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Laurie J. Mullins ESSENTIALS OF ORGANISATIONAL BEHAVIOUR THIRD EDITION with Gill Christy
Laurie J. Mullins
ESSENTIALS OF ORGANISATIONAL BEHAVIOUR
THIRD EDITION
with Gill Christy
THIRD
About the author
Laurie Mullins was formerly principal lecturer at the University of Portsmouth
Business School. Laurie specialised in managerial and organisational behaviour,
and managing people at work, and was subject leader for the behavioural and
human resource management group.
Laurie has experience of business, local government and university administration
and human resource management. For a number of years he was also a member
of, and an instructor in, the Territorial Army. He has undertaken a range of
consultancy work including with the United Nations Association International
Service (UNAIS); served as a visiting selector for Voluntary Service Overseas
(VSO); acted as adviser and tutor for a number of professional and educational
bodies including UNISON Education; and served as an external examiner for
university degree and postgraduate courses, and for professional organisations.
Laurie has undertaken a year’s academic exchange in the Management
Department, University of Wisconsin, USA, and a visiting fellowship at the School
of Management, Royal Melbourne Institute of Technology University, Australia,
and is a visiting lecturer in The Netherlands. Laurie is author of Management and
Organisational Behaviour, ninth edition (FT Prentice Hall 2010) and Hospitality
Management and Organisational Behaviour, fourth edition (Longman 2001).
Gill Christy is Head of the Department of Human Resource and Marketing
Management at the University of Portsmouth Business School.
Essentials of Organisational Behaviour
Table of Contents
Front 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 peopleorganisation 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?
Table of Contents
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
Table of Contents
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
Table of Contents
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)
Table of Contents
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
Table of Contents
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
Table of Contents
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
Table of Contents
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
Table of Contents
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
PathGoal Theory
Main types of leadership behaviour
Table of Contents
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
Table of Contents
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
Table of Contents
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
Table of Contents
'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 ManagerSubordinate Relationship
Authority commensurate with responsibility
Benefits of Delegation
Reasons for lack of delegation
Trust and empowerment
Empowering other People
Table of Contents
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
Table of Contents
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
Table of Contents
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
Back Cover
