Verfügbarkeit: Management and organisational behaviour

Management and organisational behaviour:

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Bibliographische Detailangaben
Beteilige Person:	Mullins, Laurie J. (VerfasserIn)
Format:	Buch
Sprache:	Englisch
Veröffentlicht:	London Financial Times, Pitman Publishing 1999
Ausgabe:	Fifth edition
Schlagwörter:	Comportement organisationnel Organisatiegedrag Personnel - Direction Management Organizational behavior Personnel management Organisationsverhalten Organisationspsychologie Bibliografie
Links:	http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=008548107&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA
Beschreibung:	Literaturangaben
Umfang:	XIV, 913 Seiten Diagramme
ISBN:	0273635522

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Datensatz im Suchindex

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adam_text	Contents In acknowledgement and appreciation xiii Acknowledgements for assignments and case studies xiv PartJ _____ MANAGEMENT AND ORGANISATIONAL BEHAVIOUR 1 Introduction 3 About this book 4 Plan of the book 6 Your study of the book 7 The changing nature of work organisations 8 The study of management and organisational behaviour 9 2 The Nature of Organisational Behaviour 13 The meaning of organisational behaviour 14 Influences on behaviour in organisations 15 Behavioural science A multidisciplinary approach 17 The importance of the study of organisational behaviour 19 Contrasting perspectives of organisations 19 Organisational effectiveness 20 Orientations to work 21 Management as an integrating activity 22 The psychological contract 24 Changing nature of the psychological contract 26 The need for an international approach 28 Britain and the European Union 29 The influence of national culture 29 Culture and organisational behaviour 31 Case study: Eric and Kipsy 36 3 Approaches to Organisation and Management 45 Management theory 46 Developments in management and organisational behaviour 46 The classical approach 47 Scientific management 49 Relevance of scientific management 57 Bureaucracy 54 Criticisms of bureaucracy 55 Evaluation of bureaucracy 57 Structuralism 58 The human relations approach 58 Evaluation of the human relations approach 61 Neo human relations 62 The systems approach 63 The contingency approach 65 Other approaches to the study of organisations 65 The decision making approach 65 Social action 66 A number of different approaches 68 Relevance to management and organisational behaviour 68 Changes in management thinking 70 Towards a scientific value approach? 71 Benefits to the manager 72 Case study: Applications of organisation theory in HelgatonLtd 76 Part 2 THE ORGANISATIONAL SETTING 4 The Nature of Organisations 87 The context of the organisation 88 Formal and informal organisations 89 Functions of the informal organisation 93 Basic components of an organisation 93 Private and public sector organisations 95 Types of authority and organisations 96 The classification of organisations 97 Prime beneficiary of the organisation 98 Primary activity of the organisation 98 The organisation as an open system 99 Interactions with the environment 100 The comparative study of organisations 102 Organisational sub systems 103 The analysis of work organisations 10S Contingency models of organisation 107 The influence of technology 107 Information technology 109 Managing technical change 109 Organisational goals 110 5 Organisational Goals and Objectives 115 The nature of organisational goals 116 The functions of goals 117 Integration of goals 118 Classification of organisational goals 779 Organisational ideologies and principles 727 Objectives and policy 123 The profit objective 726 Fallacy of the single objective 727 The need for strategy 729 The concept of synergy 130 SWOT analysis 737 The management of opportunities and risks 132 Social responsibilities of organisations 133 Organisational stakeholders 735 Social reports 739 Profit and effective performance 739 Values in organisations 7 39 Values and ethics 742 Corporate social responsibility 743 Agency versus stakeholder theory 744 Business ethics 746 Corporate governance 747 Case study: Square Deal pic 159 Part 3 THE ROLE OF THE MANAGER 6 The Nature of Management 765 The meaning of management 766 Management and administration 768 The process of management 769 Management as a social process 772 Other analyses 772 The tasks and contribution of a manager 773 Particular approaches to management 774 Essential nature of managerial work 774 The efforts of other people 7 76 Management in service industries 777 Management in private enterprise and public sector organisations 178 The attributes and qualities of a manager 181 The process of delegation 184 Benefits of delegation 184 Reasons for lack of delegation 186 The art of delegation 187 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: What is management? 197 7 Managerial Behaviour and Effectiveness 207 Managerial behaviour 208 Managers attitudes towards people 208 Japanese Theory Z environment 211 The Managerial/Leadership Grid® 211 Management systems 216 System 4 management 218 Management by Objectives (MBO) 220 Applications of MBO 222 Evaluation of MBO 223 MBO based appraisal schemes 224 Managing people 225 Basic managerial philosophies 226 Choice of managerial style 229 The human cost of poor management 232 Managerial effectiveness 233 Measures of effectiveness 234 The management of time 235 Case study: Chemical company 238 3 D model of managerial behaviour 239 General criteria of managerial effectiveness 242 Appendix: Cultivating the human touch 243 Case study 1: Library management 247 Case study 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 260 vi CON 1 tl 1 S The functional or group approach 261 Action centred leadership 263 Leadership as a behavioural category 265 Styles of leadership 266 Continuum of leadership behaviour 270 The situational approach 272 Contingency theories of leadership 272 Fiedler s contingency model 273 Vroom and Yetton contingency model 275 The Vroom and Jago revised decision model 276 Path Goal theory 277 Readiness of the followers or group 278 Transformational leadership 280 No one best form of leadership 282 National cultural dimensions of leadership 284 Variables affecting leadership effectiveness 285 Case study: International practice: British Petroleum 291 Part 4 THE INDIVIDUAL 9 Individual Differences 299 By Linda Hicks Individual behaviour in organisations 300 Personality 301 Nomothetic and idiographic approaches 304 Theoretical approaches: nomothetic 305 Eysenck 305 Cattell 306 Theoretical approaches: idiographic 307 Erikson 308 Other theoretical approaches 309 Freud 309 Jung 312 Cognitive theory: Kelly s personal construct theory 312 Applications within the work organisation 325 Stress and the individual 316 Ability 317 Testing 321 Attitudes 324 Attitudes, managers and culture 326 Attitude change 327 Gender and organisations 327 Historical context 330 Understanding women s position and status 331 Economic theories 332 Psychological sex differences 332 The socialisation process 333 Orientations and motivations towards work 333 Working practices 334 Leadership, management and women 336 Positive approaches 337 10 The Nature of Learning 344 By Linda Hicks The meaning and nature of learning 345 Organisations and the management of learning 348 Knowledge management 349 The learning organisation 357 How do people learn? 354 Behaviourism 354 The outcomes of learning 357 Operant conditioning 357 Social learning 360 Limitations of the behaviourist school 360 Cognitive theories 361 Complex models of learning 362 Learning styles 364 Creativity 364 Facilitating learning 367 Learning theory applied to study skills 368 Applications of learning theory to organisations 368 Case study: Springboard Development Programme an evaluation 371 11 The Process of Perception 376 By Laurie Mullins and Linda Hicks The perceptual process 377 Meaning to the individual 379 Internal factors 380 External factors 381 Organisation and arrangement of stimuli 382 Perceptual illusions 384 Perceiving other people 387 Transactional analysis 389 Selection and attention 390 Organisation and judgement 391 The importance of body language 393 Attribution theory 393 Perceptual distortions and errors 395 Stereotyping 396 The halo effect 397 Perceptual defence 397 Projection 398 Illustrative example: perception of women 398 12 The Nature of Work Motivation 405 The meaning of motivation 406 Needs and expectations at work 407 Frustration induced behaviour 408 Approaches to motivation at work 411 Money as a motivator 412 Influences on motivation 413 Theories of motivation 414 Content theories of motivation 415 Maslow s hierarchy of needs theory 416 Evaluation of Maslow s theory 418 Alderfer s modified need hierarchy model 420 Herzberg s motivation hygiene theory 421 Evaluation of Herzberg s work 421 McClelland s achievement motivation theory 424 Process theories of motivation 426 Vroom s expectancy theory 427 The Porter and Lawler expectancy model 429 Lawler s revised expectancy model 432 Implications for managers of expectancy theories 433 The motivation of knowledge workers 434 Equity theory of motivation 435 Goal theory 437 Attribution theory 438 Appendix: Developing reward strategies to motivate and compensate knowledge workers 440 Part 5 GROUPS 13 The Nature of Work Groups 451 The meaning and importance of groups 452 Influences on behaviour at work 453 The importance of teamwork 455 Work pattern of organisations 457 Formal and informal groups 459 Reasons for formation of groups 461 Group cohesiveness and performance 462 Membership 462 Work environment 464 Organisational factors 464 Group development and maturity 465 Potential disadvantages of strong, cohesive groups 466 Characteristics of an effective work group 467 The effects of technology on work groups 468 Role relationships 470 Role conflict 473 Role stress 474 Case study: Hovertec pic 479 14 Group Processes and Behaviour 483 Interactions among members 484 Membership of successful teams 485 Patterns of communication 488 Analysis of behaviour in groups 491 Sociometry 492 Interaction analysis 493 Frameworks of behavioural analysis 495 Group performance and effectiveness 499 Brainstorming 500 Variety of interrelated factors 503 Group dynamics 504 T groups 504 A continuous process of improvement and innovation 507 Part 6 ORGANISATION STRUCTURES 15 Organisation Structure and Design Sli The meaning and nature of organisation structure 520 The importance of good structure 521 Levels of organisation 522 Dimensions of structure 525 The design of organisation structure 526 Clarification of objectives 526 Task and element functions 527 The division of work 528 Centralisation and decentralisation 532 Principles of organisation 532 Span of control 533 The scalar chain 535 Flatter organisation structures 537 Formal organisational relationships 537 Line and staff organisation 539 Project teams and matrix organisation 547 Effects of a deficient organisation structure 543 Attention to human part of the organisation 545 Organisation charts 545 Case study 1: Problems at Head Office 550 Case study 2: Zeton Ltd 551 UUiN 1 LIN I J 16 Patterns of Structure and Work Organisation 554 Variables influencing organisation structure 555 The contingency approach 555 Size of organisation 557 Technology 559 The Woodward Study 559 Major dimensions of technology: the work of Perrow 562 Environment 563 The Burns and Stalker study 563 Mixed forms of organisation structure 565 The Lawrence and Lorsch study 566 Evaluation of the contingency approach 568 Contribution of contingency theory 570 Is culture a contingent factor? 571 The demand for flexibility 572 The shamrock organisation 572 Alternative forms of structure 574 The nature of delegation 574 The manager subordinate relationship 576 Factors influencing delegation 577 The need for control 579 A systematic approach to delegation 579 The importance of effective delegation 582 Organisational practices 584 Parkinson s Law 584 The Peter Principle 585 Case study: The enthusiastic delegator 589 17 Technology and Organisations 595 By David Preece Theorising technology 596 New technology and organisations 600 Developments and applications in hardware and software 602 Adoption and introduction of new technology 603 Case studies in objective setting in new technology adoption 607 Case study 1: Mirfield Building Society 607 Case study 2: Bingley Building Society 609 Case study 3: Taylors Ltd 610 Case study 3: Bains Ltd 611 The influence of social, political and contextual factors 612 Managerial involvement in technical change 614 Employee involvement 616 Acceptance of technical change 620 Toh redesign and work humanisation 621 Part 7 MANAGEMENT OF HUMAN RESOURCES 18 Job Satisfaction and Work Performance 629 The meaning and nature of job satisfaction 630 Dimensions of job satisfaction 631 Framework of study 632 Alienation at work 635 The nature of technology 636 Stress at work 637 Coping with stress 640 Work organisation and job design 640 Individual job redesign 640 A comprehensive model of job enrichment 643 Job enrichment and job satisfaction 645 Broader organisational approaches to improved job design 645 Desirable task and job characteristics 647 Management style and culture 649 Employee involvement 651 Empowerment 652 Self managed work groups 654 Flexible working arrangements 655 Contextual factors in job design 657 Quality circles 658 The happy/productive worker 659 Appendix 1: Job satisfaction: the fit between expectations and experiences 661 Appendix 2: Empowerment 663 Appendix 3: Employee involvement through job redesign at Lloyds Bank 670 Case study 1: The wide open spaces 675 Case study 2: Managing supervisors 676 19 Human Resource Management 679 The nature of human resource management (HRM) 680 HRM policies, activities and functions 682 Organisation of the HRM function 684 HRM and personnel: a shared responsibility 685 The importance of HRM 687 Training and development 688 Main stages of training 689 The management of training 690 Investors in People (HP) 695 Performance appraisal 695 Questions to be addressed 697 Establishing the appraisal system 699 Methods of appraisal 702 Potential problem areas 703 Employee relations 704 Unitary and pluralistic perspectives 705 Regulating the employment contract 706 Responsibility for employee relations 708 Effectiveness of the HRM function 709 International dimensions of HRM 710 Industrial democracy in European countries 711 The German system 711 Appendix 1: Investors in People (UP) 713 Appendix 2: Abbey National Performance Management System Booklet 718 Case study 1: London Taverns Ltd 727 Case study 2: Manfrithshire County Council 728 Case study 3: Car Parts of Westborough 729 20 Staffing the Organisation 733 The concern of all managers 734 Human resource planning 735 The value of human resource planning 736 Recruitment and selection of staff 737 Job analysis 740 Person specifications 741 Difficulties and distastes of the job 743 The importance of job analysis 745 Attracting suitable applicants 745 Methods of selection 746 Selection tests and questionnaires 747 Group exercises 748 The selection interview 750 Interviewing style 752 The selection decision 754 Induction and follow up 754 Costs of the selection process 755 Effectiveness of the recruitment and selection process 755 Appendix: Marks and Spencer PLC s selection process for management 758 Case study 1: Sixth time lucky 760 Case study 2: Wessex Computers 761 Part 8 IMPROVING ORGANISATIONAL PERFORMANCE 21 Management Control and Power 767 The meaning of control 768 Approaches to management control 770 Assumptions of organisation and management 777 Elements of a management control system 772 Forms of control 773 Classification of control systems 774 Strategies of control in organisations 776 Characteristics of an effective control system 778 The balance between order and flexibility 780 Power and management control 781 Power, involvement and compliance 781 Perspectives of organisational power 782 Pluralistic approaches to power 783 Motivational need for power 785 Behavioural factors in control systems 785 Overcoming resistance to management control 786 Accounting systems of control 789 Case study: The Omega Organisation 796 22 Organisation Development (Culture, Conflict and Change) 799 The meaning of organisation development 800 Topics associated with OD 800 Organisational culture 802 Types of organisational culture 803 Influences on the development of culture 805 The cultural web 806 The importance of culture 807 Organisational climate 809 Staff morale 811 Employee commitment 872 Behaviours which denote commitment 875 The management of organisational climate 875 Organisational conflict 876 The meaning of conflict 876 Contrasting views of conflict 877 The sources of conflict 878 Strategies for managing conflict 820 Organisational change 827 Resistance to change 823 CONTENTS The management of organisational change 825 Human and social factors of change 826 Responsibilities of top management 829 Appendix 1: Organisational culture change: the BCM story 831 Appendix 2: Siemens Nixdorf s new dynamism 835 Case study 1: The Wakewood Organisation 839 Case study 2: Rudmore Press Ltd 840 Case study 3: Gremby County Council 842 23 Management Development and Organisational Effectiveness 847 The importance of effective management 848 The meaning and nature of management development 848 An integrated model of management development 849 Management development process 854 Continuing professional development (CPD) 857 Management education, training and development 858 The Management Charter Initiative (MCI) 859 Developments in management education 860 The nature of organisational effectiveness 861 The Peters and Waterman study 862 Heller s study of European excellence 864 The learning organisation 864 Total Quality Management (TQM) 865 Business process re engineering (BPR) 869 Assessing organisational performance 872 A range of different criteria 873 Organisation audit 874 So what of the future? 875 Appendix 1: The components of the Management Standards 880 Appendix 2: Qualities and competencies needed for the 21st century board of directors 882 Appendix 3: TQM The challenge of change 886 Appendix 4: Restructuring How to improve your success ratio 888 Name index 899 Subject index 903
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spellingShingle	Mullins, Laurie J. Management and organisational behaviour Comportement organisationnel ram Organisatiegedrag gtt Personnel - Direction ram Management Organizational behavior Personnel management Organisationsverhalten (DE-588)4285859-8 gnd Organisationspsychologie (DE-588)4043786-3 gnd Management (DE-588)4037278-9 gnd
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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	Comportement organisationnel ram Organisatiegedrag gtt Personnel - Direction ram Management Organizational behavior Personnel management Organisationsverhalten (DE-588)4285859-8 gnd Organisationspsychologie (DE-588)4043786-3 gnd Management (DE-588)4037278-9 gnd
topic_facet	Comportement organisationnel Organisatiegedrag Personnel - Direction Management Organizational behavior Personnel management Organisationsverhalten Organisationspsychologie Bibliografie
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