers......Page 235
Patterns Of Managerial Work And Behaviour......Page 236
The Attributes And Qualities Of A Manager......Page 237
Managers of the future?......Page 240
Management In Action 6.1: The roles of the manager and the Individual......Page 243
Case Study 6.1: What ismanagement? Defining the manager’s role......Page 253
Managerial Behaviour and Effectiveness......Page 262
Managerial Style And Behaviour......Page 263
Managers’ Attitudes Towards People......Page 264
Japanese ‘Theory Z’ Environment......Page 266
The Managerial/Leadership Grid®......Page 267
Framework For Patterns Of Behaviour......Page 269
Management Systems......Page 271
System 4 Management......Page 272
Management By Objectives (Mbo)......Page 275
Evaluation Of Mbo......Page 276
Managing People......Page 277
Basic Managerial Philosophies......Page 278
Choice Of Managerial Style......Page 282
Managerial Effectiveness......Page 285
3-D Model Of Managerial Behaviour......Page 287
General Criteria Of Managerial Effectiveness......Page 290
The Management Of Time......Page 291
Case Example Chemical Company......Page 300
Case Study 7.1: Bringing management to book: how to manage a library......Page 301
Case Study 7.2: As safe as houses: branch management in a building society......Page 302
The Nature Of Leadership......Page 306
The Meaning Of Leadership......Page 307
The Importance Of Leadership......Page 308
Leadership And Management......Page 309
Approaches To Leadership......Page 311
The Functional (Or Group) Approach......Page 313
Leadership As A Behavioural Category......Page 315
Styles Of Leadership......Page 317
Continuum Of Leadership Behaviour......Page 318
The Situational Approach......Page 320
Fiedler’s Contingency Model......Page 321
Vroom And Yetton Contingency Model......Page 323
The Vroom And Jago Revised Decision Model......Page 324
Path–Goal Theory......Page 325
Readiness Of The Followers Or Group......Page 326
Transformational Leadership......Page 327
Inspirational Leadership......Page 330
Power And Leadership Influence......Page 332
The Leadership Relationship......Page 333
No One Best Form Of Leadership......Page 335
National Cultural Dimensions Of Leadership......Page 336
Continuum Of Leadership Behaviour......Page 338
Variables Affecting Leadership Effectiveness......Page 339
Leadership Development......Page 340
Leaders Of The Future......Page 341
Management In Action 8.1: Autoglass: Leadership success factors......Page 343
Management In Action 8.2: IBM Leadership Development Centre (LDC)......Page 344
Case Study 8.1 The paradox of Pim Fortuyn: a study in charismatic leadership......Page 353
Part 4 The Individual......Page 359
Individual Differences......Page 361
The Changing Nature And Scope Of Managing Individuals at Work......Page 362
Personality......Page 365
Nomothetic And Idiographic Approaches......Page 368
Theoretical Approaches: Nomothetic......Page 369
Theoretical Approaches: Idiographic......Page 372
Other Theoretical Approaches......Page 373
Cognitive Theory: Kelly’s Personal Construct Theory......Page 376
Applications Within The Work Organisation......Page 378
Stress And The Individual......Page 380
Ability......Page 381
Testing......Page 386
Attitudes......Page 388
Gender And Organisations......Page 392
Understanding Women’s Position And Status......Page 394
Psychological Sex Differences......Page 395
Orientations And Motivations Towards Work......Page 396
Working Practices......Page 397
Career Development......Page 398
Leadership, Management And Women......Page 402
Positive Approaches......Page 404
The Nature Of Learning......Page 415
The Meaning And Nature Of Learning......Page 416
Organisations And The Management Of Learning......Page 420
Knowledge Management......Page 421
The Learning Organisation......Page 425
How do people learn?......Page 428
Behaviourism......Page 429
Operant Conditioning......Page 431
Limitations Of The Behaviourist School......Page 434
Cognitive Theories......Page 435
Learning Styles......Page 439
Complex Models Of Learning......Page 440
Creativity......Page 441
Facilitating Learning......Page 443
Applications Of Learning Theory To Organisations......Page 446
Case study 10.1: Springboard to success: staff development in practice......Page 451
Case study 10.2 Will the mail get through: managing change at the RoyalMail......Page 453
The Process Of Perception......Page 460
Selectivity In Attention And Perception......Page 461
Internal Factors......Page 463
External Factors......Page 466
Organisation And Arrangement Of Stimuli......Page 467
Perceptual Illusions......Page 468
Perceiving Other People......Page 471
Transactional Analysis......Page 474
Selection and Attention......Page 476
Organisation And Judgement......Page 478
The Importance Of Body Language......Page 479
Attribution Theory......Page 481
Perceptual Distortions And Errors......Page 482
Stereotyping......Page 483
The Halo Effect......Page 484
Illustrative Example – Perception Of Women......Page 485
Work Motivation And Rewards......Page 496
The Meaning Of Motivation......Page 497
Needs And Expectations At Work......Page 498
Motivation And Organisational Performance......Page 500
Frustration-Induced Behaviour......Page 501
Money As A Motivator......Page 503
Theories Of Motivation......Page 504
Maslow’s Hierarchy Of Needs Theory......Page 506
Alderfer’s Modified Need Hierarchy Model......Page 510
Herzberg’s Two-Factor Theory......Page 511
Mcclelland’s Achievement Motivation Theory......Page 513
Process Theories Of Motivation......Page 515
Vroom’s Expectancy Theory......Page 516
The Porter And Lawler Expectancy Model......Page 518
Lawler’s Revised Expectancy Model......Page 520
Implications For Managers Of Expectancy Theories......Page 521
Equity Theory Of Motivation......Page 522
Goal Theory......Page 524
Relevance Of Theories Of Motivation......Page 525
The Motivation Of Knowledge Workers......Page 526
Management In Action 12.1: Developing reward strategies to motivate and compensate knowledge workers......Page 530
Case Study 12.1 Staff motivation: not so much a pyramid, more a slippery slope......Page 536
Part 5 Groups And Teamwork......Page 541
The Nature Of Work Groups And Teams......Page 543
The Difference Between Groups And Teams......Page 544
Group Values And Norms......Page 546
The Importance Of Teamwork......Page 547
Formal And Informal Groups......Page 551
Reasons For Formation Of Groups Or Teams......Page 553
Group Cohesiveness And Performance......Page 554
Membership......Page 555
Work Environment......Page 556
Group Development And Maturity......Page 557
Potential Disadvantages Of Strong, Cohesive Groups......Page 558
Characteristics Of An Effective Work Group......Page 559
The Effects Of Technology On Work Groups......Page 560
Role Relationships......Page 562
Role Conflict......Page 564
Role Stress......Page 566
Management In Action 13.1: Teamwork in a small company......Page 569
Management In Action 13.2: Remote control – a case study......Page 571
Case Study 13.1: Floating on air: the importance of teamwork at Hovertec......Page 576
Working In Groups And Teams......Page 580
Interactions Among Members......Page 581
Belbin’s Team-Roles......Page 582
Patterns Of Communication......Page 585
Sociometry......Page 588
Interaction Analysis......Page 589
Frameworks Of Behavioural Analysis......Page 591
An Essential Feature Of Work Organisations......Page 592
The Risky-Shift Phenomenon......Page 595
Brainstorming......Page 596
Group Dynamics......Page 599
T-Groups......Page 600
Effective Teamworking......Page 601
Management In Action 14.1: Profiling of managers for leadership development in a crosssection of South African organisations......Page 605
Management In Action 14.2: Barriers come down to build up team spirit......Page 611
Part 6 Organisationalstructures......Page 619
Organisation Structure And Design......Page 621
The Meaning And Nature Of Organisation Structure......Page 622
The Importance Of Good Structure......Page 623
Levels Of Organisation......Page 624
The Importance Of The Hierarchy......Page 626
The Design Of Organisation Structure......Page 627
Clarification Of Objectives......Page 629
Task And Element Functions......Page 630
The Division Of Work......Page 631
Centralisation And Decentralisation......Page 634
Principles Of Organisation......Page 635
Span Of Control......Page 636
The Chain Of Command......Page 637
‘Flatter’ Organisation Structures......Page 638
Formal Organisational Relationships......Page 639
Line And Staff Organisation......Page 641
Project Teams And Matrix Organisation......Page 643
Effects Of A Deficient Organisation Structure......Page 645
Organisation Charts......Page 647
Structure And Organisational Behaviour......Page 648
Case Study 15.1: A small cog in a big wheel: company restructuring at Zeton......Page 655
Case Study 15.2: Loud and clear: leadership in telecommunications......Page 656
Patterns Of Structure And Work Organisation......Page 659
The Contingency Approach......Page 660
Size Of Organisation......Page 661
The Woodward Study......Page 664
Major Dimensions Of Technology: The Work Of Perrow......Page 666
Environment......Page 667
The Burns And Stalker Study......Page 668
‘Mixed’ Forms Of Organisation Structure......Page 669
The Lawrence And Lorsch Study......Page 670
Evaluation Of The Contingency Approach......Page 672
Contribution Of Contingency Theory......Page 674
Alternative Forms Of Structure......Page 675
The Demand For Flexibility......Page 677
The Shamrock Organisation......Page 678
The Nature Of Delegation And Empowerment......Page 680
Case Study 16.2: Could I have an estimate? Organisational structure at Fabrique Décor......Page 684
Technology And Organisations......Page 688
Theorising Technology......Page 689
Using a socio-technical ensemble perspective: the case of butler co.......Page 695
Technological Change And Organisations......Page 698
Adopting And Introducing New Technology......Page 700
Case Study 17.1: A thirst for technology: new systems at the bars of Tawny taverns......Page 705
Case Study 17.2: Web page not found: internal communications at Redstart computers......Page 708
Organisational Contexts, Social And Political Processes And Technological Change......Page 711
Icts, Networks, Organisations And Society......Page 712
Part 7 Management Ofhuman Resources......Page 723
Job Satisfaction And Work Performance......Page 725
Dimensions Of Job Satisfaction......Page 726
Information Communications Technology......Page 729
Stress at Work......Page 732
Role Relationships and Conflict......Page 734
Levels of Stress......Page 735
Coping with Stress......Page 736
Work Organisation And Job Design......Page 739
Individual Job Redesign......Page 740
A Comprehensive Model Of Job Enrichment......Page 741
Broader Organisational Approaches To Improved Job Design......Page 743
The Work/Life Balance......Page 746
Employee Involvement......Page 748
Self-Managed Work Groups......Page 749
Flexible Working Arrangements......Page 750
Quality Circles......Page 753
Contextual Factors In Job Design......Page 754
The Happy/Productive Worker......Page 755
Management In Action 18.1: Job satisfaction: the fit between expectations and experiences......Page 758
Management In Action 18.2: An elusive but expensive concept: stress......Page 759
Management In Action 18.3: Work-Life Balance case studies......Page 761
Management In Action 18.4: Beyond the nine-to-five......Page 762
Case Study 18.1: The wide open spaces: linking job satisfaction and work performance......Page 767
Case Study 18.2: The changing role of supervisors: demonstrating the effect of communication and training on morale......Page 768
Case Study 18.3: Flying like the wind: motivation, job design and culture at Falcon Car Company......Page 769
Human Resource Management......Page 772
The Nature Of Human Resource Management (Hrm)......Page 773
Hrm Policies, Activities And Functions......Page 775
Organisation Of The Hrm Function......Page 777
Hrm: A Shared Responsibility......Page 778
The Importance Of Hrm......Page 781
Training And Development......Page 782
The Management Of Training......Page 784
Investors In People......Page 787
Performance Appraisal......Page 788
Questions To Be Addressed......Page 790
360° Feedback And Upward Appraisal......Page 791
Establishing The Appraisal System......Page 792
Methods Of Appraisal......Page 793
Potential Problem Areas......Page 795
Employment Relations......Page 797
Unitary And Pluralistic Perspectives......Page 799
Regulating The Employment Contract......Page 800
Responsibility For Employment Relations......Page 803
International Dimensions Of Hrm......Page 804
The German System......Page 805
Effectiveness Of The Hrm Function......Page 806
Management In Action 19.1: The Investors in People Standard......Page 809
Management In Action 19.2: Performance management at Autoglass Limited......Page 812
Case Study 19.1: Beer and sandwiches: personnelmanagement at London Taverns......Page 816
Case Study 19.2: Nothing succeeds like success: accelerating performance at Sisson Systems......Page 817
Resourcing The Organisation......Page 821
Human Resource Planning......Page 822
The Value Of Human Resource Planning......Page 824
Recruitment And Selection Of Staff......Page 826
Job Analysis......Page 828
Difficulties And Distastes Of The Job......Page 830
Attracting Suitable Applicants......Page 832
The Selection Process......Page 834
Group Exercises......Page 836
The Selection Interview......Page 838
Interviewing Style......Page 839
Competency-Based Approach To Recruitment And Selection......Page 840
The Selection Decision......Page 841
Induction And Follow-Up......Page 842
Effectiveness Of The Recruitment And Selection Process......Page 843
Management In Action 20.1: Marks & Spencer PLC’s graduate selection process......Page 847
Case Study 20.1: Please enter your password: effective resource management at Wessex computers......Page 851
Case Study 20.2: Inky fingers: HRM failure at Sumprint Ltd......Page 852
Part 8 Improving organisational performance......Page 855
Organisational Control And Power......Page 857
The Meaning Of Control......Page 858
Assumptions Of Organisation And Management......Page 860
Elements Of An Organisational Control System......Page 861
Forms Of Control......Page 863
Classification Of Control Systems......Page 864
Strategies Of Control In Organisations......Page 866
Characteristics Of An Effective Control System......Page 868
Power And Management Control......Page 869
Perspectives Of Organisational Power......Page 871
Pluralistic Approaches To Power......Page 872
The Balance Between Order And Flexibility......Page 874
Delegation And Empowerment......Page 875
The Manager–Subordinate Relationship......Page 876
Benefits Of Delegation......Page 878
Reasons For Lack Of Delegation......Page 879
A Systematic Approach To Delegation......Page 880
The Art Of Delegation......Page 883
The Concept Of Empowerment......Page 885
Does empowerment deliver?......Page 889
Behavioural Factors In Control Systems......Page 890
Overcoming Resistance To Management Control......Page 891
Financial And Accounting Systems Of Control......Page 893
Management In Action 21.1: Empowerment......Page 899
Case Study 21.1: The enthusiastic delegator: the consequences of promoting beyond ability?......Page 906
Case Study 21.2: Alpha to Omega: the effects of financialmanagement on company performance......Page 909
Organisation Development (Culture, Conflict And Change)......Page 913
Topics Associated With Od......Page 914
Organisational Culture......Page 917
Types Of Organisational Culture......Page 918
Influences On The Development Of Culture......Page 920
The Cultural Web......Page 921
The Importance Of Culture......Page 922
Organisational Climate......Page 925
Employee Commitment......Page 927
Organisational Conflict......Page 929
Contrasting Views Of Conflict......Page 930
The Sources Of Conflict......Page 932
Strategies For Managing Conflict......Page 934
The Nature Of Organisational Change......Page 935
Planned Organisational Change......Page 936
Resistance To Change......Page 939
The Management Of Organisational Change......Page 941
Human And Social Factors Of Change......Page 942
Responsibilities Of Top Management......Page 946
Management In Action 22.1: Organisation culture, change and IT in an SME......Page 949
Management In Action 22.2: Siemens Nixdorf’s new dynamism......Page 950
Case Study 22.1: It’s tough at the top: managing conflict in the Wakewood Organisation......Page 959
Case Study 22.2: Getting political: management in local government......Page 960
Case Study 22.3: A matter of life or death: managing knowledge at an NHS Trust......Page 961
Management Development And Organisational Effectiveness......Page 967
The Meaning And Nature Of Management Development......Page 968
An Integrated Model Of Management Development......Page 970
Management Development Process......Page 975
Continuing Professional Development (Cpd)......Page 979
Management Education, Training And Development......Page 980
The Management Charter Initiative (Mci)......Page 981
Leadership And Management Model......Page 982
The Nature Of Organisational Effectiveness......Page 985
The Peters And Waterman Study......Page 986
Heller’s Study Of European Excellence......Page 987
The Learning Organisation......Page 988
Total Quality Management (Tqm)......Page 990
Business Process Re-Engineering (Bpr)......Page 994
The Efqm Excellence Model......Page 997
Assessing Organisational Performance......Page 1001
Benchmarking......Page 1002
A Range Of Different Criteria......Page 1003
The Twenty-First Century Organisation And People......Page 1006
Management In Action 23.1: Extracts from Abbey Performance Development Programme......Page 1008
Management In Action 23.2: A cure for growing pains – Costa Coffee......Page 1011
Management In Action 23.3: Components of the Management Standards......Page 1013
Management In Action 23.4: Building organisational competence......Page 1014
Case Study 23.2: Holding the front page: expansion at Rudmore Press Ltd......Page 1023
Conclusion......Page 1029
Business Press......Page 1031
Glossary......Page 1077
Index......Page 1091