Management and organisational behaviour
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| Format: | Buch |
| Sprache: | English |
| Veröffentlicht: |
Harlow [u.a.]
Financial Times, Prentice Hall
2002
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| Ausgabe: | 6. ed. |
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| Online-Zugang: | Inhaltsverzeichnis |
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| 100 | 1 | |a Mullins, Laurie J. |e Verfasser |4 aut | |
| 245 | 1 | 0 | |a Management and organisational behaviour |c Laurie J. Mullins |
| 250 | |a 6. ed. | ||
| 264 | 1 | |a Harlow [u.a.] |b Financial Times, Prentice Hall |c 2002 | |
| 300 | |a XVII, 933 S. |b graph. Darst. | ||
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Datensatz im Suchindex
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| _version_ | 1820809189671305216 |
| adam_text | CONTENTS
In acknowledgement and appreciation xv
Acknowledgements for assignments and case studies xvi
MANAGEMENT AND
ORGANISATIONAL BEHAVIOUR
1 Introduction 3
About this book 4
Plan of the book 8
Your study of the book 11
The changing nature of work organisation 12
The study of management and organisational
behaviour 14
The use of case studies 75
2 The Nature of Organisational Behaviour 19
The meaning of organisational behaviour 20
Influences on behaviour in organisations 21
Behavioural science A multidisciplinary approach
23
The importance of the study of organisational
behaviour 25
Organisational metaphors 25
Organisational effectiveness 25
Orientations to work 27
Management as an integrating activity 28
The psychological contract 30
Changing nature of the psychological contract 32
The need for an international approach 33
Britain and the European Union 34
The influence of national culture 35
Culture and organisational behaviour 36
Case study 2.1: Eric and Kipsy 42
3 Approaches to Organisation and
Management 51
Management theory 52
Developments in management and organisational
behaviour 52
The classical approach 53
Scientific management 55
Relevance of scientific management 57
Bureaucracy 58
Criticisms of bureaucracy 60
Evaluation of bureaucracy 62
Structuralism 63
The human relations approach 64
Evaluation of the human relations approach 66
Neo human relations 67
The systems approach 68
The contingency approach 70
Other approaches to the study of organisations 71
The decision making approach 71
Social action 71
A number of different approaches 73
Relevance to management and organisational
behaviour 73
Japanese management 75
Towards a scientific value approach? 76
Benefits to the manager 78
Appendix: Japanese management 80
Case study 3.1: Applications of organisation theory in
Helgaton Ltd 86
THE ORGANISATIONAL SETTING
4 The Nature of Organisations 95
The context of the organisation 96
Formal and informal organisations 98
Functions of the informal organisation 101
Basic components of an organisation 101
Private and public sector organisations 102
Production and service organisations 104
Types of authority and organisations 105
The classification of organisations 106
Prime beneficiary of the organisation 107
Primary activity of the organisation 108
The organisation as an open system 108
Interactions with the environment 109
The comparative study of organisations 111
Organisational sub systems 112
The analysis of work organisations 114
Contingency models of organisation 116
The influence of technology 116
Information technology 117
X CONTENTS
Managing technical change 118
The organisation of the future 119
Organisational goals 119
5 Organisational Goals, Strategy and
Responsibilities 12s
The nature of organisational goals 126
The functions of goals 127
Integration of goals 128
Classification of organisational goals 129
Alteration of goals 130
Organisational ideologies and principles 130
Organisational values and beliefs 132
Objectives and policy 134
The profit objective 136
Fallacy of the single objective 137
The need for strategy 138
The concept of synergy 140
SWOT analysis 141
The management of opportunities and risks 142
Social responsibilities of organisations 142
Organisational stakeholders 145
Values and ethics 148
Corporate social responsibility 148
Business ethics 150
Related legislation 152
Case study 5.1: Square Deal pic 160
THE ROLE OF THE MANAGER
6 The Nature of Management 165
The meaning of management 166
Management and administration 170
The process of management 171
Principles of management 172
Management as a social process 174
The tasks and contribution of a manager 175
Essential nature of managerial work 176
The efforts of other people 178
Management in service industries 178
Management in private enterprise and public sector
organisations 179
The attributes and qualities of a manager 182
The process of delegation 184
Benefits of delegation 185
Reasons for lack of delegation 186
The art of delegation 188
The work of a manager 188
Managerial roles 189
Behaviour pattern of general managers 191
Determining what real managers do 192
Patterns of managerial work and behaviour 193
Managers of the future? 194
Case study 6.1: What is management? 198
7 Managerial Behaviour and
Effectiveness 207
Managerial behaviour 208
Managers attitudes towards people 208
Japanese Theory Z environment 211
The Managerial/Leadership Grid® 211
Framework for patterns of behaviour 214
Management systems 216
System 4 management 217
Management by Objectives (MBO) 220
Evaluation of MBO 222
MBO based appraisal schemes 223
Managing people 224
Basic managerial philosophies 225
Choice of managerial style 229
Managerial effectiveness 232
Measures of effectiveness 234
The management of time 234
3 D model of managerial behaviour 238
General criteria of managerial effectiveness 240
Appendix: Securing the best staff: IBM s HR Service
Centre 242
Case example: Chemical company 246
Case study 7.1: Library management 247
Case study 7.2: Building society 248
8 The Nature of Leadership 252
The meaning of leadership 253
Leadership and management 254
Managerial leadership 255
The leadership relationship 256
Power and leadership influence 257
Approaches to leadership 259
The qualities or traits approach 261
The functional (or group) approach 261
Action centred leadership 262
Leadership as a behavioural category 264
Styles of leadership 265
Continuum of leadership behaviour 268
The situational approach 270
Contingency theories of leadership 271
Fiedler s contingency model 271
Vroom and Yetton contingency model 273
The Vroom and Jago revised decision model 274
Path goal theory 275
Readiness of the followers or group 277
Transformational leadership 278
No one best form of leadership 281
Effectiveness of leadership styles 283
National cultural dimensions of leadership 284
Variables affecting leadership effectiveness 284
Leadership and Tomorrow s Company 285
Case study 8.1: International practice: British Petroleum
292
THE INDIVIDUAL
9 Individual Differences 299
By Linda Hicks
The changing nature and scope of managing
individuals at work 300
Personality 303
Nomothetic and idiographic approaches 306
Theoretical approaches: nomothetic 306
Theoretical approaches: idiographic 309
Other theoretical approaches 310
Cognitive theory: Kelly s personal construct theory
315
Applications within the work organisation 316
Stress and the individual 317
Ability 319
Testing 323
Attitudes 326
Attitudes, managers and culture 328
Attitude change 328
Gender and organisations 329
Historical context 333
Understanding women s position and status 334
Economic theories 334
Psychological sex differences 334
The socialisation process 335
Orientations and motivations towards work 336
Working practices 337
Leadership, management and women 339
Positive approaches 340
10 The Nature of Learning 349
By Linda Hicks
The meaning and nature of learning 350
Organisations and the management of learning 355
Knowledge management 356
The learning organisation 358
How do people learn? 362
Behaviourism 362
The outcomes of learning 364
Operant conditioning 364
CONTENTS xi
Social learning 367
Limitations of the behaviourist school 368
Cognitive theories 368
Learning styles 370
Complex models of learning 371
Creativity 372
Facilitating learning 374
Learning theory applied to study skills 376
Applications of learning theory to organisations
376
Case study 10.1: Springboard Development Programme
an evaluation 380
11 The Process of Perception 385
By Laurie Mullins and Linda Hicks
The perceptual process 386
Selectivity in attention and perception 386
Meaning to the individual 388
Internal factors 388
External factors 390
Organisation and arrangement of stimuli 391
Perceptual illusions 393
Perceiving other people 395
Transactional analysis 397
Selection and attention 399
Organisation and judgement 400
The importance of body language 402
Attribution theory 403
Perceptual distortions and errors 405
Stereotyping 406
The halo effect 407
Perceptual defence 408
Projection 408
Illustrative example: perception of women 408
12 The Nature of Work Motivation 417
The meaning of motivation 418
Needs and expectations at work 419
Frustration induced behaviour 420
Money as a motivator 423
Theories of motivation 424
Content theories of motivation 426
Maslow s hierarchy of needs theory 426
Alderfer s modified need hierarchy model 430
Herzberg s motivation hygiene theory 431
McClelland s achievement motivation theory 434
Process theories of motivation 435
Vroom s expectancy theory 436
The Porter and Lawler expectancy model 438
Lawler s revised expectancy model 440
Implications for managers of expectancy
theories 441
The motivation of knowledge workers 442
Xii CONTENTS
Equity theory of motivation 443
Goal theory 445
Attribution theory 446
Appendix: Developing reward strategies to motivate
and compensate knowledge workers 449
Case study 12.1: Mot so much a motivational pyramid,
more a slippery slope 455
GROUPS
13 The Nature of Work Groups 461
The meaning and importance of groups 462
Influences on behaviour at work 462
The importance of teamwork 465
The difference between groups and teams 468
Formal and informal groups 469
Reasons for formation of groups 470
Group cohesiveness and performance 472
Membership 473
Work environment 473
Organisational factors 474
Group development and maturity 475
Potential disadvantages of strong, cohesive groups 476
Characteristics of an effective work group 477
The effects of technology on work groups 477
Role relationships 478
Role conflict 481
Role stress 482
Appendix: Teamwork in a small company 485
Case study 13.1: Hovertec pic 489
14 Group Processes and Behaviour 494
Interactions among members 495
Membership of successful teams 495
Belbin s team roles 496
Patterns of communication 500
Analysis of behaviour in groups 502
Sociometry 503
Interaction analysis 504
Frameworks of behavioural analysis 507
Group performance and effectiveness 508
The risky shift phenomenon 510
Groupthink 510
Brainstorming 511
Variety of interrelated factors 513
Group dynamics 514
T groups 576
A continuous process of improvement and
innovation 577
Appendix: Barriers come down to build up team
spirit 5/9
ORGANISATION STRUCTURES
15 Organisation Structure and Design 529
The meaning and nature of organisation
structure 530
The importance of good structure 531
Levels of organisation 532
The importance of the hierarchy 535
The design of organisation structure 535
Clarification of objectives 537
Task and element functions 537
The division of work 538
Centralisation and decentralisation 541
Principles of organisation 542
Span of control 543
The scalar chain 544
Flatter organisation structures 546
Formal organisational relationships 547
Line and staff organisation 548
Project teams and matrix organisation 550
Effects of a deficient organisation structure 552
Organisation charts 554
Structure and organisational behaviour 555
Case study 15.1: Problems at Head Office 559
Case study 15.2: Zeton Ltd 560
16 Patterns of Structure and Work
Organisation 563
Variables influencing organisation structure 564
The contingency approach 564
Size of organisation 565
Technology 567
The Woodward study 567
Major dimensions of technology: the work of
Perrow 570
Environment 571
The Burns and Stalker study 577
Mixed forms of organisation structure 573
The Lawrence and Lorsch study 574
Evaluation of the contingency approach 576
Contribution of contingency theory 578
Alternative forms of structure 578
The demand for flexibility 579
The shamrock organisation 582
The nature of delegation 582
The manager subordinate relationship 583
The need for control 585
A systematic approach to delegation 586
The concept of empowerment 590
Benefits of delegation and empowerment 592
Organisational practices 593
The Peter Principle 593
Parkinson s Law 594
Appendix: Empowerment 596
Case study 16.1: The enthusiastic delegator 602
17 Technology and Organisations 608
By David Preece
Theorising technology 609
New technology and organisations 613
Developments and applications in hardware and
software 615
Adoption and introduction of new technology 616
Case studies in objective setting in new
technology adoption 620
Case study 17.1: Tawny Taverns 620
Case study 17.2: Redstart Computers 623
Case study 17.3: Taylors Ltd 626
Case study 17.3: Bains Ltd 627
The influence of social, political and contextual
factors 628
Managerial involvement in technical change 630
Employee involvement in technical change 631
Acceptance of technical change 635
Job redesign and work humanisation 636
MANAGEMENT OF HUMAN RESOURCES
18 Job Satisfaction and Work Performance
645
The meaning and nature of job satisfaction 646
Dimensions of job satisfaction 646
Framework of study 648
Information communications technology 650
Stress at work 650
Coping with stress 655
Work organisation and job design 658
Individual job redesign 658
Desirable task and job characteristics 659
A comprehensive model of job enrichment 660
Broader organisational approaches to improved
job design 662
The life/work debate 663
Management style and culture 665
Employee involvement 666
Empowerment and job satisfaction 667
Self managed work groups 667
Flexible working arrangements 669
Contextual factors in job design 671
Quality circles 671
CONTENTS xiii
The happy/productive worker 673
Appendix 1: Job satisfaction: the fit between
expectations and experiences 675
Appendix 2: An elusive but expensive concept: stress
676
Case study 18.1: The wide open spaces 679
Case study 18.2: Managing supervisors 680
19 Human Resource Management 684
The nature of human resource management (HRM)
685
HRM policies, activities and functions 687
Organisation of the HRM function 689
HRM and personnel: a shared responsibility 690
The importance of HRM 693
Training and development 693
Main stages of training 695
The management of training 696
Investors in People (HP) 699
Performance appraisal 700
Questions to be addressed 701
Establishing the appraisal system 704
Methods of appraisal 706
Potential problem areas 707
Employee relations 707
Unitary and pluralistic perspectives 709
Regulating the employment contract 709
Responsibility for employee relations 712
International dimensions of HRM 713
Industrial democracy in European countries 714
The German system 714
Appendix 1: Investors in People (IiP) 716
Appendix 2: Abbey National Performance
Management Systems Booklet 720
Appendix 3: The Investors in People Standard 725
Case study 19.1: London Taverns Ltd 730
Case study 19.2: Accelerating the performance
momentum at Sisson Systems 731
20 Staffing the Organisation 734
The concern of all managers 735
Human resource planning 735
The value of human resource planning 737
Recruitment and selection of staff 738
Job analysis 740
Person specifications 742
Difficulties and distastes of the job 744
The importance of job analysis 745
Attracting suitable applicants 745
Methods of selection 747
Selection tests and questionnaires 748
Group exercises 749
The selection interview 750
XIV CONTENTS
Interviewing style 751
Competency based approach to recruitment and
selection 753
The selection decision 754
Induction and follow up 754
Costs of the selection process 755
Effectiveness of the recruitment and selection
process 755
Case study 20.1: Wessex Computers 760
IMPROVING ORGANISATIONAL
PERFORMANCE
21 Management Control and Power 765
The meaning of control 766
Approaches to management control 768
Assumptions of organisation and management 769
Elements of a management control system 770
Forms of control 771
Classification of control systems 772
Strategies of control in organisations 774
Characteristics of an effective control system 776
Power, involvement and compliance 777
Power and management control 778
The balance between order and flexibility 779
Perspectives of organisational power 780
Pluralistic approaches to power 781
Motivational need for power 783
Behavioural factors in control systems 784
Overcoming resistance to management control 785
Financial and accounting systems of control 787
Motivation to improve performance 790
Case study 21.1: The Omega organisation 795
22 Organisation Development (Culture,
Conflict and Change) 798
The meaning of organisation development 799
Topics associated with OD 799
Organisational culture 801
Types of organisational culture 802
Influences on the development of culture 804
The cultural web 805
The importance of culture 807
Organisational climate 809
Employee commitment 811
Behaviours which denote commitment 812
The management of organisational climate 813
Organisational conflict 813
Contrasting views of conflict 814
The sources of conflict 875
Strategies for managing conflict 817
The nature of organisational change 818
Planned organisational change 819
Resistance to change 822
The management of organisational change 824
Human and social factors of change 826
Responsibilities of top management 829
Appendix 1: Organisational culture change and IT
in an SME 831
Appendix 2: Siemens Nixdorf s new dynamism 833
Case study 22.1: The Wakewood organisation 837
Case study 22.2: Gremby County Council 838
23 Management Development and
Organisational Effectiveness 843
The importance of effective management 844
The meaning and nature of management
development 844
An integrated model of management
development 846
Management development process 850
Continuing professional development (CPD) 854
Management education, training and
development 855
The Management Charter Initiative (MCI) 857
The nature of organisational effectiveness 858
The Peters and Waterman study 858
Heller s study of European excellence 860
The Goldsmith and Clutterbuck study 861
The learning organisation 861
Total Quality Management (TQM) 862
Business process re engineering (BPR) 867
Building Tomorrow s Company 868
The EFQM excellence model 870
Assessing organisational performance 873
A range of different criteria 875
Organisation audit 876
Benchmarking 876
Performance indicators in the public sector 876
So what of the future? 877
Appendix 1: The components of the Management
Standards 882
Appendix 2: Qualities and competencies needed for
the 21st century board of directors 884
Appendix 3: Building organisational
competence 888
Glossary 899
Index 913
|
| any_adam_object | 1 |
| author | Mullins, Laurie J. |
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| author_sort | Mullins, Laurie J. |
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| dewey-tens | 650 - Management and auxiliary services |
| discipline | Psychologie Wirtschaftswissenschaften |
| edition | 6. ed. |
| format | Book |
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| genre | 1\p (DE-588)4006432-3 Bibliografie gnd-content |
| genre_facet | Bibliografie |
| id | DE-604.BV014116083 |
| illustrated | Illustrated |
| indexdate | 2024-12-23T15:47:48Z |
| institution | BVB |
| isbn | 0273651471 |
| language | English |
| oai_aleph_id | oai:aleph.bib-bvb.de:BVB01-009671768 |
| oclc_num | 247909423 |
| open_access_boolean | |
| owner | DE-703 DE-91 DE-BY-TUM DE-634 |
| owner_facet | DE-703 DE-91 DE-BY-TUM DE-634 |
| physical | XVII, 933 S. graph. Darst. |
| publishDate | 2002 |
| publishDateSearch | 2002 |
| publishDateSort | 2002 |
| publisher | Financial Times, Prentice Hall |
| record_format | marc |
| spellingShingle | Mullins, Laurie J. Management and organisational behaviour Organizational behavior Organisationspsychologie (DE-588)4043786-3 gnd Management (DE-588)4037278-9 gnd Organisationsverhalten (DE-588)4285859-8 gnd |
| subject_GND | (DE-588)4043786-3 (DE-588)4037278-9 (DE-588)4285859-8 (DE-588)4006432-3 |
| title | Management and organisational behaviour |
| title_auth | Management and organisational behaviour |
| title_exact_search | Management and organisational behaviour |
| title_full | Management and organisational behaviour Laurie J. Mullins |
| title_fullStr | Management and organisational behaviour Laurie J. Mullins |
| title_full_unstemmed | Management and organisational behaviour Laurie J. Mullins |
| title_short | Management and organisational behaviour |
| title_sort | management and organisational behaviour |
| topic | Organizational behavior Organisationspsychologie (DE-588)4043786-3 gnd Management (DE-588)4037278-9 gnd Organisationsverhalten (DE-588)4285859-8 gnd |
| topic_facet | Organizational behavior Organisationspsychologie Management Organisationsverhalten Bibliografie |
| url | http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=009671768&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA |
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