Additional Information
Book Details
Abstract
Brooks offers readers a succinct, lively and robust introduction to the subject of organisational behaviour.
While aiming to encourage and promote the critical examination of the theory of organisational behaviour, this book also seeks to enable students to interpret and deal with real organisational problems. This new edition has major changes to the text to embrace international contexts and the modern realities of OB. It has proved a popular student choice because it combines relative brevity with thorough coverage and plentiful real-world examples.
Popular features for todayÕs organisational behaviour course include:
áá More prominent organisational theory coverage Ð this key topic has been moved forward to provide students with an overview of the different ways OB can be looked at early on in the book.
á More coverage of modern communications technologies, cross cultural management, generational change and the gig economy.
á New and updated case studies and ÔManagerial ImplicationsÕ boxes help to broaden studentsÕ knowledge and understanding of OB in real organisations.
á ÔIllustration in FilmÕ boxes illustrate key ideas through famous films such as 12 Angry Men and The Devil Wears Prada.
Table of Contents
| Section Title | Page | Action | Price |
|---|---|---|---|
| Cover | Cover | ||
| Title Page | iii | ||
| Copyright Page | iv | ||
| Dedication | v | ||
| Contents | vii | ||
| Preface | xv | ||
| About the author | xvii | ||
| Acknowledgements | xviii | ||
| CHAPTER 1 Organisational behaviour in an international context | 1 | ||
| Learning outcomes and key concepts | 1 | ||
| Introduction | 2 | ||
| What is organisational behaviour? | 2 | ||
| Why study organisational behaviour? | 3 | ||
| Organisational behaviour today | 3 | ||
| Four themes: diversity, change, conflict and communications | 4 | ||
| Diversity in the workplace | 5 | ||
| Global change leading to organisational change | 5 | ||
| Conflict and communication | 6 | ||
| Overview of the text | 7 | ||
| Case studies and examples | 8 | ||
| The Impact of National Culture on Organisational Behaviour | 10 | ||
| National culture: definition | 11 | ||
| Geert Hofstede | 13 | ||
| Individualism–collectivism | 16 | ||
| Power distance | 17 | ||
| Uncertainty avoidance | 17 | ||
| Masculinity–femininity | 20 | ||
| Long-term–short-term orientation | 20 | ||
| Culture shock and culture shift | 21 | ||
| Culture and change in China | 22 | ||
| The significance of communication in a cross-cultural context | 23 | ||
| Developing cultural competencies | 25 | ||
| Conclusions | 27 | ||
| References | 27 | ||
| Further reading | 28 | ||
| CHAPTER 2 From classical organisational theory to the gig economy | 29 | ||
| Learning outcomes and key concepts | 29 | ||
| Introduction | 30 | ||
| Introduction: Schools of Thought | 30 | ||
| Macro-organisational theories | 31 | ||
| Technical–rational approach | 32 | ||
| Bureaucracy | 32 | ||
| The classical school | 33 | ||
| Scientific management | 34 | ||
| Frederick Taylor | 34 | ||
| Gilbreth and Gantt | 36 | ||
| A critique | 37 | ||
| Socio-human approach | 38 | ||
| Human relations school | 38 | ||
| Systems theory | 41 | ||
| Recognising international diversity: convergence vs divergence | 42 | ||
| Contemporary lenses and postmodernism | 43 | ||
| Frames or perspectives | 43 | ||
| Organisation as a brain: the learning organisation | 45 | ||
| The World of Work is Changing: the Gig Economy | 46 | ||
| The gig economy | 46 | ||
| The pros and cons of the gig economy | 47 | ||
| Not just for the young | 50 | ||
| Boundaryless careers | 50 | ||
| Potential benefits | 51 | ||
| Potential drawbacks | 52 | ||
| Gig economy: impact on organisational behaviour | 52 | ||
| From organisation teamwork to leveraging your networking | 53 | ||
| From formal authority to interpersonal, participative, capability | 53 | ||
| The gig economy and the psychological contract | 53 | ||
| Contemporary themes in organisational behaviour | 54 | ||
| Managerial Implications | 55 | ||
| Summary of Main Points | 55 | ||
| Conclusions | 56 | ||
| Questions | 57 | ||
| References | 57 | ||
| Further Reading | 58 | ||
| CHAPTER 3 Perspectives on individual behaviour | 59 | ||
| Learning outcomes and key concepts | 59 | ||
| Introduction | 60 | ||
| Individual Behaviour and Personality | 60 | ||
| Personality theories | 61 | ||
| Trait theory | 62 | ||
| Humanistic approach | 63 | ||
| Psychodynamic theory | 63 | ||
| Jung’s personality theory | 64 | ||
| Testing individuals and groups in organisations | 64 | ||
| Personality in the organisation | 67 | ||
| Emotional intelligence (EI): a quality for the twenty-first century? | 68 | ||
| Perception and the Perceptual Process | 71 | ||
| Self-perception | 75 | ||
| Attribution theory | 76 | ||
| Attitudes and Values | 78 | ||
| Attitudes | 78 | ||
| Values | 79 | ||
| Emotional labour | 80 | ||
| National culture and individual behaviour | 82 | ||
| Learning in the Organisation | 83 | ||
| Learning styles | 83 | ||
| Kolb’s learning cycle | 84 | ||
| Organisational learning and change | 85 | ||
| Decision Making | 85 | ||
| The rational model | 86 | ||
| Satisficing | 86 | ||
| Garbage can model | 86 | ||
| Cognitive bias in decision making | 87 | ||
| Non-decision making | 87 | ||
| Diversity, Change, Conflict and Communication | 88 | ||
| The Johari Window: using communication to change perception | 88 | ||
| Psychological contracts: will organisational change lead to more conflict? | 91 | ||
| Managerial Implications | 92 | ||
| Summary of Main Points | 92 | ||
| Conclusions | 93 | ||
| Questions | 94 | ||
| References | 94 | ||
| Further Reading | 96 | ||
| CHAPTER 4 Motivation theory, practice and generational change | 97 | ||
| Learning outcomes and key concepts | 97 | ||
| Introduction and Definition | 98 | ||
| Motivation Schools of Thought | 99 | ||
| Behavioural modification theory and giving feedback | 100 | ||
| Expectancy theory: a framework for the analysis of workplace motivation | 101 | ||
| Porter and Lawler’s expectancy model | 102 | ||
| Needs theories | 105 | ||
| Needs hierarchy | 105 | ||
| McClelland’s achievement needs theory | 108 | ||
| Intrinsic and extrinsic rewards: Herzberg | 111 | ||
| Goal theory and self-motivation | 115 | ||
| Motivation and equitable treatment | 118 | ||
| Change, motivation and the psychological contract | 119 | ||
| Generational Changes, Motivation and Organisational Behaviour | 121 | ||
| What are the implications for motivation and other organisational behaviour priorities? | 124 | ||
| Motivation and diversity | 125 | ||
| Motivation and conflict | 126 | ||
| Motivation and communication | 127 | ||
| Motivation and job design | 127 | ||
| Hackman and Oldham job characteristic model | 130 | ||
| Managerial Implications | 131 | ||
| Summary of Main Points | 132 | ||
| Conclusions | 132 | ||
| Questions | 133 | ||
| References | 133 | ||
| Further Reading | 135 | ||
| CHAPTER 5 Groups and teams | 137 | ||
| Learning outcomes and key concepts | 137 | ||
| Introduction | 138 | ||
| Why gather in groups? | 138 | ||
| Groups and teams: definition | 139 | ||
| Groups | 140 | ||
| Teams | 140 | ||
| Self-directed and self-managed teams | 141 | ||
| Communities of practice | 144 | ||
| Groups within groups | 145 | ||
| Formal and informal groups and teams | 145 | ||
| Formal groups | 145 | ||
| Informal groups | 146 | ||
| Stages of Group and Team Development | 148 | ||
| Bass and Ryterband | 148 | ||
| Tuckman | 148 | ||
| Roles and Routines | 151 | ||
| Group norms | 151 | ||
| Group roles | 151 | ||
| Belbin’s team roles | 152 | ||
| Building and maintaining effective teams | 152 | ||
| Group cohesiveness and performance | 155 | ||
| Conformity and groupthink | 156 | ||
| Intra-group behaviour and conflict | 159 | ||
| Inter-group behaviour and conflict | 161 | ||
| Into the Twenty-first Century: Mobile Communications, Virtual and Cross-cultural Teams | 162 | ||
| Teamwork in a modern global context | 166 | ||
| Cross-cultural teamworking | 167 | ||
| Virtual teams | 168 | ||
| Groups and change | 172 | ||
| Teams – are they really that good? | 172 | ||
| Managerial Implications | 174 | ||
| Summary of Main Points | 175 | ||
| Conclusions | 175 | ||
| Questions | 176 | ||
| References | 176 | ||
| Further Reading | 178 | ||
| CHAPTER 6 Management and leadership | 181 | ||
| Learning outcomes and key concepts | 181 | ||
| Introduction | 182 | ||
| From Taylor to Mintzberg | 182 | ||
| Frederick Taylor | 183 | ||
| Henri Fayol | 183 | ||
| Peter Drucker | 184 | ||
| Henry Mintzberg | 186 | ||
| Differentiating leadership from management | 188 | ||
| Transformational vs transactional leadership | 189 | ||
| Leadership: Schools of Thought | 191 | ||
| Trait theory of leadership | 191 | ||
| Behavioural theories | 193 | ||
| Leadership style | 193 | ||
| Theory X and Theory Y | 196 | ||
| Conclusions | 196 | ||
| Situational theory | 197 | ||
| Fiedler’s contingency theory | 197 | ||
| Conclusions | 198 | ||
| New Perspectives on Leadership | 199 | ||
| Non-Western leadership theories | 199 | ||
| Servant leadership | 200 | ||
| Cross-cultural leadership | 200 | ||
| Pluralistic leadership | 201 | ||
| Entrepreneurial leadership | 203 | ||
| Leaders on leadership | 204 | ||
| Women and leadership | 205 | ||
| Leadership and conflict | 206 | ||
| Leadership and change | 206 | ||
| Managerial Implications | 207 | ||
| Summary of Main Points | 208 | ||
| Conclusions | 208 | ||
| Questions | 209 | ||
| References | 209 | ||
| Further Reading | 211 | ||
| CHAPTER 7 Organisational structure | 213 | ||
| Learning outcomes and key concepts | 213 | ||
| Introduction | 214 | ||
| What is structure? | 214 | ||
| Talking about structure: definitions | 215 | ||
| Centralisation and decentralisation | 215 | ||
| Differentiation | 216 | ||
| Integration | 216 | ||
| Specialisation | 216 | ||
| Formalisation and the informal organisation | 216 | ||
| Span of control | 217 | ||
| Bureaucracy | 217 | ||
| Traditional Structural Types | 218 | ||
| Multifunctional (U-form) structures | 218 | ||
| Multidivisional (M-form) structures | 220 | ||
| Post-bureaucratic Structures | 221 | ||
| Matrix structures | 221 | ||
| Project management matrix | 224 | ||
| Family business | 225 | ||
| Network structures and virtual organisations | 226 | ||
| Virtual organisations | 227 | ||
| Comparison of the Main Structural Forms | 229 | ||
| Delayering and flexible working | 229 | ||
| Flexible working | 232 | ||
| Distancing | 233 | ||
| Numerical flexibility | 233 | ||
| Functional flexibility | 233 | ||
| Numbers on flexible working arrangements | 233 | ||
| What Influences Organisational Structure? | 234 | ||
| Strategy and structure | 235 | ||
| Blue ocean strategy | 236 | ||
| Technology and structure | 236 | ||
| Size and structure | 237 | ||
| The business environment | 238 | ||
| Cross-cultural influences on structure | 239 | ||
| Summary | 241 | ||
| Knowledge Workers, Holacracy and Communities of Practice | 242 | ||
| Holacratic structures | 245 | ||
| Organisational Change and Restructuring | 246 | ||
| Structural inertia | 246 | ||
| Forces for change | 247 | ||
| Change management models | 248 | ||
| Diversity | 251 | ||
| Managerial Implications | 251 | ||
| Summary of Main Points | 251 | ||
| Conclusions | 252 | ||
| Questions | 252 | ||
| References | 253 | ||
| Further Reading | 255 | ||
| CHAPTER 8 Organisational power, politics and conflict | 257 | ||
| Learning outcomes and key concepts | 257 | ||
| Introduction | 258 | ||
| The Political Perspective | 258 | ||
| Are organisations guided by rational behaviour? | 259 | ||
| Unitary, pluralist and radical views | 261 | ||
| Organisational Power | 263 | ||
| Sources of power | 263 | ||
| Covert power | 267 | ||
| Powerlessness | 268 | ||
| Empowerment | 269 | ||
| Summary: the pros and cons of power in organisations | 270 | ||
| Organisational Politics | 271 | ||
| Four foci of political activity | 272 | ||
| Structural change | 272 | ||
| Inter-departmental coordination | 272 | ||
| Resource allocation | 272 | ||
| Management succession | 272 | ||
| Politics and sport | 273 | ||
| Organisational Conflict | 273 | ||
| Conflict and diversity | 275 | ||
| Management of conflict | 276 | ||
| Conflict-handling model | 277 | ||
| Symbols and power | 279 | ||
| Power and organisational change | 280 | ||
| Resistance to change | 281 | ||
| Managerial Implications | 283 | ||
| Summary of Main Points | 284 | ||
| Conclusions | 284 | ||
| Questions | 284 | ||
| References | 285 | ||
| Further Reading | 286 | ||
| CHAPTER 9 Organisational culture: the impact on organisational behaviour | 287 | ||
| Learning outcomes and key concepts | 287 | ||
| Introduction | 288 | ||
| Organisational Culture | 288 | ||
| Subculture and professional cultures | 290 | ||
| Subculture and professional cultures: a source of organisational conflict | 292 | ||
| Sector recipes | 292 | ||
| Organisational culture: definitional debate | 292 | ||
| Culture and organisational performance | 294 | ||
| Cultures as an onion | 295 | ||
| Structural view of culture | 296 | ||
| Strategy view of culture | 296 | ||
| The interpretative view of culture | 298 | ||
| Diversity, Institutional Racism and ‘Culture of Fear/bullying’ | 300 | ||
| Organisational Culture and Change | 301 | ||
| Managerial Implications | 306 | ||
| Summary of Main Points | 306 | ||
| Conclusions | 307 | ||
| Questions | 307 | ||
| References | 307 | ||
| Further reading | 309 | ||
| Glossary | 311 | ||
| A | 311 | ||
| B | 311 | ||
| C | 311 | ||
| D | 312 | ||
| E | 312 | ||
| F | 313 | ||
| G | 313 | ||
| H | 313 | ||
| I | 314 | ||
| J | 314 | ||
| K | 314 | ||
| L | 314 | ||
| M | 315 | ||
| N | 315 | ||
| O | 315 | ||
| P | 316 | ||
| R | 316 | ||
| S | 317 | ||
| T | 318 | ||
| U | 318 | ||
| V | 318 | ||
| Z | 318 | ||
| Index | 319 | ||
| A | 319 | ||
| B | 319 | ||
| C | 319 | ||
| D | 320 | ||
| E | 321 | ||
| F | 321 | ||
| G | 321 | ||
| H | 322 | ||
| I | 322 | ||
| J | 322 | ||
| K | 322 | ||
| L | 323 | ||
| M | 323 | ||
| N | 324 | ||
| O | 324 | ||
| P | 324 | ||
| Q | 325 | ||
| R | 325 | ||
| S | 325 | ||
| T | 326 | ||
| U | 327 | ||
| V | 327 | ||
| W | 327 | ||
| X | 327 | ||
| Y | 327 | ||
| Z | 327 | ||
| Back Cover | Back Cover |