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:	Harlow [u.a.] Financial Times, Prentice Hall 2002
Ausgabe:	6. ed.
Schlagwörter:	Organizational behavior Organisationspsychologie Management Organisationsverhalten Bibliografie
Links:	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
Umfang:	XVII, 933 S. graph. Darst.
ISBN:	0273651471

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Datensatz im Suchindex

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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
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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
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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
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