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• Cover Page
• Half Title Page
• Title Page
• Copyright Page
• Dedication
• Contents
• List of boxes
• List of Figures
• List of Tables
• Preface
• Acknowledgements
• Part 1 The context of organizational behaviour
• 1 Introduction
• The context of organizational behaviour
• The basis of organizational behaviour
• The disciplines of organizational behaviour
• The development of organizational behaviour
• The outcomes of organizational behaviour research
• Organizational behaviour as a field of professional and managerial expertise
• Conclusions
• 2 Organizations and their environment
• Introduction
• Legal status
• Primary beneficiaries
• Approach to staff
• Psychological contract
• Organizational goals, aims and objectives
• Organizational performance
• Other boundaries
• Limitations
• Analysing the environment
• Specific analytical approaches
• Evaluation of primary beneficiaries
• The SPECTACLES approach
• Failure
• Systems
• Main systems
• Organizations in their environment
• Contingency approaches
• Divergence and integration
• Conclusions
• 3 Change
• Introduction
• The change process
• Change and denial
• Changing the status quo
• Change catalysts
• Change agents
• Drives for change
• Changes in ownership
• Changes in management style
• Changes in technology
• Changes in markets
• Changes in costs and charges
• Changes in job and work organization
• Changes in structure
• Changes in culture, value, attitudes and beliefs
• Obsolescence
• Managerial drives
• Performance indicators and outputs
• Continuous improvement and development
• Dissatisfaction with the status quo
• Crises and conflicts
• Lack of clear direction
• Taking control
• Summary
• The change process
• Changing unsatisfactory attitudes and behaviour
• Barriers
• Drives for change
• Other factors in the management of change
• Co-opting
• Use of operational changes
• Use of technological change
• Restructuring
• Cooperating with the inevitable
• Letting go
• Consultation
• Participation
• Facilitation
• Organization development
• Conclusions
• Part 2 The disciplines of organizational behaviour
• 4 Perception
• Introduction
• The context of perception
• Neatness and tidiness
• Perceptual errors
• Comfort and liking
• Discomfort and dislike
• Self-fulfilling prophecy
• Perceptual mythology
• Personal mapping and constructs
• Closure
• Proximity
• Intensity
• Attribution
• Other influences on perception
• Repetition
• Familiarity
• Authority, responsibility and position
• Emotions
• Visibility
• First impressions
• Expectations
• Perceptual defence mechanisms
• Adaptation
• Conclusions
• 5 Attitudes, values and beliefs
• Introduction
• Attitudes
• Positive and negative attitudes
• Values
• Shared values
• Formation of attitudes and values
• Adjustment of attitudes and values
• Adjustment in practice
• Beliefs
• Faith and conviction
• Right and wrong
• General expectations
• Complacency
• Socialization
• Socialization and belonging
• Learning
• Retention
• Feedback
• Learning styles
• Individual development
• Conclusions
• 6 Ethics
• Introduction
• Sternberg (2006) states:
• Johnson, Scholes and Whittington (2007) state:
• Ethics and management
• Survival
• Relationships with employees
• Responsibilities and obligations to staff
• Relationships with suppliers
• Relationships with customers
• Relationships with communities
• Means and ends
• Corporate governance
• Conclusions
• 7 Motivation
• Introduction
• Major theories of motivation
• Achievement motivation theory: D.C. McClelland
• Rensis Likert: System 4
• Abraham Maslow: a hierarchy of needs
• Douglas McGregor: Theory X and Theory Y
• Frederick Herzberg: two-factor theory
• V. Vroom: expectancy theories
• Motivation and achievement
• The Hawthorne Studies
• Job and work design
• Rewards
• Financial rewards
• Continuity
• Expectations and obligations
• Frustration
• Motivation as a process
• Attendance and other bonuses and allowances
• Profit-related pay
• Conclusions
• 8 Communication
• Introduction
• One-way communication
• Two-way communication
• Upward and downward communication
• Downward
• Upward
• Channels of communication
• Formal
• Informal
• Edicts and proclamations
• Consultation
• Committees
• Elements necessary for effective communication
• Clarity of purpose on the part of the sender or initiator
• Integrity of purpose
• Integrity of parties and relationships involved
• Use of language and media
• Visibility
• Clarity and unity of overall purpose and direction
• Being positive
• Non-verbal communication
• Barriers and blockages
• Accident
• Habit
• Negligence
• Design
• Distance
• Channels of communication
• Communication agenda
• Stated or primary agenda
• Secondary agenda
• Hidden agenda
• Organizational toxicity
• Assertiveness
• Situational factors
• Conclusions
• 9 Influence, power and authority
• Introduction
• Sources of power and influence
• Other sources of power and influence
• Centres of power in organizations
• Over-mighty subjects and departments
• Power and influence relationships
• Orders of priority
• Dominance–dependency
• Hierarchy
• Status
• Friendships
• Dislike
• Organizational features
• Control mechanisms
• Delegation
• Misuses of power and influence
• Relationship structures and spheres of influence
• Spheres of influence
• Conclusions
• 10 Realpolitik
• Introduction
• Survival
• Personal promotion and advancement
• Spheres of influence
• Patronage
• Favouritism
• Victimization
• The ability to influence
• Dependence
• Uncertainty
• Expectations
• Authority
• Confidence
• Refusals and blockages
• Special relationships
• Confidence and trust
• Moral compass
• Ambiguity
• Realpolitik activities
• Competition for resources
• Lobbying and presentation
• Political language
• Organizational health and well-being
• Conclusions
• 11 Conflict
• Introduction
• Levels of conflict
• Argument, discussion and debate
• Rules for productive and positive argument, discussion and debate
• Transaction analyses
• Competition
• Warfare
• Contextual factors
• Sources of conflict in organizations
• Symptoms of conflict
• Causes of conflict
• The parties to the conflict
• Strategies for the management of conflict
• Structures for the management of conflict
• Structuring effective strategies
• Operational approaches to the management of conflict
• Other means of reconciling workplace conflict
• Negotiation
• Conciliation
• Mediation
• Arbitration
• Conclusions
• 12 Teams and groups
• Introduction
• Purpose
• Group responsibility
• The creation of effective groups
• Issues facing work groups
• Group factors and characteristics
• Size
• Leadership of teams and groups
• Group cohesion
• Sources of potential group stresses and strains
• Group development
• High-performing teams and groups
• Conclusions
• 13 Influences on the nature of work Personality, roles and performance
• Introduction
• Personality
• Personality and expectations
• Traits and characteristics
• Influences on personality
• The two-sided self
• Emotions
• Defence and offence mechanisms
• Qualities, talents and attributes
• Identification of qualities, talents and attributes by organizations
• Expertise
• The desire for achievement
• Roles
• Role transparency
• Role sets
• Role management and development
• Role integration
• Role hierarchies
• Roles within roles
• Role clarification
• Role uncertainties and ambiguities
• Incompatibility
• Overload
• Underload
• Stresses and strains
• Application
• Personality, roles and performance
• Forms of test
• Conclusions
• 14 Technology
• Introduction
• The relationship between people and technology
• The context of technology usage
• Technology development and improvement
• Size and scale of production
• Service technology
• Speed of service
• Information technology
• Technology management and organizational behaviour
• Alienation
• Effects of technological advances
• Managing the work
• Conclusions
• 15 Culture
• Introduction
• The foundations of organization culture
• Other statements about organization culture
• External pressures on organization culture
• Reputation
• Confidence and expectations
• Legal pressures
• Professional pressures
• Economic pressures
• Social pressures
• Ethical pressures
• Internal pressures on organization culture
• The work ethic
• The cultural web
• Cultural influences
• Dimensions of organization culture
• Other factors in the assessment and development of organization culture
• Designed
• Emergent
• Formal
• Informal
• Archetype cultures
• Power culture
• People/person culture
• Task culture
• Role culture
• Other aspects of organizational culture
• Culture development
• Conclusions
• Part 3 Organizational behaviour in practice
• 16 Leadership
• Introduction
• Definitions and priorities
• Definitions
• Priorities
• Leadership in practice
• Traits and characteristics
• Leadership types
• Leadership styles
• Blake and Mouton (1986): the managerial grid
• Contingency approaches
• Appropriate, effective
• Inappropriate, ineffective
• Leadership roles
• Measures of success and failure
• Confidence
• Complexity
• Conclusions
• 17 Organization and management development
• Introduction
• The need for a strategic approach
• Key outputs of the 7S approach to OD
• Communications
• Generation of commitment
• Coping with change and uncertainty
• Barriers to change
• Conflict
• Management development
• The body of expertise
• Sources of expertise
• Management qualifications
• Organizational and environmental expertise
• Management development and product and service enhancement
• Self-development
• Succession and transformation
• Conclusions
• 18 Organization structure and design
• Introduction
• Purpose
• General factors
• Structural forms
• Tall structures
• Flat structures
• Centralization and decentralization
• Centralized structures
• Decentralization
• The role and function of head office
• Holding companies
• Spans of control
• Structure and operational factors
• Hierarchies
• Mechanistic and organic structures
• Mechanistic systems
• Organic systems
• Reporting relationships
• Service relationships
• Core and peripheral organizations
• Federations
• Bureaucracy
• Problems of bureaucracy
• Rules and regulations
• Conclusions
• 19 Human resource management and employee relations
• Introduction
• Limitations to effective HR practice
• Uncertainty and unpredictability
• Discomfort
• Managerial training and development
• Lack of value
• Perspectives
• The principle of equality
• Diversity
• Attracting and retaining staff
• Staff planning
• Fitting the work to the people; fitting the people to the work
• Maintenance factors in HRM
• Induction
• Performance measurement and appraisal
• Job and work development
• Occupational health
• Employee relations
• ER developments
• Problems facing HR and ER
• Isolation
• Lack of value
• Lack of authority
• Conclusions
• Part 4 Organizational behaviour – expertise and application
• 20 The nature of general management
• Introduction
• The professionalization of management
• Achieving things through people
• Making a profit
• The other parts of profit
• Achieving performance
• Performance as a process
• Performance in context
• Customers and suppliers
• Customers
• Suppliers
• The financial interests
• Sound finances
• Expectations
• Decision-making
• Problem or issue definition
• Process determination
• Timescale
• Information gathering
• The alternatives
• Implementation
• Decision-making: other factors
• Risk and uncertainty
• Participation and consultation
• Organizational adjustment
• Conclusions
• 21 Strategy
• Introduction
• The development of strategy, policy and direction
• Organizational policies
• Internal strategies and policies
• Core and peripheral activities
• Core activities
• Peripheral activities
• Strategic approaches
• Generic strategies
• Outcomes
• Strategy development
• Growth strategies
• Retrenchment
• Diversification
• Other strategic approaches
• Measurement and evaluation
• Implementation of strategy
• Other factors in strategic management
• Investment appraisal
• Risk
• Conclusions
• 22 Operations management
• Introduction
• Corporate and collective attitude
• Strength of culture
• Scales of production and service delivery
• Health and safety
• Health at work
• Safety
• Security
• Physical security
• The technology–work balance
• Time factors and timescales
• Legal and statutory limitations
• Time pressures
• Crises and emergencies
• Levels of performance
• Management and supervisory style
• Problems
• The work ethic
• The value of the work
• Conclusions
• 23 The nature of workplace behaviour
• Introduction
• The changing nature of work
• Productivity
• Technology
• Presenteeism
• Patterns of work
• Flexible patterns of work
• Opposition to flexible working
• Locations of work
• Technology
• Staff
• Conclusions
• 24 Stress and its management
• Introduction
• The context of workplace stress
• Overall responsibilities
• Understanding stress
• Stress and work
• Work and occupational conditions and the environment
• Specific areas for attention
• Bullying, victimization, harassment and discrimination
• Roles
• Cultural and occupational factors
• Working relations
• The relationship between specific occupations and stress
• The relationship between specific situations and stress
• Understanding occupational stress
• Shell shock
• Scientific management
• Affluent workers
• Police studies
• Personality types
• Other studies
• Conclusions
• 25 Managing for the future
• Introduction
• Clarity of purpose and direction
• Dominant stakeholder drives
• Economic and social demands and pressures
• Investment
• Mergers and takeovers
• Staff management
• Structures and cultures
• Management and organization development
• Integrity
• Conclusions
• Bibliography and references
• Index