Essentials of Organisational Behaviour

Description

This concise introduction to Organisational Behaviour has been developed specifically for short courses and/or non-specialist business students. It focuses on the core topics of the discipline in a detailed and engaging way, providing a readable introduction to the key theory and offering real-life examples to show its application in practice. Written for students on undergraduate and postgraduate degree programmes, this text is particularly suitable for students of non-business disciplines (e.g. engineering, IT, social sciences and others) who are taking an introductory module in business. Cover About the author Contents in Brief Contents in Detail About this Book Guided Tour Publisher's Acknowlwdgments Part 1: The Organisational Setting Chapter 1: The Nature of Organisational Behaviour The meaning of organisational behaviour The study of organisational behaviour The relevance of theory The realities of organisational behaviour A framework of study Influences on behaviour Contrasting but related approaches A multidisciplinary approach Organisational Metaphors Orientations to work and the work Ethic International and cultural influences Management as an Integrating Activity The people–organisation relationship The Psychological Contract Process of balancing Changing nature of the psychological contract Organisational Practices The Peter Principle Parkinson's Law People making work for each other Relevance of observations The changing world of work organisations New approaches to management and organisational behaviour Globalisation and the International Context Boundaryless organisation The future of globalisation Globalisation and the EU A Cross-Cultural approach to Management Managing people from different cultures Is Organisational Behaviour Culture-Bound? Culture as understanding Five Dimensions of culture: the contribution of Hofstede Evaluation of Hofstede's work Cultural Diversity: the contribution of Trompenaars The high- and low-context cultures framework Emerging frameworks for understanding culture Convergence or culture-specific Organisational Behaviour The importance of Organisational Behaviour Synopsis Review and discussion questions Management in the news: A melting pot for forging success Assignments 1 and 2 Case study: Virgin Atlantic and Ryanair Notes and references Integrative case study for Part 1: The Sunday Times 100 (Section 1) Chapter 2: Approaches to Organisation and Management The theory of Management Developments in Management and Organisational Behaviour A framework of analysis The Classical Approach Sets of principles Evaluation of the classical approach Scientific Management Principles to guide management Reactions against scientific management Taylorism as management control Relevance of Scientific Management The theme of inefficiency Impetus to management thinking Bureaucracy Main characteristics of bureaucracies Criticisms of Bureaucracy Restriction of psychological growth Evaluation of Bureaucracy Organisational solutions Relevance today Structuralism The Human Relations Approach The Hawthorne experiments Evaluation of the Human Relations Approach Sex power differential Importance of the Hawthorne experiments Humanisation of the work organisation Neo-human Relations Some leading contributors The Systems Approach The business organisation as an open system The socio-technical system Technology determinism The Contingency Approach Other approaches to the study of Organisations The Decision-Making approach Social Action Action theory A number of Approaches Postmodernism A generalised sociological concept Relevance to Management and Organisational Behaviour The importance of cultural contexts Towards a Scientific Value approach? Balance between philosophy and science Benefits to the Manager Synopsis Review and Discussion Questions Management in the news: The story of the middleman Assignment Case study: Dell Computers: the world at your fingertips Notes and references Integrative case study for Part 1: The Sunday Times 100 (Section 2) Part 2: The Individual Chapter 3: Individual Differences and Diversity The Recognition of Individuality How do Individuals Differ? Personality Nomothetic and Idiographic Approaches Theory and the world of work Uniqueness and similarities Nomothetic Personality Theories The big five Idiographic Theoretical Approaches Gurus in idiographic approaches Complementary Approaches Applications within the work organisation Recruitment and selection Personal development and teamworking Personality and social expectations Emotions at work Stress at work Type A and Type B Personalities Type A people and team performance Ability Is intelligence inherited? The nature of intelligence Intelligence – one or many? Emotional Intelligence (EI) Significance of emotional intelligence Developing EI Attitudes The functions of attitudes Prediction of behaviour Employee attitude surveys Attitude Change Testing and Assessment Features of psychometric tests Personality questionnaires The use and limitations of tests Diversity Management The concept of diversity Devolution and regionalisation From equal opportunities to managing diversity The Business Case for Diversity Embracing individual differences Positive and negative propositions Diversity and management recruitment Diversity action plans Diversity Training Diversity and stereotyping Managers' attitudes, values and beliefs Top Performing Organisations Criticisms and Limitations Individuality and groups Concern for moral and social issues Diversity, Gender and Organisations Emotions, politics and gender Contradictions and confusion Synopsis Review and discussion questions Management in the news: The Apprentice, week nine Assignment Case study: B&Q: The business case for diversity Notes and references Integrative case study for Part 2: The Wardrobe Surgery (Section 1) Chapter 4: Perception and Communication The Perceptual Process Individuality Selectivity in Attention and Perception Perception as information processing Internal Factors Sensory limits or thresholds Psychological factors The needs of an individual Cultural Differences The importance of language External Factors Organisation and Arrangement of Stimuli Figure and ground Grouping Closure Perceptual Illusions Selection and Attention Culture and socialisation Impression management Organisation and Judgement Physical characteristics and appearance Connection of the Conscious, Unconscious and Physiology Framing Appreciative inquiry Perceiving Other People Testing assumptions The dynamics of interpersonal perception Setting and environment Non-Verbal Communication and Body Language Cultural differences Interpersonal Communications Importance of feedback Neuro-Linguistic Programming (NLP) Awareness and change Transactional Analysis (TA) Preferred ego state Complementary or crossed reaction Understanding of human behaviour Attribution Theory Basic criteria in making attributions Implications of attribution theory Perceptual Distortions and Errors Stereotyping Social implications The Halo Effect Perpetual Defence Projection Self-fulfilling Prophecy Understanding the Organisational Process The culture of the organisation Synopsis Review and discussion questions Management in the news: How to be happy in life: let out your anger Assignment 1 Assignment 2 Case study: Behavioural Economics Notes and references Integrative case study for Part 2: The Wardrobe Surgery (Section 2) Chapter 5: Work Motivation and Job Satisfaction The Meaning of Motivation Underlying concept of motivation Needs and Expectations at Work Higher set of motivational needs A three-fold classification Money as a Motivator Broader Intrinsic Motivation Frustration-Induced Behaviour Constructive behaviour Frustration (negative responses) Factors influencing frustration Theories of Motivation Criticisms and reservations Content theories and process theories Content Theories of Motivation Maslow's Hierarchy of Needs Theory Applications to the work situation Alderfer's Modified Need Hierarchy Model A continuum of needs Satisfaction of needs Herzberg's two-factor Theory Hygiene and motivating factors Evaluation of Herzberg's work McClelland's Achievement Motivation Theory Use of projective tests People with high achievement needs Characteristics of achievement motivation Process Theories of Motivation Expectancy theories of motivation Vroom's Expectancy Theory Valence Instrumentality Expectancy Motivational force The Porter and Lawler Expectancy Model Explanation of Relationships Lawler's Revised Expectancy Model Implications for Managers of Expectancy Theories Equity Theory of Motivation Behaviour as a consequence of inequity The ultimatum game Goal Theory Goal-setting and performance Practical implications for the manager Attribution Theory Relevance today for the manager Organisational Behaviour Modification Applications of OBMod The Motivation of Knowledge Workers A climate of creativity Cross-Cultural Dimensions of Motivation Job Satisfaction The meaning and nature of job satisfaction Dimensions of job satisfaction Five contractual areas The work environment Broader approaches Alienation at work A Comprehensive Model of Job Enrichment Five core dimensions Motivating potential score Empirical support for the model Contextual Factors in Job Design Synopsis Review and discussion questions Management in the news: Top marks for the best employee awards Assignments 1 and 2 Case study: Don't get mad, get on-line! Notes and references Integrative case study for Part 2: The Wardrobe Surgery (Section 3) Part 3: Groups, Teams and Leadership Chapter 6: Work Groups and Teams The Meaning and Importance of Groups and Teams Differences Between Groups and Teams Teamwork a fashionable term Group Values and Norms Informal social relations Formal and Informal Groups Formal groups Informal groups Reasons for Formation of groups or Teams Group Cohesiveness and Performance Membership Work Environment Organisational Group Develeopment and Maturity Creative leadership and group development Social Identity Theory Potential Disadvantages of Strong, Cohesive Groups Intergroup conflict Characteristics of an Effective Work Group The effects of technology Impact of information technology Virtual Teams Management and communication skills Organising the virtual team Cultural diversity Role Relationships A person's role-set Role incongruence Role expectations Role Conflict Role conflict and matrix organisation Role stress Other influences on behaviour The Importance of Teamwork Skills of effective teamworking Interactions Among Members Co-operation and interactions Belbin's Team-Roles Back-up team-roles The value of Belbin's team-roles inventory Patterns of Communication Implications for the manager Task and maintenance functions Classification of member roles Individual Compared with group or Team Performance The risky-shift phenomenon 'Groupthink' Brainstorming Effectiveness of brainstorming groups Sensitivity Training The Johari window Building Successful Teams Skills for successful teamwork The role of emotional intelligence Synopsis Review and discussion questions Management in the news: Dragon boat racing on the Thames Assignments 1 and 2 Case Study: Top Gear Notes and references Integrative case study for Part 3: The Red Arrows (Section 1) Chapter 7: The Nature of Leadership The Meaning of Leadership Changing nature of the work organisation Teamwork and inspiration Leadership or Management? Attitudes and relations with others A close relationship Approaches to Leadership The Qualities or Traits Approach Limitations of the traits approach The Functional (or group) Approach Action-Centred Leadership Leadership as a Behavioural Category Employee or production-centred supervisors Major dimensions of managerial leadership Styles of Leadership Broad framework of leadership style Continuum of Leadership Behaviour Four main styles of leadership Three main forces Contingency Theories of Leadership Fiedler's Contingency Model Favourability of leadership situation The Vroom and Yetton Contingency Model Decision rules The Vroom and Jago Revised Decision Model Path–Goal Theory Main types of leadership behaviour Two main situational factors Readiness of the Followers or Group Task behaviour and relationship behaviour Development of subordinates Transformational Leadership Components of transformational leadership Inspirational or Visionary Leadership The importance of vision Personal qualities or charisma Need for visionary leadership The inspirational gap Leadership and Innovation Conceptual framework The Leadership Relationship Power and leadership influence Other sources of power Power, responsibility and wisdom Leadership Effectiveness Variables affecting leadership effectiveness The shadow of leadership Authority without arrogance Leadership Development Leaders of the Future New skills and competencies Synopsis Review and discussion questions Management in the news: Managing the mood is crucial Assignment 1 Assignment 2 Case study: Being Apple: Steve Jobs Notes and references Integrative case study for Part 3: The Red Arrows (Section 2) Chapter 8: The Nature of Management The Meaning of Management The Process of Management Principles of Management Relevance today Management as a Social Process Other analyses The Tasks and Contribution of a Manager Responsibility for the work of other people The Essential Nature of Managerial Work 'Managing' and 'doing' The efforts of other people The Work of a Manager The diversity of management Managerial Roles Why organisations need managers Behaviour Pattern of General Managers Typical pattern of behaviour Determining What Real Managers Do Patterns of Managerial Work and Behaviour Demands, constraints and choices The Attributes and Qualities of a Manager The Importance of Management Skills The Changing Role of Managers But what is actually 'new'? The Importance of Managerial Style Human capital management (HCM) Theory X and Theory Y Management Managerial strategies Use of a Theory X approach The Managerial/Leadership Grid® Five basic combinations Dominant style of management Framework for patterns of behaviour Management by Objectives (MBO) Relevance today Managing with and through People Basic managerial philosophies The nature of people at work Managerial Effectiveness Efficiency and effectiveness Effective and successful managers Measures of Effectiveness Management Standards Centre (MSC) Synopsis Review and discussion questions Management in the news: Science of Managing Monkeys Assignments 1 and 2 Case study: Stuck in the middle? Notes and references Integrative case study for Part 3: The Red Arrows (Section 3) Part 4: The Organisation Chapter 9: Strategy and Structure The Importance of Strategy Corporate approach in the public sector Opportunities and risks E-business strategies Strategy and culture SWOT Analysis Organisational Goals Balance of empowerment and control Hidden dangers of target-setting Integration of goals Compatibility of personal goals and organisational goals Objectives and Policy Corporate guidelines Dimensions of Organisation Structure Objectives of structure Organisation structure and culture The Importance of Good Structure The human element Levels of Organisation Interrelationship of levels Underlying Features of Organisation Structure Task and element functions Division of Work Centralisation and Decentralisation Extent of decentralisation Principles of Organisation Span of Control The Chain of Command The Importance of the Hierarchy Is the hierarchy obsolete? Formal Organisational Relationships Line and staff (functional) organisation Difficulties with line and staff relations Project Teams and Matrix Organisation Project teams The matrix organisation Effects of a Deficient Organisation Structure Organisation Charts Limitations of organisation charts Variables Influencing Organisation Structure The contingency approach The Changing Face of the Workplace Remote working The Demand for Flexibility Flexible working arrangements A challenge for managers Structure and Organisational Behaviour 'Realities' of organisational behaviour The changing world of organisations and management Synopsis Review and discussion questions Management in the news: A taxing merger Assignment 1 Assignment 2 Case Study: John Lewis: Distinctively Successful Notes and references Integrative case study for Part 4: BP (Section 1) Chapter 10: Control and Power The Controversial Nature of Control Individual behaviour Organisational performance Expression of Managerial Behaviour Environment of consultation and communication Elements of an Organisational Control System Forms of Control Information technology Strategies of Control in Organisations Characteristics of an Effective Control System Power and Management Control Power, involvement and compliance Perspectives of Organisational Power Gender and power Different levels of power Organisational sources of power Pluralistic Approaches to Power Network of social relationships The Balance Between Order and Flexibility Three main forms of control Behavioural Factors in Control Systems Overcoming resistance to management control Financial and Accounting Systems of Control Budgetary control and human behaviour The Concept of Empowerment The meaning of empowerment Empowerment and delegation The Manager–Subordinate Relationship Authority commensurate with responsibility Benefits of Delegation Reasons for lack of delegation Trust and empowerment Empowering other People The need for control A Systematic Approach to Empowerment and Delegation Does Empowerment Deliver? Potential benefits of empowerment Control versus autonomy Synopsis Review and discussion questions Management in the news: The undercover boss Assignment Case study: What you say is what you get . . . ? Notes and references Integrative case study for Part 4: BP (Section 2) Chapter 11: Corporate Responsibility and Ethics Organisational Ideologies and Principles Organisational values and beliefs Integrity and trust Ethical leadership Mission Statements Value of mission statements The Profit Objective Not a sufficient criterion Fallacy of the single objective The Balanced Scorecard Corporate Social Responsibilities (CSR) Growing attention to social responsibilities Global responsibilities Organisational Stakeholders A blurred distinction The UN Global Compact Values and Ethics Ethical complexity Ethics and business Ethics and Corporate Social Resonsibility Differing assumptions about a business 'Goodness' of Proposed Fit Intelligent self-interest Offshoring example Ethics and corporate purpose Business Ethics No single view of right or wrong Further approaches Ethical decision-making at work Codes of Business Conduct (or Ethics) A matter of degree and balance Related legislation An integrated approach Synopsis Review and discussion questions Management in the news: Trade-offs in the moral maze Assignment 1 Assignment 2 Case Study: The Fairtrade Foundation Notes and references Integrative case study for Part 4: BP (Section 3) Chapter 12: Culture and Change Organisation Development, Culture and Change The implementation of OD A pluralistic approach Organisational Culture Levels of culture Types of Organisational Culture Four generic types of culture Influences on the Development of Culture The Cultural Web The Importance of Culture Culture in short-life organisations Culture and organisational performance Culture change National and international culture Organisational Climate Characteristics of a healthy organisational climate Employee Commitment Securing the commitment of staff Underlying influences The Nature of Organisational Change The forces of change Change within the organisation Planned Organisational Change Behaviour modification Changes in managerial work The challenge of e-business Resistance to Change Individual resistance Perceptions and change Neuroscientific approach to resistance to change The amygdala and The Almond Effect® The Management of Organisational Change Organisational responses to change Change and the environment Minimising the problems of change Style of managerial behaviour Overcoming Resistance to Change People are the key factor Responsibilities of top management Leading IT change Synopsis Review and discussion questions Management in the news: The time is ripe for fresh ideas Assignment Case Study: Moving with the Times Notes and references Integrative case study for Part 4: BP (Section 4) Glossary Index