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Essentials of organisational behaviour

Essentials of organisational behaviour

Mullins, Laurie J

Taking a managerial approach and demonstrating the application of behavioural science within the workplace, this text focuses on the essential topics of organisational behaviour.  The Essentials text is a new concise version of the long established market leader Management & Organisational Behaviour which has set standards in pedagogy and authorship that few texts have matched.  The accessibility of writing style and clarity of presentation makes unfamiliar theory relevant, easily understood and logically applied to the world of work. In 12 chapters, the Essentials version focuses on the core topics of the discipline in a recognisable sequence, starting from the level of individual, though to the group, and finally the organisation

Book. English.
Published Harlow : Financial Times Prentice Hall 2006

Available at Sheppard-Worlock Library.

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Details

Statement of responsibility: Laurie J. Mullins
ISBN: 0273707345, 9780273707349
Note: Includes bibliographical references and index.
Physical Description: xxiii, 544 p. : ill. ; 27 cm.
Subject: Management.; Organizational behavior.

Contents

  1. Contents in Detail
  2. Exhibits, Management in Action, Case Studies and Business Press
  3. Preface
  4. In acknowledgement and appreciation
  5. Publisher's acknowledgements
  6. Guided tour of the book
  7. Guided tour of the Companion Website
  8. Part 1 MANAGING PEOPLE AND ORGANISATIONS
  9. 1. Individuals, Organisations and Management
  10. The meaning of organisational behaviour
  11. Influences on behaviour in organisations
  12. Behavioural science – a multidisciplinary approach
  13. The importance of people and organisational behaviour
  14. Orientations to work and the work ethic
  15. Management as an integrating activity
  16. The psychological contract
  17. Changing nature of the psychological contract
  18. Organisational practices
  19. The Peter Principle
  20. Parkinson's Law
  21. Management theory
  22. Developments in management and organisational behaviour
  23. The classical approach
  24. Scientific management
  25. Relevance of scientific management
  26. Bureaucracy
  27. Criticisms of bureaucracy
  28. Evaluation of bureaucracy
  29. Structuralism
  30. The human relations approach
  31. Evaluation of the human relations approach
  32. Neo-human relations
  33. The systems approach
  34. The contingency approach
  35. Other approaches to the study of organisations
  36. The decision-making approach
  37. Social action
  38. A number of different approaches
  39. Postmodernism
  40. Relevance to management and organisational behaviour
  41. Towards a scientific value approach?
  42. Benefits to the manager
  43. Management in Action 1: A Safe Wayto hold on to staff
  44. Case study 1: Business schools share Enron blame
  45. 2. The Nature and Effectiveness of Management
  46. The meaning of management
  47. Management and administration
  48. The process of management
  49. Principles of management
  50. Management as a social process
  51. The tasks and contribution of a manager
  52. Essential nature of managerial work
  53. The efforts of other people
  54. Management in service industries
  55. The work of a manager
  56. Managerial roles
  57. Behaviour pattern of general managers
  58. Determining what real managers do
  59. Patterns of managerial work and behaviour
  60. The attributes and qualities of a manager
  61. Managers of the future?
  62. Managerial style and behaviour
  63. Managers' attitudes towards people
  64. The Managerial/Leadership Grid®
  65. Framework for patterns of behaviour
  66. Management systems
  67. Management by objectives (MBO)
  68. Managing people
  69. Basic managerial philosophies
  70. Choice of managerial style
  71. Managerial effectiveness
  72. Measures of effectiveness
  73. General criteria of managerial effectiveness
  74. Management in Action 2: Bringing management to book: how to manage a library
  75. Case study 2: End to 'departmentalism': a vision of things to come
  76. Part 2 THE INDIVIDUAL
  77. 3. Individual Differences
  78. The changing nature and scope of managing individuals at work
  79. Personality
  80. Nomothetic and idiographic approaches
  81. Theoretical approaches: nomothetic
  82. Theoretical approaches: idiographic
  83. Other theoretical approaches
  84. Cognitive theory: Kelly's personal construct theory
  85. Applications within the work organisation
  86. Stress and the individual
  87. Ability
  88. Testing
  89. Attitudes
  90. Gender and organisations
  91. Understanding women's position and status
  92. Economic theories
  93. Psychological sex differences
  94. The socialisation process
  95. Orientations and motivations towards work
  96. Working practices
  97. Management in Action 3: Springboard to success: development of women employees
  98. Case study 3: Organisations, too, can be put on the couch
  99. 4 The Process of Perception
  100. The perceptual process
  101. Selectivity in attention and perception
  102. Meaning to the individual
  103. Internal factors
  104. External factors
  105. Perceiving other people
  106. Transactional analysis
  107. Selection and attention
  108. Organisation and judgement
  109. The importance of body language
  110. Attribution theory
  111. Perceptual distortions and errors
  112. Stereotyping
  113. The halo effect
  114. Perceptual defence
  115. Projection
  116. Illustrative example – perception of women
  117. Management in Action 4: Judy Owen wins battle against Professional Golfers’ Association to wear trousers
  118. Case study 4: Driving your employees up the wall
  119. 5. Work Motivation and Rewards
  120. The meaning of motivation
  121. Needs and expectations at work
  122. Motivation and organisational performance
  123. Frustration-induced behaviour
  124. Money as a motivator
  125. Theories of motivation
  126. Content theories of motivation
  127. Maslow's hierarchy of needs theory
  128. Herzberg's two-factor theory
  129. McClelland's achievement motivation theory
  130. Process theories of motivation
  131. Vroom's expectancy theory
  132. The Porter and Lawler expectancy model
  133. Implications for managers of expectancy theories
  134. Equity theory of motivation
  135. Goal theory
  136. Attribution theory
  137. Relevance of theories of motivation
  138. The motivation of knowledge workers
  139. Management in Action 5: A focus on workers' individual needs
  140. Case study 5: Developing reward strategies to motivate and compensate knowledge workers
  141. 6. Job Satisfaction and Work Performance
  142. The meaning and nature of job satisfaction
  143. Dimensions of job satisfaction
  144. Framework of study
  145. Information communications technology
  146. Stress at work
  147. Role relationships and conflict
  148. Levels of stress
  149. Coping with stress
  150. Work organisation and job design
  151. Individual job redesign
  152. Broader organisational approaches to improved job design
  153. The work/life balance
  154. Employee involvement
  155. Empowerment and job satisfaction
  156. Self-managed work groups
  157. Flexible working arrangements
  158. Quality circles
  159. Management style and culture
  160. Contextual factors in job design
  161. The happy/productive worker
  162. The management of time
  163. Management in Action 6: Job satisfaction: the fit between expectations and experiences
  164. Case study 6: The changing role of supervisors: demonstrating the effect of communication and training on morale
  165. Part 3 GROUPS AND TEAMS
  166. 7. Work Groups and Teams
  167. The meaning and importance of groups and teams
  168. The difference between groups and teams
  169. Group values and norms
  170. The importance of teamwork
  171. Formal and informal groups
  172. Reasons for formation of groups or teams
  173. Group cohesiveness and performance
  174. Membership
  175. Work environment
  176. Organisational factors
  177. Group development and maturity
  178. Potential disadvantages of strong, cohesive groups
  179. Characteristics of an effective work group
  180. The effects of technology on work groups
  181. Role relationships
  182. Role conflict
  183. Interactions among members
  184. Belbin's team-roles
  185. Patterns of communication
  186. The risky-shift phenomenon
  187. 'Groupthink'
  188. Effective teamworking
  189. Management in Action 7: Advantages of promoting a boutique mindset
  190. Case study 7: Avoiding the madness of groupthink
  191. 8. The Nature of Leadership
  192. The meaning of leadership
  193. The importance of leadership
  194. Leadership and management
  195. Approaches to leadership
  196. The qualities or traits approach
  197. The functional (or group) approach
  198. Leadership as a behavioural category
  199. Styles of leadership
  200. Continuum of leadership behaviour
  201. The situational approach
  202. Contingency theories of leadership
  203. Fiedler's contingency model
  204. Vroom and Yetton contingency model
  205. The Vroom and Jago revised decision model
  206. Path–goal theory
  207. Readiness of the followers or group
  208. Transformational leadership
  209. Inspirational leadership
  210. Power and leadership influence
  211. The leadership relationship
  212. No one best form of leadership
  213. National cultural dimensions of leadership
  214. Effectiveness of leadership styles
  215. Variables affecting leadership effectiveness
  216. Leaders of the future
  217. Management in Action 8: Autoglass: leadership success factors
  218. Case study 8: First class coach
  219. Part 4 THE ORGANISATION
  220. 9. Organisational Goals, Strategy and Responsibilities
  221. The nature of organisational goals
  222. The functions of goals
  223. Integration of goals
  224. Classification of organisational goals
  225. Alteration of goals
  226. Organisational ideologies and principles
  227. Missionstatements
  228. Objectives and policy
  229. The profit objective
  230. Fallacy of the single objective
  231. The need for strategy
  232. The concept of synergy
  233. SWOT analysis
  234. Interactions with the environment
  235. The management of opportunities and risks
  236. Social responsibilities of organisations
  237. Codes of conduct
  238. Organisational stakeholders
  239. Values and ethics
  240. Corporate social responsibility
  241. Business ethics
  242. Related legislation
  243. An integrated approach
  244. Management in Action 9: IBM code of conduct
  245. Case study 9: Mergers and acquisitions: the consequences of expansion at Square Deal plc
  246. 10. Organisation Structure and Design
  247. The meaning and nature of organisation structure
  248. The importance of good structure
  249. Levels of organisation
  250. The importance of the hierarchy
  251. The design of organisation structure
  252. Clarification of objectives
  253. Task and element functions
  254. The division of work
  255. Centralisation and decentralisation
  256. Principles of organisation
  257. Span of control
  258. The chain of command
  259. 'Flatter' organisation structures
  260. Formal organisational relationships
  261. Line and staff organisation
  262. The inverted organisation
  263. Project teams and matrix organisation
  264. Effects of a deficient organisation structure
  265. Organisation charts
  266. Structure and organisational behaviour
  267. Management in Action 10: A small cog in a big wheel: company restructuring at Zeton
  268. Case study 10: Loud and clear: leadership in telecommunications
  269. 11. Organisational Control and Power
  270. The meaning of control
  271. Assumptions of organisation and management
  272. Elements of an organisational control system
  273. Forms of control
  274. Classification of control systems
  275. Strategies of control in organisations
  276. Characteristics of an effective control system
  277. Power and management control
  278. Perspectives of organisational power
  279. Pluralistic approaches to power
  280. The balance between order and flexibility
  281. Delegation and empowerment
  282. The manager–subordinate relationship
  283. Benefits of delegation
  284. Reasons for lack of delegation
  285. A systematic approach to delegation
  286. The art of delegation
  287. The concept of empowerment
  288. Does empowerment deliver?
  289. Behavioural factors in control systems
  290. Overcoming resistance to management control
  291. Financial and accounting systems of control
  292. Management in Action 11: Alpha to Omega: the effects of financial management on company performance
  293. Case study 11: Massive US effort to set up control systems
  294. 12. Organisation Development (Culture, Conflict and Change)
  295. The meaning of organisation development
  296. Topics associated with OD
  297. Organisational culture
  298. Types of organisational culture
  299. The cultural web
  300. The importance of culture
  301. The need for a cross-cultural approach
  302. Models for understanding the impact of culture
  303. Five dimensions of culture: the contribution of Hofstede
  304. Summary: convergence or culture-specific organisational behaviour
  305. Organisational climate
  306. Employee commitment
  307. Organisational conflict
  308. Contrasting views of conflict
  309. The sources of conflict
  310. Strategies for managing conflict
  311. The nature of organisational change
  312. Planned organisational change
  313. Resistance to change
  314. The management of organisational change
  315. Human and social factors of change
  316. Responsibilities of top management
  317. Management in Action 12: Organisation culture, change and IT in an SME
  318. Case study 12: It's tough at the top: managing conflict in the Wakewood organisation
  319. Glossary
  320. Index

Description

Taking a managerial approach and demonstrating the application of behavioural science within the workplace, this text focuses on the essential topics of organisational behaviour.  

The Essentials text is a new concise version of the long established market leader Management & Organisational Behaviour which has set standards in pedagogy and authorship that few texts have matched.  The accessibility of writing style and clarity of presentation makes unfamiliar theory relevant, easily understood and logically applied to the world of work.

In 12 chapters, the Essentials version focuses on the core topics of the discipline in a recognisable sequence, starting from the level of individual, though to the group, and finally the organisation.

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