Management and Organisational Behaviour

Front Cover
Half Title
Title Page
Copyright Page
Contents in brief
Contents in detail
In acknowledgement and appreciation
About the authors
0 Your study of management and organisational behaviour
	Overview topic map: Chapter 0 - Your study of organisational behaviour
	About this book: Management and organisational behaviour
	What is organisational behaviour (OB)?
	Underlying features of your study
	Topics in OB are not entirely free-standing
	What is the relevance of theory?
	Organisational metaphors
	The importance of organisational behaviour
	OB, personal skills and employability
	The 'SCARF' model
	People management and social skills
	Making yourself more employable
	Personal skills and employability exercise
	Structure of the book
	Notes and references
Part 1 Organisational behaviour and work
	1 The people-organisation relationship
		Overview topic map: Chapter 1 - The people-organisation relationship
		Integrating the individual and the organisation
		Organisational analysis
		A multidisciplinary perspective
		Positive organisational behaviour (POB)
		Interrelated influences on behaviour
		A framework of study
		Social exchange theory
		Organisational theory
		The organisation as an open system
		Organisation and management systems
		Contribution of Human Resource Management (HRM)
		The psychological contract
		Nature and extent of expectations
		Globalisation and the international context
		The cultural environment
		Is organisational behaviour culture-bound?
		Summary - Chapter 1 'The people-organisation relationship'
		Group discussion activities
		Organisational behaviour in action case study
		Chapter 1 - Personal skills and employability exercise
		Notes and references
	2 The work environment
		Overview topic map: Chapter 2 - the work environment
		Work as a central life issue
		Orientations to work and work ethic
		Emotional labour
		Work and the organisational setting
		Private and public sector organisations
		Social enterprise organisations
		Common features of organisations
		Formal and informal organisations
		Friendships and relationships at work
		Work/life balance
		Changing nature of work organisations
		Different generations and age groups
		The future of the workplace
		Summary - Chapter 2 'The work environment'
		Group discussion activities
		Organisational behaviour in action case study
		Chapter 2 - Personal skills and employability exercise
		Notes and references
	3 Organisational conflict and stress
		Overview topic map: Chapter 3 - organisational conflict and stress
		Work, health and well-being
		What is organisational conflict?
		Potential sources of conflict
		Broader interpretations of conflict
		The management of conflict
		Conflict resolution in the workplace
		What is organisational stress?
		Potential causes of work stress
		Is stress necessarily to be avoided?
		Coping with stress
		HSE Management Standards
		Bullying and harassment
		Frustration-induced behaviour
		Summary - Chapter 3 'Organisational conflict and stress'
		Group discussion activities
		Organisational behaviour in action case study
		Chapter 3 - Personal skills and employability exercise
		Notes and references
Part 2 Focus on the individual
	4 Personality and diversity
		Overview topic map: Chapter 4 - Personality and diversity
		Recognition of individuality
		Understanding personality
		Personality traits and types
		Uniqueness and similarities
		Sigmund Freud - a psychodynamic perspective
		Nomothetic approaches
		Idiographic approaches
		Personality and stress at work
		The Big Five personality factors
		Personality 'tests' and assessments
		Applications in the workplace
		Emotional intelligence (EI)
		Recognition of diversity
		Diversity in the workplace
		Diversity and stereotyping
		Criticisms and limitations
		Summary - Chapter 4 'Personality and diversity'
		Group discussion activities
		Chapter 4 - Personal skills and employability exercise
		Notes and references
	5 Learning and development
		Overview topic map: Chapter 5 - Learning and development
		The nature and importance of learning
		Behaviourist and cognitive views of learning
		Behaviourist theories of learning
		Cognitive perspective of learning
		Socialisation
		How do we learn?
		Action learning
		Learning preferences
		E-learning
		Knowledge management
		Creativity
		Mentoring and coaching
		Applications of learning theory
		Summary - Chapter 5 'Learning and development'
		Group discussion activities
		Organisational behaviour in action case study
		Chapter 5 - Personal skills and employability exercise
		Notes and references
	6 Perception and communication
		Overview topic map: Chapter 6 - perception and communication
		The importance of the study of perception
		The perceptual process
		Internal characteristics
		External influences
		Perceptual illusions
		Making judgements about other people
		Difficulties in perceiving other people
		Perceptual distortions and errors
		Attribution theory
		The importance of language and communication
		Non-verbal communication and body language
		Impression management
		Perception and interpersonal communications
		Understanding the organisational process
		Summary - Chapter 6 'Perception and communication'
		Group discussion activities
		Organisational behaviour in action case study
		Chapter 6 - Personal skills and employability exercise
		Notes and references
	7 Work motivation and satisfaction
		Overview topic map: Chapter 7 - 'work motivation and satisfaction'
		The significance of motivation
		Needs and expectations at work
		Money as a motivator
		Extrinsic and intrinsic motivation
		Three-fold classification for review of motivation
		Competing theories of motivation
		Content theories of motivation
		Maslow's hierarchy of needs theory
		Alderfer's modified need hierarchy model
		Nohria's four drives model of motivation
		Herzberg's two-factor theory
		McClelland's achievement motivation theory
		Process theories of motivation
		Vroom's expectancy theory
		Implications of expectancy theory
		Equity theory of motivation
		Goal theory
		Relevance today of motivation theories
		Organisational behaviour modification
		Motivation of knowledge workers
		Job satisfaction
		Comprehensive model of job enrichment
		Summary - Chapter 7 'Work motivation and satisfaction'
		Group discussion activities
		Organisational behaviour in action case study
		Chapter 7 - Personal skills and employability exercise
		Notes and references
Part 3 Focus on groups and leadership
	8 Working in groups and teams
		Overview topic map: Chapter 8 - 'working in groups and teams'
		Importance and significance of groups
		Formal and informal groups
		Group values and norms
		Expectations and benefits of group membership
		Group cohesiveness and performance
		Membership
		Work environment
		Organisational
		Group development and maturity
		Social identity theory
		Characteristics of effective work groups
		Virtual teams
		Interactions among group members
		Analysis of individual behaviour
		Individual and group performance
		Building successful teams
		Autonomous working groups
		Summary - Chapter 8 'Working in groups and teams'
		Group discussion activities
		Organisational behaviour in action case study
		Chapter 8 - Personal skills and employability exercise
		Notes and references
	9 Leadership in work organisations
		Overview topic map: Chapter 9 - Leadership in work organisations
		The significance of leadership
		Approaches to the study of leadership
		Qualities or traits approach
		Functional (or group) approach
		Styles of leadership
		Continuum of leadership behaviour
		Contingency theories of leadership
		Fiedler's contingency model
		Vroom and Yetton contingency model
		Path-goal theory
		Readiness of the followers or group
		Transformational leadership
		Inspirational or visionary leadership
		Servant leadership
		Alternative views of leadership
		The leadership relationship
		Culture: A contingent factor?
		Leadership effectiveness
		Leadership development
		Summary - Chapter 9 'Leadership in organisations'
		Group discussion activities
		Organisational behaviour in action case study
		Chapter 9 - Personal skills and employability exercise
		Notes and references
	10 Managing people at work
		Overview topic map: Chapter 10 - Managing people at work
		The management of people
		What is management?
		Management in public sector organisations
		Responsibility for the work of other people
		Managing with and through people
		A looser approach to managing
		Importance of managerial style
		Theory X and Theory Y management
		The Managerial/Leadership grid®
		Human resource management
		Partnership with line managers
		Investors in People
		Performance management (PM)
		Managerial effectiveness
		Measures of effectiveness
		Summary - Chapter 10 'Managing people at work'
		Group discussion activities
		Organisational behaviour in action case study
		Chapter 10 - Personal skills and employability exercise
		Notes and references
Part 4 Focus on the workplace
	11 Organisational theory and structure
		Overview topic map: Chapter 11 - Organisation theory and structure
		Developments in organisational behaviour
		The classical approach
		Administrative theory
		Scientific management
		Bureaucracy
		Evaluation of bureaucracy
		Human relations approach
		Evaluation
		Socio-technical approach
		Contingency approach
		Other approaches to the study of organisations
		Decision theory
		Social action
		Action theory
		Postmodernism (Post bureaucratic)
		Relevance to study of organisational behaviour
		Summary - Chapter 11 'Organisational theory and structure'
		Group discussion activities
		Organisational behaviour in action case study
		Notes and references
	12 Patterns of structure and workplace design
		Overview topic map: Chapter 12 - Patterns of structure and workplace design
		Purpose and importance of structure
		Levels of organisation
		Underlying dimensions of structure
		Task and element functions
		Division of work and grouping of people
		Centralisation and decentralisation
		Design principles of organisation
		Formal organisational relationships
		Project teams and matrix organisation
		Role structure of the organisation
		Role conflict
		Boundaryless organisation
		Organisation charts
		Contingency approach
		Technology and structure
		Woodward - structure and production technology
		Perrow - major dimensions of technology
		Uncertain external environment
		Burns and Stalker - mechanistic and organic structures
		Lawrence and Lorsch - differentiation and integration
		Organisation structure and culture
		Changing face of the workplace
		Outsourcing
		Demand for flexibility
		Structure and organisational behaviour
		Summary - Chapter 12 'Patterns of structure and workplace design'
		Group discussion activities
		Organisational behaviour in action case study
		Chapter 12 - Personal skills and employability exercise
		Notes and references
	13 Organisational control and power
		Overview topic map: Chapter 13 - Organisational control and power
		The essence of control
		Improvement in performance
		Elements of organisational control
		Other forms of control
		Strategies of control in organisations
		Power and management control
		Power and leadership influence
		Pluralistic approaches to power
		Financial and accounting systems of control
		Behavioural factors of organisational control
		The concept of empowerment and delegation
		The manager–subordinate relationship
		Systematic approach to delegation
		Control versus autonomy
		Summary - Chapter 13 'Organisational control and power'
		Group discussion activities
		Organisational behaviour in action case study
		Chapter 13 - Personal skills and employability exercise
		Notes and references
Part 5 Focus on organisational environment
	14 Organisational culture and change
		Overview topic map: Chapter 14 - Organisational culture and change
		Adapting to change
		What is organisational culture?
		Types of organisation culture
		Levels of culture
		Influences on development of culture
		Culture and organisation control
		Importance of culture
		National and international culture
		Case study - Brazil
		Organisational climate
		Organisational change
		Resistance to change
		Do people welcome change?
		Managing change
		Getting people to accept change
		Summary - Chapter 14 'Organisational culture and change'
		Group discussion activities
		Organisational behaviour in action case study
		Chapter 14 - Personal skills and employability exercise
		Notes and references
	15 Strategy, corporate responsibility and ethics
		Overview topic map: Chapter 15 - Strategy, social responsibility and ethics
		The importance of strategy
		Organisational ideologies and principles
		Vision and mission statements
		Management of opportunities and risks
		Organisational goals
		Corporate social responsibilities (CSR)
		Organisational stakeholders
		The UN global compact
		Values and ethics
		Ethics and corporate social responsibility
		Business ethics
		Codes of business conduct (or ethics)
		An integrated approach
		Human rights in business
		Summary - Chapter 15 'Strategy, corporate responsibility and ethics'
		Group discussion activities
		Organisational behaviour in action case study
		Chapter 15 - Personal skills and employability exercise
		Notes and references
	16 Organisational performance and effectiveness
		Overview topic map: Chapter 16 - Organisational performance and effectiveness
		Organisational performance and management
		Employee engagement and commitment
		The nature of organisational effectiveness
		The learning organisation
		Total quality management (TQM)
		The balanced scorecard
		The EFQM Excellence Model
		Attributes and qualities of a manager
		Effective use of time
		Management development
		Building productivity in the UK
		Organisational capabilities
		Successful organisations and people
		Summary - Chapter 16 'Organisational performance and effectiveness'
		Group discussion activities
		Organisational behaviour in action case study
		Chapter 16 - Personal skills and employability exercise
		Notes and references
Appendix Review of developing your personal skills and employability
Index
Publisher's acknowledgements
Back Cover