Management and Organisational Behaviour

Description

Gain insight into people-organisational relationships and interrelated influences on human behaviourRanked as one of the Top Ten most influential texts in business and management in the world According to the Financial Times' Teaching Power Rankings, 2021 (research by Open Syllabus) Management and Organisational Behaviour, 13th edition, by Mullins and Rees, provides an in-depth study guide that helps you understand the relationship between people and professional organisations, shedding new light on the understanding, prediction, and control of human behaviour at work. This widely popular text examines the environments of the individual, the group, workplace, and organisational structure, explaining organisational behaviour by applying theoretical frameworks to practice and developing critical thinking. This new edition addresses recent contextual issues, such as the impact of Covid-19 on the workplace. It also offers greater international perspective on organisational behaviour, with the addition of several case studies from around the world and related video cases by expert speakers. Featuring conceptual mind maps of complex topics to aid your understanding and revision, its 'personal skills' and 'employability' sections help you develop your social and work-based skills in preparation for life beyond the classroom. This comprehensive textbook is ideal for undergraduate and postgraduate study, as well as for professionals training for management roles. 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