Essentials of organisational behaviour:
Gespeichert in:
| Beteilige Person: | |
|---|---|
| Format: | Buch |
| Sprache: | Englisch |
| Veröffentlicht: |
Harlow [u.a.]
Financial Times Prentice Hall
2011
|
| Ausgabe: | 3. ed. |
| Schlagwörter: | |
| Links: | http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=022644227&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA |
| Beschreibung: | Includes bibliographical references and index |
| Umfang: | XXI, 500 S. Ill., graph. Darst. |
| ISBN: | 9780273757344 |
Internformat
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| 245 | 1 | 0 | |a Essentials of organisational behaviour |c Laurie J. Mullins |
| 250 | |a 3. ed. | ||
| 264 | 1 | |a Harlow [u.a.] |b Financial Times Prentice Hall |c 2011 | |
| 300 | |a XXI, 500 S. |b Ill., graph. Darst. | ||
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Datensatz im Suchindex
| _version_ | 1819283424734609408 |
|---|---|
| adam_text | Titel: Essentials of organisational behaviour
Autor: Mullins, Laurie J.
Jahr: 2011
CONTENTS IN DETAIL
About this book xiv Scientific management 45
Guided tour xvi Relevance of scientific management 47
Publisher s acknowledgments xix Bureaucracy 49
Criticisms of bureaucracy 51
Parti
Evaluation of bureaucracy 51
Structuralism 53
THE ORGANISATIONAL SETTING The numan relations approach 53
Evaluation of the human relations approach 55
1 The Nature of Organisational Behaviour 2 Neo-human relations 56
The meaning of organisational behaviour 3 Tne systems approach 57
The study of organisational behaviour 3 The contingency approach 59
A framework of study 4 Other approaches to the study of organisations 61
Influences on behaviour 6 The decision-making approach 61
A multidisciplinary approach 8 Social action 61
Organisational metaphors 9 A number of approaches 63
Orientations to work and the work ethic 10
Postmodernism 63
Management as an integrating activity 12 Relevance to management and organisational
The psychological contract 14
behaviour 65
Organisational practices 17 Towards a scientific value approach? 67
The Peter Principle 18 Benefits to the manager 68
Parkinson s Law 18 Synopsis 69
The changing world of work organisations 20 Review and discussion questions 70
Globalisation and the international context 21 Management in the news: The story of the
A cross-cultural approach to management 24 middleman 70
Is organisational behaviour culture-bound? 25 Assignment 71
Five dimensions of culture: the contribution Case study: Dell Computers: the world at your
ofHofstede 26 fingertips 72
Cultural diversity: the contribution of Trompenaars 28 Notes and references 74
Emerging frameworks for understanding culture 31 Integrative case study for Part 1: The Sunday
Convergence or culture-specific organisational Times 100 (Section 2) 76
behaviour 31
The importance of organisational behaviour 32
Synopsis 32
Review and discussion questions 33
Management in the news: A melting pot for forging
success 34 3 Individual Differences and Diversity 78
Part 2
THE INDIVIDUAL
Assignments 1 and 2 35
The recognition of individuality 79
Case study: Virgin Atlantic and Ryanair 36 How do individuals differ? 79
Notes and references 38 Persona|ity 80
Integrative case study for Part 1: The Sunday Nomothetic and idiographic approaches 80
Times 100 (Section 1) 40 Nomothetic personality theories 83
Idiographic theoretical approaches 85
2 Approaches to Organisation and Complementary approaches 86
Management 41
Applications within the work organisation 88
The theory of management 42 Emotions at work 90
Developments in management and Type A and Type B personalities 91
organisational behaviour 42 Ability 91
The classical approach 43 Emotional intelligence (El) 94
ix
CONTENTS IN DETAIL
Attitudes 95 Needs and expectations at work 167
Attitude change 98 Money as a motivator 168
Testing and assessment 99 Broader intrinsic motivation 169
Diversity management 102 Frustration-induced behaviour 170
The business case for diversity 104 Theories of motivation 172
Diversity training 106 Content theories of motivation 173
Top performing organisations 109 Maslow s hierarchy of needs theory 174
Criticisms and limitations 110 Alderfer s modified need hierarchy model 177
Diversity, gender and organisations 111 Herzberg s two-factor theory 178
Synopsis 113 McClelland s achievement motivation theory 180
ftew ew and discussion questions 113 Process theories of motivation 182
Management in the news: The Apprentice, week rime 114 Vroom s expectancy theory 183
Assignment 115 The Porter and Lawler expectancy model 184
Case study: B Q: the business case for diversity 116 Explanation of relationships 185
Notes and references 117 Lawler s revised expectancy model 186
Integrative case study for Part 2: The Wardrobe Implications for managers of expectancy
Surgery (Section 1) 120 theories 187
Equity theory of motivation 188
4 Perception and Communication 121 Goal theory 190
The perceptual process 122 Attribution theory 191
Selectivity in attention and perception 122 Organisational behaviour modification 192
Internal factors 125 The motivation of knowledge workers 193
Cultural differences 127 Cross-cultural dimensions of motivation 194
External factors 130 Job satisfaction 195
Organisation and arrangement of stimuli 131 Alienation at work 198
Perceptual illusions 134 A comprehensive model of job enrichment 199
Selection and attention 135 Contextual factors in job design 202
Organisation and judgement 136 Synopsis 203
Connection of the conscious, unconscious and Review and discussion questions 203
physiology 138 Management in the news: Top marks for the best
Perceiving other people 139 employee awards 204
Non-verbal communication and body language 143 Assignments 1 and 2 205
Interpersonal communications 146 Case study: Don t get mad, get on-line! 206
Neuro-linguistic programming (NLP) 147 Notes and references 207
Transactional analysis (TA) 148 Integrative case study for Part 2: The Wardrobe
Attribution theory 150 Surgery (Section 3) 210
Perceptual distortions and errors 152
Part 3
GROUPS, TEAMS AND LEADERSHIP
Stereotyping 153
The halo effect 154
Perpetual defence 154
Projection 154
Self-fulfilling prophecy 155 6 Work Groups and Teams 212
Understanding the organisational process 155 The meaning and importance of groups
Synopsis 157 and teams 213
Review and discussion questions 158 Differences between groups and teams 213
Management in the news: How to be happy in life: Group values and norms 215
let out your anger 158 Formal and informal groups 215
Assignment 1 159 Reasons for formation of groups or teams 218
Assignment 2 160 Group cohesiveness and performance 219
Case study: Behavioural economics 160 Membership 220
Notes and references 162 Work environment 220
Integrative case study for Part 2: The Wardrobe Organisational 221
Surgery (Section 2) 164 Group development and maturity 222
Social identity theory 224
5 Work Motivation and Job Satisfaction 165 Potential disadvantages of strong, cohesive
The meaning of motivation 166 groups 225
CONTENTS IN DETAIL
Characteristics of an effective work group 226 8 The Nature of Management 295
Virtual teams 227 jhe meaning of management 296
Role relationships 228 The process of management 298
Role conflict 230 prjncip|es of management 300
The importance of teamwork 233 Management as a social process 302
Interactions among members 234 The tasks and contribution of a manager 302
Belbin s team-roles 235
The essential nature of managerial work 303
Patterns of communication 237 The work of a manager 305
Individual compared with group or team Managerial roles 306
performance 241
Brainstorming 243
Sensitivity training 244
Behaviour pattern of general managers 308
Determining what real managers do 309
Patterns of managerial work and behaviour 309
Building successful teams 244 The attributes and qua|itjes of a manager 310
Synopsis 247
The importance of management skills 311
Review and discussion questions 248 The changing ro,e of managers 313
Management in the news: Dragon boat racing Tne importance of managerial style 314
on the Thames 248 Theory X and Theory Y management 315
Assignments 1 and 2 249 The Managerial/Leadership Grid® 317
Case study: Top Gear 250
Notes and references 251
Management by objectives (MBO) 320
Managing with and through people 322
Integrative case study for Part 3: The Red Arrows Managerial effectiveness 326
(Section 1) 254
7 The Nature of Leadership 255
Measures of effectiveness 327
Management Standards Centre (MSC) 328
Synopsis 330
9 Strategy and Structure 338
The meaning of leadership 256 Review and discussion questions 330
Leadership or management? 256 Management in the news: Science of managing
Approaches to leadership 258 monkeys 331
The qualities or traits approach 258 Assignments 1 and 2 332
The functional (or group) approach 260 Case study: Stuck in the middle? 332
Action-centred leadership 261 Notes and references 334
Leadership as a behavioural category 262 Integrative case study for Part 3: The Red Arrows
Styles of leadership 263 (Section 3) 336
Continuum of leadership behaviour 264
Contingency theories of leadership 267
Fiedler s contingency model 267 Part 4
The Vroom and Yetton contingency model 269 THE ORGANISATION
The Vroom and Jago revised decision model 270
Path-goal theory 270
Readiness of the followers or group 272
Transformational leadership 274 The importance of strategy 339
Inspirational or visionary leadership 275 SWOT analysis 341
Leadership and innovation 279 Organisational goals 342
The leadership relationship 280 Objectives and policy 345
Leadership effectiveness 282 Dimensions of organisation structure 347
Leadership development 284 The importance of good structure 348
Leaders of the future 286 Levels of organisation 349
Synopsis 287 Underlying features of organisation structure 350
Review and discussion questions 288 Division of work 352
Management in the news: Managing the mood Centralisation and decentralisation 354
is crucial 288 Principles of organisation 356
Assignment 1 289 Span of control 357
Assignment 2 290 The chain of command 357
Case study: Being Apple: Steve Jobs 290 The importance of the hierarchy 358
Notes and references 292 Formal organisational relationships 359
Integrative case study for Part 3: The Red Arrows Project teams and matrix organisation 363
(Section 2) 294 Effects of a deficient organisation structure 365
xi
CONTENTS IN DETAIL
Organisation charts 365 The profit objective 422
Variables influencing organisation structure 366 The balanced scorecard 424
The changing face of the workplace 369 Corporate social responsibilities (CSR) 425
The demand for flexibility 369 Organisational stakeholders 427
Structure and organisational behaviour 372 The UN global compact 429
Synopsis 374 Values and ethics 430
Review and discussion questions 375 Ethics and corporate social resonsibility 431
Management in the news: A taxing merger 375 Goodness of proposed fit 432
Assignment 1 376 Business ethics 435
Assignment 2 377 Codes of business conduct (or ethics) 437
Case study: John Lewis: distinctively successful 377 Synopsis 440
Notes and references 379 Review and discussion questions 441
Integrative case study for Part 4: BP (Section 1) 381 Management in the news: Trade-offs in the
moral maze 441
10 Control and Power 382 Assignment 1 442
The controversial nature of control 383 Assignment 2 443
Expression of managerial behaviour 385 Case study: The Fairtrade Foundation 443
Elements of an organisational control system 386 Notes and references 444
Forms of control 387 Integrative case study for Part 4: BP (Section 3) 446
Strategies of control in organisations 388
Characteristics of an effective control system 390 12 Culture and Change 447
Power and management control 391 Organisation development, culture and change 448
Perspectives of organisational power 393 Organisational culture 450
Pluralistic approaches to power 394 Types of organisational culture 451
The balance between order and flexibility 396 Influences on the development of culture 453
Behavioural factors in control systems 396 The cultural web 454
Financial and accounting systems of control 397 The importance of culture 455
The concept of empowerment 398 Organisational climate 459
The manager-subordinate relationship 400 Employee commitment 460
Benefits of delegation 402 The nature of organisational change 463
Empowering other people 403 Planned organisational change 464
A systematic approach to empowerment and Resistance to change 467
delegation 404 The management of organisational change 470
Does empowerment deliver? 407 Overcoming resistance to change 473
Synopsis 409 Synopsis 475
Review and discussion questions 410 Review and discussion questions 476
Management in the news: The undercover boss 411 Management in the news: The time is ripe for
Assignment 412 fresh ideas 476
Case study: What you say is what you get... ? 413 Assignment 478
Notes and references 414 Case study: Moving with the times 478
Integrative case study for Part 4: BP (Section 2) 416 Notes and references 480
Integrative case study for Part 4: BP (Section 4) 482
11 Corporate Responsibility and Ethics 417
Organisational ideologies and principles 418 Glossary 483
Mission statements 420 Index 493
XII
|
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| indexdate | 2024-12-20T15:18:05Z |
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| isbn | 9780273757344 |
| language | English |
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| spellingShingle | Mullins, Laurie J. Essentials of organisational behaviour Organisatiegedrag gtt Organizational behavior Management Organisationsverhalten (DE-588)4285859-8 gnd |
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| title | Essentials of organisational behaviour |
| title_auth | Essentials of organisational behaviour |
| title_exact_search | Essentials of organisational behaviour |
| title_full | Essentials of organisational behaviour Laurie J. Mullins |
| title_fullStr | Essentials of organisational behaviour Laurie J. Mullins |
| title_full_unstemmed | Essentials of organisational behaviour Laurie J. Mullins |
| title_short | Essentials of organisational behaviour |
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