Ebook Management & organisational behaviour (9th edition) – Part 2

Ebook Management & organisational behaviour (9th edition) – Part 2 include of the following content: Chapter 11 the role of the manager, chapter 12 managerial behaviour and effectiveness, chapter 13 human resource management, chapter 14 organisation strategy and structure, chapter 15 patterns of structure and work organisation, chapter 16 technology and organisations, chapter 17 organisational control and power, chapter 18 corporate responsibility and ethics, chapter 19 organisation culture and change, chapter 20 organisational performance and effectiveness.

Part THE NATURE OF MANAGEMENT 11 The Role of the Manager 12 Managerial Behaviour and Effectiveness 13 Human Resource Management The Nature of Management Visit www.pearsoned.co.uk/mymanagementlab to access the online video case study that complements Part 4: The Nature of Management Offering an insight into what managers actually do, this video case ONLINE VIDEO CASE STUDY study explores how managers help an organisation achieve its aims by looking at the nature of management and leadership in two very different companies Featured are Danny Potter, Managing Director of Inamo restaurant and Kevin Kerridge, Head of Direct and Partnerships at insurance company Hiscox UK 11 THE ROLE OF THE MANAGER Organisations achieve their goals and objectives through the co-ordination of activities and the efforts of their members Management is fundamental to the effective operation of work organisations It is by the process of management and execution of work that the activities of the organisation are carried out Management is an integral part of the people–organisation relationship It is essentially an integrating activity that permeates every facet of the operations of an organisation Learning outcomes After completing this chapter you should be able to: ■ explain the meaning and main activities, or functions, of management; ■ analyse the essential nature of managerial work; ■ contrast management in private enterprise and public sector organisations; ■ outline empirical studies on the nature of managerial work and behaviour; ■ debate the attributes and qualities of a successful manager; ■ review the changing role of managers and the future of management; ■ evaluate the importance of management for effective organisational performance Critical reflection ‘Managers not really have much influence They follow where the organisation appears to be going, and avoid upsetting other people or making serious errors People regarded as good managers are usually those who are remembered as not being bad managers.’ How far you agree with this assertion? What is your experience of a good manager? CHAPTER 11 THE ROLE OF THE MANAGER THE MEANING OF MANAGEMENT Management is a generic term and subject to many interpretations A number of contrasting ideas are attributed to the meaning of management and to the work of a manager.1 There are also different ways of viewing the study and knowledge of management For example, Shafritz observes that today’s cultured managers could find answers to many business problems from the work of Shakespeare For more than forty years I have been speaking prose without knowing it It is the same with Shakespeare Most managers have read at least some of his plays, but have yet to realize that they have been studying management.2 Knights and Willmott refer to managing as an everyday activity that involves interactions between people that ‘are not unrelated or entirely dissimilar to other spheres of life, except perhaps in the rhetoric and hype that surround management’ They contend that most established textbooks about management and organisation provide little that enables practising managers to make sense of their particular problem or dilemma, and in order to appreciate the living of management draw on a number of contemporary novels.3 In certain respects everyone can be regarded as a manager, at least to some extent We all manage our own time and everyone has some choice whether or not to something, and some control, however slight, over the planning and organisation of their work However, we are concerned with management as involving people looking beyond themselves and exercising formal authority over the activities and performance of other people Manager as a job title Even within a work organisation you cannot identify a manager necessarily by what a person is called or by their job title In some organisations there is a liberal use of the title ‘manager’ in an apparent attempt to enhance the status and morale of staff As a result there are a number of people whose job title includes the term manager but who, in reality, are not performing the full activities of a manager Yet there are many people whose job title does not include the term manager (for example, group accountant, head chef, chief inspector, captain, head teacher, production controller, district nursing officer, company secretary) but who, in terms of the activities they undertake and the authority and responsibility they exercise, may be very much a manager Management as making things happen For our purposes, therefore, we can regard management as: ■ ■ ■ ■ taking place within a structured organisational setting with prescribed roles; directed towards the attainment of aims and objectives; achieved through the efforts of other people; and using systems and procedures At its most basic, management may be viewed as ‘making things happen’ Management is active, not theoretical It is about changing behaviour and making things happen It is about developing people, working with them, reaching objectives and achieving results Indeed, all the research into how managers spend their time reveals that they are creatures of the moment, perpetually immersed in the nitty-gritty of making things happen.4 Recall also the discussion on the nature of leadership (Chapter 10) Whereas leaders are not necessarily managers it could be argued that all managers should be leaders Managers born or made? Management an art or science? There is frequent debate about whether managers are born or made or whether management is an art or a science Briefly, the important point is that neither of these is a mutually 425 PART THE NATURE OF MANAGEMENT exclusive alternative The answer to either question is surely a combination of both Even if there are certain innate qualities that make for a potentially good manager, these natural talents must be encouraged and developed through proper guidance, education and training, and planned experience Clearly, management must always be something of an art, especially in so far as it involves practice, personal judgement and dealing with people However, it still requires knowledge of the fundamentals of management, and competence in the application of specific skills and techniques – as illustrated, for example, with developments in information technology The trouble is that, for all the techniques at their disposal, managers generally act at a very intuitive level Managers may have absorbed the latest thinking on core competencies, but are more likely to base a decision on prejudice or personal opinion rather than a neat theory.5 The discussion of management as an art or a science is developed by Watson who suggests that in order to make sense of the complex and highly ambiguous situations in which managers find themselves, management can be viewed not only as both art and science but also magic and politics (see Figure 11.1).6 Figure 11.1 Management as art, science, magic and politics Source: From Watson, T J Management, Organisation and Employment Strategy, Routledge and Kegan Paul (1986), p 29 Reproduced by permission of the publishers, Routledge, a division of Taylor & Francis, Ltd 426 CHAPTER 11 THE ROLE OF THE MANAGER The emergence of management Peter Drucker, who is widely regarded as the guru of management gurus, has written about the significance in social history of the emergence of management: The emergence of management as an essential, a distinct and a leading institution is a pivotal event in social history Rarely, if ever, has a new basic institution, a new leading group, emerged as fast as has management since the turn of this [20th] century Rarely in human history has a new institution proven indispensable so quickly; and even less often has a new institution arrived with so little opposition, so little disturbance, so little controversy.7 Drucker sees management as denoting a function as well as the people who discharge it, a social position and authority, and also a discipline and field of study ‘Management is tasks Management is a discipline But management is also people Every achievement of management is the achievement of a manager Every failure is a failure of a manager.’8 Other writers, however, take the view that management is not a separate discipline The problem is identifying a single discipline that encompasses the work of a manager, or agreeing the disciplines that a manager needs in order effectively to carry out this work Note, however, the discussion on the changing role of managers at the end of this chapter Significance of cultural influences Schneider and Barsoux contend that trying to define the meaning of management shows up differences in beliefs and values Cultural influences are a significant feature of management Managers in some countries might have more concern for the ‘spiritual’ aspects of management, while in others there would be greater concern for the business sense Developing people through work could be seen as an intrusion of privacy, and others may perceive empowerment as another name for manipulation.9 According to Francesco and Gold, if international managers are to perform successfully in the global economy they need to understand the effects of different cultures on organisational behaviour Reliance on theories developed in one culture is not sufficient.10 Management and administration There is often confusion over different interpretations of the two terms ‘management ’ and ‘administration’ One of the main reasons for this confusion would seem to result from the translation of Fayol’s book Administration industrielle et générale from the French into English In the original (1929) English edition there was a direct translation of ‘administration’, but in the wider republication of the book in 1949 the term ‘management’ replaced ‘administration’ in the title In the introduction to the revised edition, Urwick indicates regret at this change and also expresses concern at the possible division between management being seen to apply only to business organisations, and (public) administration as applying to the same functions in public service organisations.11 Dictionary definitions tend to see the two words as synonymous Management is sometimes referred to as ‘administration of business concerns’ and administration as ‘management of public affairs’ However, the term ‘management’ is now used far more widely within the public sector There is clearly an overlap between the two terms and they tend to be used, therefore, in accordance with the convenience of individual writers This confirms the feeling that although most people perceive a difference between the two terms, this difference is not easy to describe (A comparison of management in private enterprise and public sector organisations is to be found later in this chapter.) Administration part of management There appears, therefore, to be growing acceptance of the term management as the general descriptive label and administration as relating to the more specific function of the implementation of systems and procedures instigated by management Administration can be seen as taking place in accordance with some form of rules or procedures, whereas management 427 PART THE NATURE OF MANAGEMENT implies a greater degree of discretion For our purposes, management is viewed as applying to both private and public sector organisations; and administration is interpreted as that part of the management process concerned with the design and implementation of systems and procedures to help meet stated objectives Systems of communication and procedures relating to information technology are particularly important today THE PROCESS OF MANAGEMENT The nature of management is variable It relates to all activities of the organisation and is not a separate, discrete function It cannot be departmentalised or centralised With the possible exception of the board of directors, or similar, an organisation cannot have a department of management in the same way as it can have a department for other functions, such as research and development, production, marketing, accounting, or human resources Management is seen best, therefore, as a process common to all other functions carried out within the organisation Through the execution of work, the central focus of management is on achieving the goals and objectives of the organisation, and satisfying the needs and expectations of its members Management is essentially an integrating activity (See Figure 11.2.) But what does the process of management actually involve and what activities does it encompass? Management is a complex and discursive subject Despite the widespread use of Figure 11.2 428 The central focus of management CHAPTER 11 THE ROLE OF THE MANAGER the term and the large amount written about the subject, it is not easy to find agreement on a simple yet comprehensive definition of management or of a manager Moreover, ‘management’ is not homogeneous It takes place in different ways and at different levels of the organisation One approach, especially favoured by classical writers, is to analyse the nature of management and to search for common activities (or functions, or elements) applicable to managers in all organisations Common activities of management One of the first, and most widely quoted, analyses is that given by Henri Fayol, who divided the activities of industrial undertakings into six groups: ■ ■ ■ ■ ■ ■ technical (production, manufacture and adaptation); commercial (buying, selling, exchange and market information); financial (obtaining capital and making optimum use of available funds); security (safeguarding property and persons); accounting (information on the economic position, stocktaking, balance sheet, costs, statistics); and managerial (The term ‘management’ is a translation of the French term ‘administration’.)12 The managerial activity is divided into five elements of management, which are defined as: ‘to forecast and plan, to organise, to command, to co-ordinate and to control’ Fayol describes these elements as: ■ ■ ■ ■ ■ Planning (translated from the French prevoyer = to foresee, and taken to include forecasting) – examining the future, deciding what needs to be achieved and developing a plan of action Organising – providing the material and human resources and building the structure to carry out the activities of the organisation Command – maintaining activity among personnel, getting the optimum return from all employees in the interests of the whole organisation Co-ordination – unifying and harmonising all activities and effort of the organisation to facilitate its working and success Control – verifying that everything occurs in accordance with plans, instructions, established principles and expressed command Critical reflection ‘It is difficult to think of any aspect of the functioning of the organisation or behaviour of people that does not concern, or relate back to, management in some way For example, personality clashes could be traced back to management procedures for recruitment and selection, socialisation and training, teamwork or the level and style of supervision.’ How many examples can you think of that contradict this assertion? PRINCIPLES OF MANAGEMENT Fayol also suggests that a set of well-established principles would help concentrate general discussion on management theory He emphasises, however, that these principles must be flexible and adaptable to changing circumstances Fayol recognised that there was no limit to the principles of management but in his writing advocated 14 of them Division of work The object is to produce more and better work from the same effort, and the advantages of specialisation However, there are limits to division of work which experience and a sense of proportion tell us should not be exceeded 429 PART THE NATURE OF MANAGEMENT Authority and responsibility Responsibility is the corollary of authority Wherever authority is exercised responsibility arises The application of sanctions is essential to good management, and is needed to encourage useful actions and to discourage their opposite The best safeguard against abuse of authority is the personal integrity of the manager Discipline is essential for the efficient operation of the organisation Discipline is in essence the outward mark of respect for agreements between the organisation and its members The manager must decide on the most appropriate form of sanction in cases of offences against discipline Unity of command In any action an employee should receive orders from one superior only; if not, authority is undermined and discipline, order and stability threatened Dual command is a perpetual source of conflicts Unity of direction In order to provide for unity of action, co-ordination and focusing of effort, there should be one head and one plan for any group of activities with the same objective Subordination of individual interest to general interest The interest of the organisation should dominate individual or group interests Remuneration of personnel Remuneration should as far as possible satisfy both employee and employer Methods of payment can influence organisational performance and the method should be fair and should encourage keenness by rewarding welldirected effort, but not lead to overpayment Centralisation is always present to some extent in any organisation The degree of centralisation is a question of proportion and will vary in particular organisations Scalar chain The chain of superiors from the ultimate authority to the lowest ranks Respect for line authority must be reconciled with activities which require urgent action, and with the need to provide for some measure of initiative at all levels of authority 10 Order This includes material order and social order The object of material order is avoidance of loss There should be an appointed place for each thing, and each thing in its appointed place Social order involves an appointed place for each employee, and each employee in his or her appointed place Social order requires good organisation and good selection 11 Equity The desire for equity and for equality of treatment are aspirations to be taken into account in dealing with employees throughout all levels of the scalar chain 12 Stability of tenure of personnel Generally, prosperous organisations have a stable managerial personnel, but changes of personnel are inevitable and stability of tenure is a question of proportion 13 Initiative This represents a source of strength for the organisation and should be encouraged and developed Tact and integrity are required to promote initiative and to retain respect for authority and discipline 14 Esprit de corps should be fostered, as harmony and unity among members of the organisation is a great strength in the organisation The principle of unity of command should be observed It is necessary to avoid the dangers of divide and rule of one’s own team, and the abuse of written communication Wherever possible verbal contacts should be used A number of these principles relate directly to, or are influenced by, the organisation structure in which the process of management takes place Fayol’s set of principles can be compared, therefore, with those given by Urwick and discussed in Chapter 14 Relevance today Inevitably there are doubts about the relevance of these activities and principles today but it is hard to argue against their continuing, underlying importance What is perhaps debatable is the manner of their interpretation and implementation In an article bringing together the thinking of senior members of the Institute of Administrative Management, Moorcroft suggests that Fayol’s five elements of management are still recognised as relevant and appropriate for the managers of today and tomorrow However, although some of the principles of 430 CHAPTER 11 THE ROLE OF THE MANAGER management remain fresh and relevant, at the start of a new millennium a new set of principles is needed to guide a manager’s everyday actions These ‘principles’ are not offered as an exclusive or authoritative list but are proposed as a thought-provoking starting point to address the management problems awaiting us in the new millennium (see Figure 11.3).13 Figure 11.3 Ten new principles for effective administrative management Source: From Moorcroft, R ‘Managing in the 21st Century’, Manager, The British Journal of Administrative Management, January/February 2000, p 10 Reproduced with permission from The Institute of Administrative Management MANAGEMENT AS A SOCIAL PROCESS Another well-known analysis is given by Brech who defines management as: A social process entailing responsibility for the effective and economical planning and regulation of the operations of an enterprise, in fulfilment of given purposes or tasks, such responsibility involving: (a) judgement and decision in determining plans and in using data to control performance and progress against plans; (b) the guidance, integration, motivation and supervision of the personnel composing the enterprise and carrying out its operations.14 Brech identifies four main elements of management: ■ ■ ■ ■ Planning – determining the broad lines for carrying out operations, preparing methods by which they are carried out and setting standards of performance Control – checking actual performance against standards to ensure satisfactory progress and performance, and recording as a guide to possible future operations Co-ordination – balancing and maintaining the team by ensuring a suitable division of work and seeing that tasks are performed in harmony Motivation – or inspiring morale Getting members of the team to work effectively, to give loyalty to the group and to the task, to carry out their tasks properly, and to play an effective part in the activities of the organisation This general inspiration is accompanied by a process of supervision or leadership to ensure the teams are carrying out their activities properly Other analyses Many other writers have provided an analysis of the elements of management At first sight these analyses may appear to differ in certain aspects, but on closer study they show a basic 431 PART THE NATURE OF MANAGEMENT similarity Debate on the inclusion or exclusion of a particular element of management tends to revolve round the use and interpretation of different terms, and the emphasis which is placed upon them For example, what Fayol calls command – maintaining activity among personnel and getting optimum return from employees – might be taken to mean what Brech refers to as motivation – getting members of the team to work effectively and to carry out properly the activities allocated to them Brech does not use the term organising but this appears to be covered under the headings of planning and co-ordination Hamel suggests that there would be little argument from modern-day executives about Fayol’s description of the work of a manager but puts forward his own synthesis of what the practice of management entails: ■ ■ ■ ■ ■ ■ ■ ■ Setting and programming objective Motivating and aligning effort Co-ordinating and controlling activities Developing and assigning talent Accumulating and applying knowledge Amassing and allocating resources Building and nurturing relationships Balancing and meeting stakeholder demands.15 THE TASKS AND CONTRIBUTION OF A MANAGER Yet another approach to describing management is given by Drucker who identifies three tasks, equally important but essentially different, that have to be performed: fulfilling the specific purpose and mission of the institution, whether business enterprise, hospital, or university; making work productive and the worker achieving; managing social impacts and social responsibilities.16 Drucker then goes on to identify five basic operations in the work of the manager: ■ ■ ■ ■ ■ Sets objectives – determines objectives and the goals for each area of objectives, and describes what needs to be done to achieve these objectives Organises – analyses the activities, decisions and relations required, classifies and divides work, creates organisation structure and selects staff Motivates and communicates – creates a team out of people responsible for various jobs Measures – establishes targets and measurements of performance which focus on both the individual and the organisation as a whole Develops people – directs, encourages and trains How well subordinates develop themselves depends on the way a manager manages These categories require a combination of analytical ability, synthesising ability, integrity, human perception and insight and social skill (Managerial behaviour is discussed in Chapter 12.) Responsibility for the work of other people Drucker argues that the traditional definition of management based on the responsibility for the work of other people is unsatisfactory and too narrow, and emphasises a secondary rather than a primary characteristic There are people, often in responsible positions, who are clearly ‘management’ but who not have responsibility for the work of other people A person’s function and contribution may be unaffected by the number of subordinate staff A ‘manager’ is someone who performs the tasks of management whether or not they have power over others 432 INDEX learning (continued) lifelong 172–3, 827 management of 175–6 news article 200–1 off-the-job 788 outcomes 177 problems of managing knowledge 192–3 significance 172 social 181 and social world 173 spontaneous 173 styles 182–6 theories of 176–87 learning organisation 52, 779–82, 827 characteristics 780–1 definition 780 least preferred co-worker (LPC) 384–6 Leathwood, A 112 leaving the field 276 Leavitt, H.J 344 Lee, R.A Lee-Ross, D 288 Leeson, N 573 Legge, K 632–3 legislation and codes of ethics 726–7 corporate manslaughter 727 disability 650 employment relations 521–2 equal pay 124 freedom of information 726 human rights 726 local government 725, 726 non-conformist religions 122 public interest disclosure 295, 726 legitimate (organisational) power 398, 474, 678, 827 Leitch Review of Skills 443 Lenovo 73 levels of organisation 553–5 interrelationship of levels 553–4 Levine, S.R 373, 546 Levitt, T 85 Lewin’s behaviour modification model 753–5 Lewis, J Spedan 616–17, 618 liaison role of manager 438 life planning 738 life/work balance 11, 109–11 lifelong learning 172–3, 791–2, 827 Liff, S 160–1 Likert, R 57, 380, 465–7, 681 Lilley, D 788 line managers 566 human resource management 498, 499–501, 522 as leadership developers 404 line organisation 556, 567–8, 827 line relationships 566, 567, 569, 827 LinkedIn 639 listening 16, 197–8 Litterer, J.A 594, 595 Lloyd, B 399, 458, 470 848 Lloyds TSB 158, 159, 510, 641 local government, management process 554 Local Government Act 2000 725, 726 location 742 division of work by 558, 559 of work and ICT 634, 639–40 Locke, E.A 47, 277 Lockhead, Sir M 755 locus of control 237 London Ambulance Service Computer Aided Despatch 622 long-term orientation 28 long-term/short-term balance 405 longwall coal-mining study 58 loose-tight properties 777 Loper, M 680 Lorange, P 666 Lord, W 133 Lorsch, J.W 597–8 Lound, E 789 love needs 261, 262, 263, 267 Low, W 733 low-context cultures 29–31 LPC (least preferred co-worker) 384–6 Lucas, E 280–1, 606–7, 667, 705, 762, 777, 798–9 Luthans, F 279, 288, 437, 476, 674 Lynch, R 91, 502, 543–4, 551, 587 Lysons, K 95, 312–13 M, Theory 256 Mabey 516–17 McBrierty, V 193 McCabe, B 400 McCann, D 235 McCanse, A.A 380, 462, 463 McCartney, S 580 McClean, J 447 McClelland, D.C 57, 267–8 McCrum, M 215, 217 Macdonald, J 85 McDonalds 187 McElroy, M.W 190 McEwan, T 727 McGovern, P 637, 643 McGrath, P 637 McGregor, D 380, 548 leadership 381, 397, 401 management 42, 57, 458–60, 465, 468 McGuire, T 230 machine metaphor macho/tough-guy culture 741 McHugh, M 25, 31 McKenna, P 234, 317 McKenna, R 669 McKie, A 408 McKinsey, 7-S framework 777–8 McLean, J 23, 66 McLoughlin, I 629 McPhee, N Madden, M 643 magic, management as 426 maintenance factors (hygiene factors) 57, 265–7, 826 maintenance functions 349–50, 378–9, 380, 827 maintenance organisations 88 maintenance-oriented behaviour 350 Mairs, C 649 Maister, D.H 317 Maitland, A 699 Malhotra, Y 192–3 management 78 administration and 427–8 as an integrating activity 12–14 art vs science 425–6 basic mangerial philosophies 470–3 behaviour see managerial behaviour and effectiveness and cohesiveness of work groups and teams 317 common challenges 435–6 conflict management 103 control see control definition/meaning 425–8, 827 diversity 25 emergence of 427 end of 447 general problems 435 impact of environmental change 612 importance of effective 786–7 leadership and 373–5 new approaches to 21 principles of 429–31 private enterprise and public sector 435–6 process of 428–9 recruitment, diversity 155 roles 437–9, 797, 828 scientific see scientific management service industries 436 as a social process 431 systems and control 681 theory 42 see also managers management accounting 557 management by objectives (MBO) 278, 467–9, 513, 549, 827 current relevance 469 cycle of activities 468–9 management by walking about (MBWA) 471 Management Consultancies Association (MCA) 603, 752, 787, 800 management development 738, 787–92, 827 CPD 791–2, 825 evidence for 791 integrated approach 789 meaning and nature of 787–9 process 789–91 Management and Leadership Standards 477–8 management science 63 Management Standards Centre (MSC) 477–8 INDEX management style 289, 457–8 3-D model of managerial behaviour 478–80 7-S framework 777–8 and change management 761 choice of 472 diagnosis test 480 dominant style 464 Managerial/Leadership Grid 461–4 matching style to structure and system 596 organisational performance and effectiveness 797 questionnaire 486–7 management sub-system 93 management systems 465–7 management theory, concept map 60 Management Today 112, 442, 452–4, 603, 787, 800 managerial behaviour and effectiveness 456–92 3-D model 478–80 attitudes towards people 458–60 case study 488–90 choice of managerial style 472 effective and successful managers 476 effectiveness – definition 478 Japanese Theory Z 460, 833 management by objectives 467–9 Management Standards Centre 477–8 management systems 465–7 managerial effectiveness 475–7, 797, 828 Managerial/Leadership Grid 461–4 managing people 469–73 measures of effectiveness 476–7 news article 485–6 style 457–8 time 480–3, 485–6 managerial efficiency 475, 828 managerial level 553, 554, 828 see also middle management/managers managerial objectives, introduction of new technology 631–2 managerial organisations 88 managerial tools 746 Managerial/Leadership Grid 375, 461–4, 827 managers 424–55 and approaches to organisation and management 67–8 attitudes, values and beliefs 158 attributes and qualities 442–6 balance of hard and soft skills 443–5 behaviour pattern of general managers 439–40 born or made? 425–6 case study 452–4 challenge for – flexible working 606–7 changing role 446–8 control of equity and inequity 276 essential nature of managerial work 433–4 forces in 382, 383 goal theory, practical implications 277–8 great managers 441–2 health and motivation 786 and innovation 777 job title 425 line managers see line managers manager-subordinate relationship 684–6 middle managers 81, 452–4, 553, 554, 555 need for 787 news article 449–50 organisational change and managerial work 755 patterns of managerial work and behaviour 441 performance and development 711 purposes of 439 real nature of managerial work 440–1 roles 437–9, 797, 828 senior see senior/top management tasks 432–3, 436 team-roles and 344 work of 436–7 Mann, S 230, 510, 570, 679, 777 Mannering, K 99 Manochehri, G 606 March, J.G 61 Market Sentinel 294 market standing objectives 711 marketing 591 Marks & Spencer 618, 808–10 Marsh, P 34 Martin, S 696 Marxism 53, 98, 285 masculinity 27 Maslow, A.H 56, 260–4, 267, 826 Mason, D 637 mass production 48, 591, 670 see also scientific management mass-market era, fairtrade 732 Masson, L 400 mastery, personal 780 material order 430 matrix organisation 47 matrix structure 556, 569–72, 577–8, 828 difficulties 571–2 global 589 role conflict 330 Maurice, M 601 May, J 368–9 Mayo, A 175, 186 Mayo, E 193 MBO see management by objectives (MBO) MBTI see Myers-Briggs Type Indicator MBWA (management by walking about) 471 MCA (Management Consultancies Association) 603, 752, 787, 800 meaning meaninglessness 285 perception and 211–12 work and meaning to people’s lives 109–10 measurement and tests equity/fairness 151 intelligence 142, 144, 149–51 limitations of tests 151 management 432 performance 149 psychometric/psychological 138–9, 149–51, 830 reasons for using 151 tests – use of term 149 mechanical-personal control systems 670 mechanistic system 594–5, 828 Medge, R 338 meetings, shaping successful 363 Mehrabian, A 230 Melville-Ross, T 402 membership, group 314–16 mental models 780 mentoring 196–7, 198, 788, 828 Meriden Motorcycle Cooperative 658 Merton, R.K 241 metaphors organisational 9–10, 19 technology as text and metaphor 628–9 Meudell, K 746 Michigan University studies 379–80 microcredit 118 Microsoft 294 PowerPoint 636 middle management/managers 70, 81, 452–4, 553, 554, 555 middle-of-the-road manager 461–3 migrant workers 816 migration 21, 22 Miller, E.J 57 Miller, N.E 181 Mills, D.Q 547, 683 Miner, J.B 42, 67, 329, 330 mining, longwall 58 minority groups, training needs 505 Mintzberg, H 437–9, 599 mirroring (postural echoing) 222 Misselhorn, H 355, 445–6 mission statements 707–9, 828 value of 709 missionary management style 480 Mitchell, T.R 238, 253, 593 mixed forms of structure 595–6 mobile phones, and bullying 644 mobile working 640 modelling (imitation) 181 Modena, M 780 modern organisation 64 Moger, S 196, 318–19 Mondragón Cooperative Corporation (MCC) 658–60 money 255–6 see also accounting; finance; pay; profit monitor role 438 849 INDEX monitor-evaluator role 343 monitoring control and 668 delegation 689 performance management 512–13 of workers, use of technology 634 mood 474 mood management 407–8 Mooney, J.D 44, 684 Moorcroft, R 375, 430–1 Moorish, J 706 moral involvement 676, 828 morale 573 see also alienation; job satisfaction; motivation; stress morality see ethics Moran, E.T 748 Moreno, J.L 347 Morgan, G 4, 9–10, 193 Moritz, M 412 motivating potential score (MPS) 288 motivation 252–95, 828 basic model 253 case study 293–5 control and 681 cross-cultural dimensions 281–2 employee of month awards 291 extrinsic 254, 825 flexible working 284 frustration-induced behaviour 257, 258–9 inspirational 391 intrinsic 254, 826 knowledge workers 280–1 lacking 573 leadership and 403 management 431, 432, 433 meaning 253–4 money 255–6 needs and expectations 254–5 news article 291 other than by money 256–7 power and 267, 679 theories of 259–78 content theories 259, 260–8, 281, 823–4 criticisms and reservations 259 process theories 259, 260, 268–78, 281, 830 relevance 278 underlying concept 253–4 see also job satisfaction motivational force 270, 271 motivational force to perform 273–4 motivational perspective 396 motivators (growth factors) 57, 265–7, 828 Motorola University 187 Mouton, J.S 359, 465, 478 Managerial/Leadership Grid 461–4 movement 755 MPS (motivating potential score) 288 MSC (Management Standards Centre) 477–8 850 multiple contingencies 599 multiple intelligences 143–4 Mumbai dabbawalahs 337–9 Mumford, A 175, 184–6, 781 Mumford, E 283 Muress, P 325 Murray, R.P 692 Murray, S 323 mutual-benefit/mutuality 16, 87 Muzyka, D 21 Myers-Briggs Type Indicator (MBTI) 136–8, 828 and learning 186 and perception 213 Nathan, M.L 333 national culture/cultural differences 9, 11–12, 26–32, 747–8 awareness of 24–5 communication 231 concept map 30 cross-cultural approach 24–5 cultural diversity 28–31 culture-bound organisational behaviour 26–7 convergence vs 31–2 definition of culture 214 dimensions of 27–8 dress codes 223 emerging frameworks for understanding 31 globalisation 24 HRM 523–5 importance 66 job satisfaction 282 leadership and 401–2 management and 427 motivation 281–2 patterns of structure 601–3 perception 214–16, 220 and strategy 34 National Health Service (NHS) 554, 770–2 National Occupational Standards (NOS) for Management and Leadership 477–8 nationality stereotyping 239 nativists 142 Naylor, J 738, 744, 747 needs and expectations 254–5 hierarchy of see hierarchy of needs models individual 214 negative emotions 245 negative power 678–9 negative reactions/responses 258–9 see also frustration negative reinforcement 178–9 negative synergy 544 negotiation 525 negotiator role 439 neo-human relations 56–7, 63, 828 network organisation 624–5 network-building 439, 828 networked technology 190–2 networks 440 communication 344–7 ICT 624–5 and power 625 power and network of social relationships 678–9 neuro-linguistic programming (NLP) 234–5, 828 neuroscientific approach to resistance to change 758 neutral societies 28 new articles, managing the ‘clever squad’ 804–5 Newborough, G 464 Newman, P 481 news articles age discrimination 163–4 control and power 695–6 ethics 728–9 HRM 528–9 leadership 407–8 learning by site simulations 200–1 managerial behaviour and effectiveness 485–6 managers 449–50 middle management 70 motivation 291 nature and context of organisations 114 organisation culture and change 765–6 organisation structure 577–8, 614–15 organisations, strategy and culture 34 perception and communication 245 technology 647 work groups and teams 335, 366 Newstrom, J.W 690 Newton, R 760 NeXT 411 NHS (National Health Service) 554 NHS Workforce Review Team (WRT) 770–2 niche market era, fairtrade 732 Nichols, M 785 Nicholson, B 394 NLP (neuro-linguistic programming) 234–5, 828 Noble, D 628 Nokia 706 nomothetic approaches to personality 130–2, 133–5, 828 non-monetary reward development 103 non-routine organisation 593 non-verbal communication 222–3, 230–1 cultural differences 231 non-verbal signals 222 Nonaka, I 189 Nordstrom, K 160, 671 normative approach to social responsibility 727 normative power 675, 676, 828 INDEX norming 318, 828 norms, group 309–11, 826 Norton, D.P 711 Norval, D 322–3 NOS (National Occupational Standards) for Management and Leadership 477–8 not-for-profit organisations 82–3 Nowicki, M 109, 710 numerical flexibility 605 OB see organisational behaviour Obeng, E 342 obesity 528–9 object-moulding organisations 88, 828 objectives, organisational 78, 549–50, 828 clarification and delegation 689 clarification and design of organisation structure 555, 556 control system and objectives of activity it relates to 674–5 fallacy of the single objective 711 management by see management by objectives and organisational culture 742 and organisational performance and effectiveness 797 principle of the objective 561 profit objective 709–11 setting 432 objectivity, testing and 150 observation, direct 146–7 observation sheets 351, 352 OCA (organisational culture assessment) 595 Ocado 618 occupational skills tests 150 occupational stereotyping 239 OD see organisation development off-the-job learning 788 Office of National Statistics (ONS) 155 office (organisational) politics 453 offshoring 640–2, 717, 720 future of 641–2 implications of 641 Ohio State studies 379, 380 older workers 166–7 Oldham, G.R 285–8 O’Leary, M 36, 37 Oliver, J 83–4, 537–40 on-line ordering 815 on-the-job training 788 ONS (Office of National Statistics) 155 open systems framework and organisational performance 796–7 organisations as 58, 88–9 open systems model 88–9, 828 openness 802 operant conditioning 178–81, 279, 829 operating component 80, 81 operational core 81 operational foundation 705 operational objectives, introduction of new technology 632 operational support 81 operationalisation 631–2, 633, 829 operations 143 opportunistic management 463 opportunities 544–5 poor response to 573 SWOT analysis 545–6 order balance between flexibility and 679–80 management 430 see also control orders, control by 679 O’Reilly, C 749 organic system 594–5, 829 organisation audit 798–9, 829 organisation charts 573–4 caricatures for different countries 602 concept map 575 limitations of 574 organisation development (OD) 737–9, 829 action-oriented nature of 738 case study 770–2 employee commitment 749–51 ethical nature 739 implementation 738 meaning 737 news article 765–6 organisational change see organisational change organisational climate 746, 748–9, 798, 829 organisational culture see organisational culture pluralistic approach 739 organisation size 588–9, 742 organisation structure 78, 786, 829 7-S framework 374, 777–8 case studies 580–2, 616–19 changing face of the workplace 603–5 changing relationship between organisation and individuals 603–4 contingency approach see contingency approach control systems and 674, 681 definition and meaning of 551 demand for flexibility 605–8 design of see organisation structure, design of empowerment and control 574 excellence 777 global companies 551 importance 552–3 importance of hierarchy 564–6 inverted 565–6 learning organisation 781 levels 553–5 matrix organization see matrix structure mixed forms 595–6 new solutions 51–2 news articles 577–8, 614–15 objectives of structure 551–2 organisation charts 573–4, 602 and organisational behaviour 611–14 and organisational culture 552, 743, 744 and organisational strategy 551 patterns and work organisation 585–620 shamrock organisation 608–11 variables influencing 586 organisation structure, design of 555–72 basic principles and considerations 555 centralisation and decentralisation 556, 560–1 chain of command 556, 563–4 clarification of objectives 555, 556 division of work 556, 557–60 effects of deficient design 572–3 formal organisational relationships 556, 566–9 line and staff organisation 556, 567–8 organisational performance and effectiveness 797 principles of organisation 556, 561–2 project teams and matrix organisation 556, 569–72 purpose and 587 span of control 556, 562–3, 564 task and element functions 555–7, 556 organisational agility 802 organisational behaviour modification (OBMod) 278–9 applications 279 organisational behaviour (OB) 2–40, 829 alternative approaches broader view 10 case study 36–8 changing nature of work organisation 20–1 convergence 31–2 cooperatives and 660–1 culture and 26–32 definition/meaning framework of study 4–5 and gender 161–2 globalisation and the international context 22–4 importance of 32 influences on 6–7 management as integrating activity 12–14 metaphors 9–10, 19 multidisciplinary approach 8–9 new approaches to 21 news article 34 organisational practices 18 Parkinson’s Law 19–20 Peter Principle 18, 830 psychological contract see psychological contract 851 INDEX organisational behaviour (OB) (continued) relevance of theory 3–4 social identity theory 319–20 structure and 611–14 study of 3–4 work orientations/work ethic 10–12 organisational capital 496 organisational change 737–8, 751–64 and environment 760 facilitating 478 forces of 752–3 individual differences 129 management of 759–61 needs and drivers, concept map 754 and organisational culture 747, 757, 760 planned 600, 753–6, 798 readiness for 767–9 resistance to see resistance to change sources of 752–3 stress 108 timing of 600 organisational clarity 802 organisational climate 746, 748–9, 829 characteristics of healthy 749 and organisational performance and effectiveness 749, 798 organisational commitment 288 organisational control see control organisational culture 14, 405, 737, 739–48, 829 7-S framework 777–8 attitudes 147 Cadbury 122–6 creating a culture of creativity 195 cultural web 743–4 culture change 747 definitions 739 generic types 741 importance 744–8 influences on development of 742–3 job satisfaction 289 learning organisation 199, 781 levels of 740 and organisation structure 552, 743, 744 and organisational change 747, 757, 760 and organisational performance and effectiveness 746, 798 and personality 138–9 reshaping 447 retaining ‘clever people’ 805 and strategy 545 and stress 108 types of 740–1 and work ethic 745 organisational culture assessment (OCA) 595 organisational flexibility 802 organisational foundation 705 organisational genuiness 802 organisational goals 546–9, 829 balance of empowerment and control 547 852 compatibility of personal goals and 548–9 formal/informal 548 integration of 547 objectives, policy and 549–50 and organisational performance and effectiveness 797 target-setting dangers of 547 and performance 549 organisational iceberg 4, organisational ideology 705–7, 829 organisational innovativeness 802 organisational level 499, 677 organisational (office) politics 453 organisational openness 802 organisational performance and effectiveness 775–812 assessing organisational performance 794–9 BPR 785–6, 823 case study 808–10 control and 666–7, 674 CPD 791–2, 825 criticism of contingency approach 599 democratic enterprise 778–9 effectiveness, factors affecting 776 EFQM Excellence Model 792–4, 825 employee engagement 800–1 importance of effective management 786–7 improving 68 learning organisation 779–82 management development 787–92 nature of organisational effectiveness 776–8 news article 804–5 organisation assessment questionnaire 805–6 organisation size and economic performance 589 and organisational climate 749 organisational culture and 746, 787, 798 range of different criteria 796–8 social identity theory 319 successful organisations and people 799–800 TQM 782–5, 833 organisational power (legitimate power) 398, 474, 678, 827 organisational practices 18 organisational stakeholders 829 organisational strategy 34, 542–84 corporate social responsibilities 713 and culture 545 definition 543 importance 543–5 mission statements 707–9, 828 objectives and policy 549–50 opportunities, risks and 544–5 and organisation structure 551 and organisational culture 742 organisational goals see organisational goals organisational ideologies and principles 705–7 people and 543 profit objective 709–11 psychological contract and 16 stakeholders 714–16 SWOT analysis 545–6, 832 UN Global Compact 716–17 organisational sub-systems 92–4, 829 organisational support 81 organisations 7, 12, 77–120 application of learning theory to 199 see also learning organisation authority types and 86 basic components of 80–1 case study of Grameen Bank 117–18 changing relationship between individuals and 603–4 classification 86–8 common factors 78 comparative study 92 contingency models 94 defined 78, 829 differences in applications 78–9 expectations of leaders 405–6 formal organisation 79–80, 94, 95, 96, 825 future 111–12 informal organisation 94–6, 311, 681, 826 interactions with the environment 90–1 job satisfaction 283 management style 464 meaning to people’s lives 109–10 need for managers 439 news article 114 open systems model 88–9, 828 organisational conflict see conflict organisational factors in group cohesiveness 315, 317 people and 12, 13–14, 78, 99, 111–12, 603–4 perception and understanding the organisational process 242–3 perspectives of the organisation 78–9 primary activity 87–8, 742 prime beneficiary 87 private and public sector 82–3 product and service organisations 84–5 profile of organisational characteristics 465, 797 resistance to change 757 responses to change 759 social enterprise organisations 83–4 sources of power 677 stress see stress subordination of individual or group interests to interest of 430 work organisations analysed 92–4 work/life balance 109–11 INDEX organising, management 429, 432 organism metaphor Orlikowski, W 625 Orpen, C 105 Ortega, A 581 Otley, D 682 Ouchi, W.G 460 out-groups 319–20 outcomes, changes and inequity 276 output control 672, 673 outputs 88, 89, 483 outsourcing 17, 532, 604–5, 752 HRM 531–2 organisational performance and effectiveness 797–8 Overdorf, M 759 overload, role 329, 831 overseas call centres 641 ownership 100 P-creativity 194 pace of work 643–4 pace-setter 399 Packard, D 469 parent ego state 235–6 parenting 111 Parker, C 322, 324 Parker, L.E 448 Parkinson’s Law 19–20, 829 Parris, J 596 participation change management 760 control and 681 see also involvement participative leadership 385, 388, 390 participative management 465, 760 particular societies 28 partnership, EFQM Excellence Model 793, 794 Patching, K paternalistic/maternalistic manager 463 path-goal leadership contingency theory 387–9 path-goal theory 829 Patton, F 785 Pavlov, I 177, 188 Pawlecki, B 529 pay incentive schemes and change management 761 management 430 resistance to change and 756 Payne, E 172–3 Pearn, M 175 Pearson 742–3 Code of Business Conduct 725 Pedler, M 175 peer rating 347–8 Peiperi, M 692 Pena, L 278, 761, 786 people acting on other people 276 concern for 461–4 developing 432, 453 in the learning organisation 780, 781 EFQM Excellence Model 793 importance of 32, 111–12 individual resistance to change 756–7 interaction with, concept map 232 key factor in change management 762 management and getting work done through the efforts of other people 434 Management Standards 478 managers’ attitudes towards 458–60 manager’s responsibility for the work of other people 432 managing 469–73, 497 demand for people skills 791 nature of people at work 474 and organisation structure 552–3 and organisations 12, 13–14, 78, 99, 111–12, 603–4 patterns of behaviour 12–13 perception 469 of other people 223, 226–9 results and EFQM Excellence Model 793, 794 similarities 132–3 and strategy 543 performance and 496–7 sub-systems 92–3, 93 successful organisations and 799–800 valuing 405 work and meaning to people’s lives 109–10 see also, employees/staff; human relations approach; human resource management; individual differences; individuals; subordinates people-moulding organisations 88, 829 perceived effort-reward probability 271 perceived equitable rewards 272–3 perception 208–51, 829 attribution theory 237–9, 278, 822 case study 248–9 and change 757–8 connection of conscious, unconscious and physiology 225–6 cultural differences 214–16 differences in 100, 209, 212 distortions and errors 239–42, 242–3 external factors 212, 217–18 halo effect 240–1, 826 height 224 illusions 221–2, 242 as information processing 211 internal factors 212–14 news article 245 organisation and judgement 223–5 of other people 223, 226–9 process 209–12 projection 241, 830 selective 209–12, 222–3, 756 self-fulfilling prophecy 241–2 stereotyping 158, 239–40, 832 stimuli 217–20 understanding the organisational process 242–3 see also communication perceptual blocks to creativity 195 perceptual defence 241, 829 perceptual paradox 239 performance expectancy theory 272 individual compared with team or group 353–5 motivation and 254 organisational see organisational performance and effectiveness team 309 tests of maximum performance 149 tests of typical performance 149 performance agreement/contract 514 performance appraisal 511 performance indicators 795 performance management (PM) 16, 510–18, 790, 829 360° feedback and upward feedback 514–15 appraisal system concept map 518 benefits of 515–17 and career plans 511 continuous measurement diagram 517 effectiveness of 516–17 methods of measurement and review 513–14 performance review system, key elements 511–13 performance review system frequency 512 integration with corporate objectives 512 key elements 511–13 openness 512 reviews of 512–13 performance standards 788 performance-outcome expectancies 273–4 performing (in group) 318, 830 Perrin, L 709 Perrow, C 593 person culture 740 personal assistants 567 personal centralised control 671, 672 personal construct theory 138 personal development 139, 199 personal development review 511 personal effectiveness 478, 479 personal factors, in work groups and teams 326 personal goals 548–9 personal history 464 personal mastery 780 personal orientation 255 personal power (informal power) 398, 474, 678, 830 personal social responsibility 299–303 personal transformational change 830 personal-mechanical control systems 670 853 INDEX personality 129, 130–9, 830 approaches 130–8 application 138–9 development stages 135 ego states 235–7 and learning 186 levels of 136 social expectations 139 Type A and Type B 140–1, 834 see also Myers-Briggs Type Indicator personality questionnaires 150–1 personhood, theory of 21 personnel management 494 see also human resource management PESTEL analysis 90–1, 122, 830 Peston, R 810 Peter Principle 18, 830 Peters, T 51, 190, 791 attributes of excellence 777–8 PEW/Internet and American Life Project survey 643 Pfau, B 515 Pfeffer, J 677 philanthropy 299–303 Philip, HRH Duke of Edinburgh 19–20, 448 Phillips, L 200–1 physical appearance 224, 240 physical environment/setting 316 physical resources see resources physiological needs 261, 262, 263, 267 physiology 225 Piaget, J 182 Pickard, J 692 Pinkerton, T 606 Piore, M 636 Pitney Bowes 529, 643 Pivcevic, P 230 Pixar 411 planned organisational change 600, 753–6, 798 see also organisational change planning control and 668 long-range 660 management 429, 431, 432 training 505 plant team-role 343 play-hard/work-hard culture 741 pluralistic perspective 62, 97, 830 human resource management 520 power 678–9 Police & Criminal Evidence Act (PACE) 693 policy (organisational) 549–50, 830 EFQM Excellence Model 794 employee relations 519 human resource management 497–8, 525–6 training 505 politics learning organisation 781 management as 426 metaphor 854 organisational/office 86, 88, 453 stereotyping based on 240 Pollyanna principle 214 polycentric approach 523 Poole, P.P 84 Porter, C 481 Porter, L.W 263, 271–3, 274, 275 portfolio assessments 184 Portsmouth Hospitals NHS Trust 215–16 Posner, B.Z 397 postmodernism 43, 63, 64–5, 830 postural echoing (mirroring) 222 poverty 731 Powell, N 364 power 21, 664–703, 830 case study 699–701 change as threat to 757 concept map 691 delegation see delegation empowerment see empowerment factors and contingency approach 600 and gender 677 involvement and compliance 676 and leadership influence 397–8 and management control 675–6 motivation 679 motive 267 and networks 625 perspectives of organisational power 676–7 pluralistic approaches to 678–9 powerlessness 285 responsibility and wisdom 399 see also control power culture 740 power distance 27 power structures 743, 744 pragmatist manager 186 Prahalad, C.K 337, 446 praise 473 Preece, D 629, 630–1, 632 preferred culture 745 preferred ego state 235–6 presenteeism (being seen) 483 Price, R 25 primacy effect 223 primary activity/function of organisation 87–8, 742 prime beneficiary of organisation 87 principles common see classical approach management 429–31 of organisation 556, 561–2, 591 organisational ideology 705–7 relevance of 562 private enterprise organisations 82–3, 830 management 435–6 privatisation 82, 830 problem-solving 258 process culture 741 process production 591, 670 process theories of motivation 259, 260, 268–78, 281, 830 attribution theory 237–9, 278, 822 equity theory 275–6, 282, 825 expectancy theories 269–74, 281–2, 388, 825 goal theory 276–8, 825 ultimatum game 276 processes action theory 62 blocks to creativity 195 EFQM Excellence Model 793, 794 organisational responses to change 759 processual approaches 628–9 processual level 677 product division of work by 557, 558 intellectual ability 143 products and services 84–5 production concern for 461–4 departments 598 technology 591–2 production-centred supervisors 379–80 productive organisations 87 productivity 777 and employees’ personal computer use 639 objective 711 professional core of shamrock organisation 608, 610 professional human resource practice 498 profit, objective 709–11, 716 profit maximisation 710 programmed knowledge 789 project teams 556, 570, 830 projection 241, 830 projective tests 267 promotion 18, 817 protective organisations/groups 86 Proudfoot Consulting 667, 786 Prowle, M 795 Prudential 324–6 psychic prisons psychological contract 14–18, 254, 750, 751, 830 changing nature of 17–18 job satisfaction 283 psychological preparation for study 198 psychological (psychometric) tests 138, 149–51, 830 psychology 7, 8, 830 behaviourism 176, 177–81, 822 Gestalt 218–20 perception 213–14 Public Interest Disclosure Act (PIDA) 1998 295, 726 public responsibility 711 public sector, balanced scorecard 712 public sector organisations 82–3, 86, 830 bureaucracy 52 control 669–70 INDEX corporate strategy 543–4 management 435–6 performance indicators 795 pull and promotion 18 punishment 178, 179, 180 purpose business 718–21 classification of organisations by 86–7 and organisational design 587 push and promotion 18 pyramid, ‘rising’ 19 Quadir, I 118 Quakers 122–3 qualities see traits, personality quality circles 357–8, 830 quality management, total see total quality management (TQM) quality of working life 738, 744 Quality of Working Life (QWL) change programme 753 questioning insight 789 Rabobank 660 racism 147 radical perspective 98, 831 radical/Marxist approach on technology 627–8 Rajan, A 404 Randall, J 104 rational-economic concept of motivation 256, 831 Raven, B 397–8, 678 Rawson, M 555 readiness of followers/group 389–90 readiness to change questionnaire 767–9 reality of organisational behaviour 611–12 recency effect 223 recognition, and credit 471 recruitment and selection 138–9, 523–5, 746 Reddin, W.J 478–80 Redford, K 638–9 Rees, W.D 481 Reeser, C 680 Reeves, C 709 Reeves, R 282, 400, 496, 549, 639, 712, 762 Reeves, T.K 11–12, 106, 111, 670 referent power 398, 678, 831 reflection 184 reflector manager 185–6 refreezing 755 regiocentric approach 523 regionalisation 152 regression 258, 831 regulation see legislation; rules and regulations Reich, R 644 Reigle, R.F 595, 745 Reiley, A.C 44 reinforcement 279 negative 178–9 Reis, D 278, 761, 786 related managerial behaviour 479 relatedness needs 264, 267 relationship behaviour 389 relationship orientation (RO) 255, 478–80 relationships 28 action theory 62 causal 599 formal 556, 566–9 functional 566–7, 825 lateral 567–8, 827 leadership compared with management 374–5 leadership relationship 397–9, 403 line 566, 567, 569, 827 network and power 678–9 stress 108 supportive 465–6 relay assembly test room 54, 55 reliability 150, 177 religion 86 relocation, case study 770–2 remote team-working 322–6 remote working 604, 640, 642–3 remunerative power 675, 676, 831 Rentsch, J.R 749 Repertory Grid 138 research departments 597 resistance to change 756–8 individual 756–7 minimising 760–1 neuroscientific approach 758 organisational 757 overcoming 761–4 resistance to control 680–1 resource allocator role 439 resource investigator 343 resources conflict management 101 EFQM Excellence Model 793, 794 goals 711 human see human resource management investment in and change 757 leverage 446 limited 100 Management Standards 478 organisational responses to change 759 sharing 570 source of power 677 respect 470–1, 539–40 responsibility 363, 831 authority commensurate with 685–6 concept map 691 delegation and 683–4, 685, 689 management 430 power and wisdom 399 principle 562 public 711 social see social responsibilities restructuring 258 results, management standards 478 Revans, R 789 review delegation 689 performance management 511–12, 512–14, 516 training 505 reward power 397–8, 678, 831 rewards 103 conditioning 177, 178, 179–80 expectancy theory 271, 272–3 organisational behaviour modification (OBMod) 279 reward system of organization delegation and 689 employee commitment and 751 organisational culture and 746 in successful companies 16 TQM and 784 value of 271 Rice, A.K 57 Richardson, M 551 Riches, A 309, 364, 758 Rickards, T 196, 318–19 Ridderstrale, J 51, 160, 671 Rigby, R 291, 607 rights co-determination 524 human 726 Ringelmann effect 333, 353–4 risk 544–5 risky-shift 354, 831 rituals 743, 744 Riverford Organic 814–18 RNIB (Royal National Institute for the Blind) 650 Robbins, S 474, 675 Robey, D 600–1 Robinson, G 435 Rochdale principles 657–8 Roche, E 540 Rockefeller, J.D 300 Roddick, A culture 285, 726, 742 leadership 398 philanthropy 299, 302 Roe, R.A 288 Roffey Park Institute 109 High Performance Organisation model 794 Rogers, C 135 role ambiguity 329, 831 role analysis 738 role conflict 100, 328–30, 831 role culture 740 role expectations 327–8, 328–9, 330, 831 role incompatibility 328–9, 831 role incongruence 327, 831 role models 181 role overload 329, 831 role perceptions 272 role underload 329–30, 831 role-set 326–7, 831 855 INDEX roles 62, 326–31, 831 changing role of management 446–8 definition 326 managerial 437–9, 828 relationships 326–8 stress 108, 330 team-roles 342–4, 350, 833 Rolls-Royce 705 Rose, M 47 Rose, S 809–10 Rosenman, R 140–1 Rosenthal, R 241–2 Rosenzweig, J.E 755 routine behaviours 743, 744 routine organisation 593 ROWE (Results Only Work Environemnt) 483 Royal Mail Group 192 Royal National Institute for the Blind (RNIB) 650 RSA (Royal Society of Arts) inquiry 720 Rugman, A 23 rules and regulations 28, 50, 679–80 see also legislation Runco, M.A 196 Rust, J 133 rusty halo effect 240–1, 831 Ryanair 36–8 Ryterband, E.C 317 S-R (stimulus-response bond) 178, 179 Sabel, C 636 safety needs 261, 262, 263, 267 Salaman, G 781 sales departments 598 sanctions 331 groups/teams 309 Sanderson, C 294, 295 Santosus, M 189 satisfaction customer 472 degrees of 262 employee 472 expectancy model 273 job satisfaction see job satisfaction Saul, J.R 23 Saunders, A 263–4 Sayles, L 58, 627 scaffolds 182 scalar chain (chain of command) 430, 556, 563–4, 823 scalar principle 44 Scardino, M 742–3 Schein, E.H 79, 214, 740 Schmidt, W.H 98–9, 381–3, 401 Schmitz, S 369 Schneider, S.C 26, 66, 223 human resource management 523 organisational behaviour 23, 24, 25 strategy and culture 173, 427, 545, 601, 747 Schofield, K 259 Scholes, K 743–4 schools of management thought 66, 67 856 Schriver, M 200 Schumann, M 636 science, management as 425–6 scientific management (Taylorism) 26, 45–9, 831 control 46, 667 principles 45 reactions against 45–6, 628 relevance 47–9 scientific value approach 67 Scoble, R 294 Scotchmer, A 107 Scott, P 621–55, 642–3 Scott, W.R 87 SCT (social construction of technology) 628–9 Sculli, D 66, 747 Second Life 638 security in the past 756 selection leadership development 404 recruitment and selection 138–9, 523–5, 746 selective perception 209–12, 222–3, 756 self-actualisation needs 261, 262, 263, 267 self-appraisal 513 self-assurance, and leadership 400 self-categorisation 319–20 self-development 199, 792 self-established roles 328, 831 self-esteem 319 self-estrangement 285 self-fulfilling prophecy 241–2, 831 self-interest 719–20, 721 self-managed work groups 360–1 self-management 363, 478 self-oriented behaviour 350, 831 Self-Perception Inventory 343–4 self-protective leaders 402 self-reporting of attitudes 147 selling leadership style 382, 389, 390 Senge, P 780 Senior, B 571–2 senior managers, undercover 695–6 senior/top management 81, 553, 554, 555 human resource management 501, 522 organisational culture 742 responsibilities in change management 762–4 sense of identity 11 sensing 136, 137, 213 sensitivity training 358–9, 738, 831 sensory limits/thresholds 213 separated managerial behaviour 479 service centres, shared 502 services 84–5, 87, 610 division of work by service 557, 558 management 436 technology and 624 Sewell, G 635 Shafritz, J.M 42, 425 shamrock organisation 608–11, 831 shaper team role 343 shaping 180–1 Shapiro, M 234 shared vision 780 shareholder-centred view 718–21, 832 shareholders 714 Sheats, P 350 Shellabear, S 517 short-life organisations 746 short-term orientation 28 short-term wins 760 short-term/long-term balance 405 Shovelton, H 670 Siddall, P 747 silver bullet danger 354 Silverman, D 61 Simon, H.A 44, 61 Simonetti, E 294, 295 Singapore 84 Singh, V 700 single objective, fallacy of 711 single-loop learning 195 Sirota Survey Intelligence report 452, 453 situational approach to leadership 376, 383–90, 832 situational factors 326 situational management 445–6, 448 Six Sigma 48, 784–5, 832 size organisation 588–9, 742 work groups and teams 314–15 skill variety 287, 288 skills in 7-S framework 778 concept map 444 deskilling 628 developing future 445 hard 443–5 importance of 443–6 leadership 405–6 Leitch Review 443 occupational skills tests 150 polarisation 635, 636 social 442–3 soft (people skills) 361, 443–5, 505 demand for 791 teamwork 332–3, 361–3 technology impact of 635 work design and control 635–6 see also competence/competency Skinner, B.F 178–81 Skipton, M.D 43 Slater, L 525 Sloan, A.P 64 Slocum, J.W 4, small batch production 591, 670 small businesss, advantages of 614–15 Smart, E 607 SMART objectives 513–14, 550 Smit, T 417–20 Smith, A 303 INDEX Snow, D 780–1 social action 43, 61–2, 63, 832 social awareness 145 social capital 496 social construction of technology (SCT) 628–9 social dimension 661 social enterprise organisations 83–4, 832 features 84 forms 83 measurement of social value 84 social entrepreneur 817 social expectations, personality 139 social factors, and job satisfaction 282 social and human skills 442–3, 832 social identity theory 319–20, 832 social interaction, nature of, and ICT 642–4 social learning 181, 832 social loafing 353 social networking 638–9 benefits 639 and bullying 644 disadvantages 639 social order 430 social process, management as 431 social responsibilities corporate see corporate social responsibilities personal 299–303 social rewards 279 social stereotyping 240 social system social tools and training 746 social value 83 measurement 84 socialisation 223 society EFQM Excellence Model 793, 794 societal context 601 socio-economic shaping of technology (SST) 628–9 socio-emotional functions 349 socio-technical system 58, 625, 626, 627, 761, 832 conflict management 103 sociograms 347–9 sociology 7, 8, 832 sociometry 347–9, 832 soft skills 361, 443–5, 505, 791 solidaristic orientation 10, 832 solidarity era, fairtrade 732 soloists and pioneers 489 Somers, M 197 Sony 73 Sorge, A 601 source traits 134 South Devon Organic Producers co-operative 815 span of control 556, 562–3, 564, 832 factors influencing 563 importance of 563 principle 562 Spearman, C 142 specialisation 100 bureaucratic 50 control through 680 human resource management 498–9 principle 562 specialist team-role 343 specific ability 149 specific cultures 29 speed of reaction 446 Spellman, R 453 Spitzer, M 225 spokesperson role of manager 438 spontaneous learning 173 Srivestva, S 225 SST (socio-economic shaping of technology) 628–9 stability factors and attributions 238 maintaining 757 Stadler, R 407 staff see employees/staff staff managers 569 staff organisation 556, 567–8, 832 stakeholder theory 718–21, 832 stakeholders, organisational 714–16, 829 Stalker, G.M 16, 594–5 Standard Chartered Bank 533 standardisation 150, 680 standards control and 668 Investors in People 507–8 Stanley, T.J 347 Starke, F.A 96, 612 Starr, J 197–8 static information 222 Steers, R.M 263 Stein, N 514 Stephens, D 787 stereotyping 215, 239–40, 320, 401, 832 diversity and 158 Stern, S 48, 68, 70, 366, 404, 407–8, 449–50, 504, 526, 543, 545, 695–6, 786, 787, 790–1, 799, 804–5 Sternberg, E 110, 718, 719 Stewart, J 436 Stewart, R 679–80, 747, 799 change management 759 delegation 687 management 434, 437, 441 managerial behaviour and effectiveness 475, 481–3 organisations 50, 52 structure 565 Stewart, T.A 767–9 Stewart-Allen, A.L 215 sticking to the knitting 777 Stig, The 369 stimuli 217–20 organisation and arrangement of 218–20 total pattern of 217–18 stimulus-response bond (S-R) 178, 179 Stokes, H 745 Stone, K 235 Storey, J 633 stories and myths 743, 744 storming 318, 832 strategic business partnering approach to HRM 501–2 strategic control 682 strategic human resource management 23 strategic objective, introduction of new technology 632 strategic planning 363 strategy 7-S framework 777–8 control strategies 671–3 corporate see organisational strategy EFQM Excellence Model 793, 794 human resource management 495, 495–7, 501–2 management 459 strengths (SWOT analysis) 545–6 stress 103–9, 140, 832 adverse reaction to 105 causes 105–6 coping with 106–9 cultural differences 106 definition 103 effects of 104 and email 643 and empowerment 693 EU agreement 107–9 HSE’s Stress Management Standards 107, 108 and ICT 643–4 kaizen 107 levels 104 managerial 453–4 negative/positive influences 104–5 pressure and 104–5 scepticism 104 strategies for reducing 106–8 stretch goals 277 strong groups, disadvantages of 320–1 structuralism 53, 63, 832 structuralist perspective 396 structure 51–2 and action theory 62 initiating structure 379, 380 organisation structure see organisation structure sub-systems 92, 93 study skills, learning 198 styles leadership see leadership style learning 182–6 management see management style sub-systems, organisational 92–4, 829 submarines 489 subordinates alliance between leaders and 406 forces in 382, 383 numbers of see span of control perception of influence 398 857 INDEX subordinates (continued) personal characteristics 389 readiness and situational leadership 389–90 relationship with manager 684–6 see also employees/staff success principles of organisation and 591 technology and 591 work groups and teams 317 successful managers 476 succession planning 412–13, 509, 790–1 Sugar, A 587 Summers, J 109, 710 Sunstein, C 249 supervision 679 suppliers 715 support lack of and stress 107, 108 management development 788 supportive diversity 363 supportive leadership 388 supportive relationships 465–6 surface traits 134 Surmacz, J 189 Surowiecki, J 581 surveillance of workers 636–7, 640 survey research 738 survival objective 710, 716 Sweeten, G 507 SWOT analysis 545–6, 832 symbols 743, 744 Symon, G 643 Symons, J 323 synergy 544, 833 systems approach 43, 57–9, 61, 62, 63, 586, 627, 833 7-S framework 777–8 delegation 689–90 learning organisation 780 systems theory 57–8 T-groups (sensitivity training) 358–9, 738, 831, 833 TA (transactional analysis) 235–7, 833 tacit knowledge 176, 189 Tackey, D 516 Taifel, H 319, 320 talent management 509–10, 833 definition 509 high-potential people 509 importance of maximising 509 tall hierarchical structure 564, 833 Tampoe, M 280 Tan, J 189 Tannen, D 700 Tannenbaum, A.S 665 Tannenbaum, R 381–3, 401 Tapscott, D 647 target-setting dangers of 547 and performance 549 task behaviour 389 858 task culture 740 task functions groups 349, 350, 833 leadership 378, 379, 380 organisations 555–7, 833 division of work 557, 558 task identity 287, 288 task orientation (TO) 478–80 task significance 287, 288 task structure 385 task structure contract 283 task-oriented behaviour 350 tasks complexity 346 management 432–3, 436 nature of and group cohesiveness 316 nature of and leadership 389 sub-systems 92, 93 Tata Consultancy Services 706 Tate, W 504 Tavakoli, I 709 Tavistock Institute 58 Tavris, C 245 Tayeb, M 25, 401 Taylor, F.W 26, 45–9, 78, 255–6, 309 see also scientific management Taylor, G 762 Taylor, J 17 Taylor, S 360 TCI 302 Teague, P 524 team learning 780 team maintenance functions 349–50, 378–9, 380, 827 team manager 461–4 team-building, away trip 788–9 team-roles 342–4, 350, 833 teams see work groups and teams teamworker role 343 technical competence 442, 443, 833 technical level 553, 554, 833 technological determinism 58–9, 61, 63, 625, 626–7 technology 63, 621–55, 752 actor-network analysis 628–9 adopting and introducing 630–2, 822, 827 AMT (advanced manufacturing technology) 623 analysis of 593 CAE (computer-aided engineering) 623 case study 649–50 changes consultation, lack of 622 human dimensions 622 and control 670–1 craft 593 decision-making processes 629–34 HRM specialists 632–3 legal or collective stipulations 629–30 emerging technologies and learning 190–2 engineering 593 flexibility 624 hardness of 625 high-tech organisations 595 HRM specialists 632–3 initiation and operationalisation 631–2, 633 introduction phase 826–7 and job security 635 key features 623 main forms of applications 623–4 networks 624–5 news article 647 operationalisation stage 631–2, 633 organisational culture 742 patterns of organisation structure 589–93 Perrow on major dimensions 593 Woodward study 589–92 processual approach 628–9 radical/Marxist approach 627–8 skills, impact on 635–6 social construction 628–9 social implications 63406 socio-economic shaping 628–9 socio-technical systems 58–9, 103, 625, 626, 627, 761, 832 sociological theories – comparison of 628–9 study – reasons to 622–3 sub-systems 92, 93 as text and metaphor (TTM) 628–9 theories of 625–9 users of and adoption 633–4 work groups 316, 321–2, 324 and workplace location 634 see also, information and communication technology (ICT); information technology; Internet; websites technology approach 58–9, 833 technology change, leading 763 telecommuting 606, 833 teleological view of business ethics 718 telling leadership style 382, 389, 390 tenure, stable 430 terms of reference, delegation 689 territory violation 100 Tesco 618, 649–50, 712 Test and Corporations Acts 122 text, technology as 628–9 Thaler, R 249 Thematic Apperception Test 267 theorist manager 186 theory, relevance of 3–4 Theory M 256 Theory X 57, 381, 458–60, 474, 681, 833 Theory Y 57, 381, 458–60, 474, 681, 833 Theory Z 460, 833 Thinking Environment 183 Thomas, R 640 Thompson, P 25, 31, 97 INDEX Thorlakson, A.J.H 692 Thorndike, E.L 177 threats (SWOT analysis) 545–6 ‘three-legged stool’ model 502 Thurstone, L.L 142–3 tiffin box service 337–9 time cultural differences 29 delegation 686 division by time scales 559 element and goals 547 management 480–3 required for decision-making 386 time management, concept map 482 Toffler, A 756 Tolman, E.C 182 Top Gear 368–9 top management see senior/top management Torrington, D 360, 494–5 total pattern of stimuli 217–18 total quality management (TQM) 782–5, 833 concept map 783 definition 782 implementation 782–4 kaizen 784 and related reward practices 784 relationship to BPR 785 Six Sigma 784–5 success of 784 Toubia, O 647 tough-guy, macho culture 741 Townsend, R 98, 459, 574 TQM see total quality management trade unions 715, 809 collective bargaining 521 and cooperatives 659 traditional management 440 traditional organisations 86, 833 training and development benefits of training 503–4 delegation and 686, 688, 689 diversity 157–8 HRM 502–7 leadership development 402–4 management development 788 methods 505 minority groups 505 needs assessment 505 review and evaluation 505–6 training compared with development 502–3 traits, personality 133, 830 approach to leadership 375–7 Big Five 133 expectancy model 272 transactional analysis (TA) 235–7, 833 transactional leadership 391, 833 transformation (conversion) process 88, 89 transformational leadership 376, 391–2, 833 transparency 495 trial and error 177 tribunal system 522 Trist, E 58, 627 Trompenaars, F 25, 28–31 trust 470–1, 539, 688, 705–6, 732, 760 and empowerment 687–8 leadership and 391, 405 TTM (technology as text and metaphor) 628–9 TUC abuse of technology debate 644 diversity 154 Tuckman, B.W 309, 318 Tulgan, B 666, 683 Turing, A 649 Turner, J.C 319, 320 Twitter 647 two-factor theory of motivation 57, 265–7 Type A personality 140–1, 834 Type B personality 140–1, 834 UK Commission for Employment and Skills 443 Ulrich, D 111, 501–2 ultimatum game 276, 834 UN Global Compact 716–17 uncertainty avoidance 27 fear of the unknown 757 power and coping with 677 unconscious self 225 undercover boss 695–6 underload, role 329–30, 831 understandable goals 547 unfairness see inequity unfreezing 755 Unilever 528, 529 unions see trade unions Unipart 187 uniqueness 132–3 unit and small batch production 591, 670 unitary control systems 670 unitary perspective 62, 97, 520, 834 United States of America (USA) 24 cooperatives 658 human resource management 523 labour force 25 unity of command 430 unity of direction 430 Univeg 815 universal societies 28 universal theories 26 unstable factors and attributions 238 upward feedback 514–15, 834 urgency, sense of 760 Urry, J 640 Urwick, L 44, 427, 561–2, 572 USDAW 809, 810 users of technology, involvement in technology decision-making process 633–4 utilitarianism 722–3 Utley, D.R 68, 278 valence (expectancy theory) 269, 270, 271 validity 150, 177 Valliant, G 245 values 145, 146, 256, 705–6 concept of 710 espoused 740 and ethics 717–18 excellence and 777 group values and norms 309–11 management behaviour 446 management style 464 MCC 659 organisational change 759 shared, 7-S framework 778 van de Vliet, A 711–12 van Zyl, E 104 Vandevelde, L 808, 809 variability 593 variables causal 466, 467 end-result 466, 467 independent 599 intervening 466, 467 Veccio, R.P 586, 601 verbal communication 222 Vernon, M 604–5 Vernon, P.E 142 Vine, P 106 Virgin 473 Virgin Atlantic 36–8, 294 virtual organisations 605, 624 virtual teams 322–6, 834 virtual working 766 virtual worlds 638 virtue ethics 723 virtuoso teams 311, 834 visibility 483 vision 391, 392, 403, 537–8, 707, 760 shared 780 visionary (inspirational) leadership 376, 392–4, 399, 826 Volkwein, J.F 748 voluntary organisations 86 Voluntary Services Overseas (VSO) 203–4 Vroom, V.H 355 contingency model 386–7 expectancy theory 269–71 VSO (Voluntary Services Overseas) 203–4 Waitrose 616–19 Waler, D 257 Wales, HRH The Prince of 713 Walker, C.R 59 Wall, T 692–3 Waller, D 11, 141 Walters, S 640 Walton, R.E 750 Warner, B 647 859 INDEX Warner, M 601 Waterman, R.H 51, 360, 777–8 Waterstones 294 Watertown Arsenal 46 Watson, C.M 374 Watson, G 814–17 Watson, J.B 177 Watson, T 64, 78, 426, 457, 552, 611, 688 weaknesses (SWOT analysis) 545–6 Weaver, T 256 Web 2.0 623, 638 web, cultural 743–4 Web Accessibility Initiative (WAI) 650 Weber, M 26, 49, 50, 53, 78, 86, 393 weblogs 638, 639 websites, Tesco 649–50 Wedgewood-Oppenheim, F 344 Weeks, J 474, 750 Weinstein, K 184 Welch, J 497 Wertheimer, M 218 West, M.A 193–4, 194 Western Electric see Hawthorne experiments What If! 195 wheel communication network 344–5, 346 Whirlpool 533 whistleblowing 295 Whitehead, M 378, 392 Whitmore, J 281 Whittaker, L 172–3 Whittington, R 743–4 Wilkinson, A 683 Wilkinson, B 632 Williams, B 291 Williams, S 643 Williamson, J 106 Willmott, H 425, 675 Wilman, A 369 Wilson, F 5–6, 666, 670, 744 Wilson, J 360, 361 Wilson, M 634 Wilson, P.R 224 Winstanley, D 498 wireless connectivity 623 wisdom, power and responsibility 399 withdrawal 258, 834 Witkin, H.A 214 Wittenberg-Cox, A 699, 700, 701 Witzel, M 394 Wolfson, B 503 women see gender Wood, J 32 Wood, S 692–3 Woodall, J 498, 739 Woodman, R.W 4, Woodruffe, C 197 Woodward, J 100, 627 control systems 670 organisation structure 557, 589–92 Word, C.O 242 860 Work 2.0 112 work changing nature 519–20, 526 changing nature of work organisation 20–1 division by nature of 558–9 environment 284, 315, 316 future world 112 management 440–2 nature of work activities and conflict 100 organisation 761 pace and intensity, and ICT 643–4 purpose of 21 skills, work design and control 635–6 work ethic 10–12, 751 and organisational culture 745 Work Foundation 111 work groups and teams 139, 306–34 balance between team and individual 351–2 brainstorming 355–6, 823 case studies 337–9, 368–9 characteristics of an effective group 321 cohesiveness and performance 314–19 communication 312, 316, 322–3 patterns 344–7 concept map 362 continuous improvement 364 control 681 creative leadership and group development 318–19 culture 323 decision-making 353–5, 466 definition/meaning 307 development and maturity 317–19 differences between groups and teams 307–9 Eden Project 419–20 emotional intelligence, role of 363 expectations 314 formal 311, 825 group dynamics 358–9 importance of 307, 331–3 individual behaviour and 347–51 frameworks of behavioural analysis 350–1, 352 interaction analysis 349–50, 350, 826 sociometry 347–9, 832 individual performance compared with team performance 353–5 informal 311–13, 826 inter-group conflict 321 interactions among members 342 membership 314–16 news articles 335, 366 organisational change 760 organisational factors 317 organisational performance and effectiveness 797 potential disadvantages of strong, cohesive groups 320–1 project teams 556, 570, 830 quality circles 357–8, 830 reasons for formation 313–14 role conflict 328–30 role relationships 326–8 self-managed groups 360–1 skills of effective teamworking 332–3, 361–3 social identity theory 319–20 T-groups 358–9, 738, 833 team-roles 342–4, 350, 833 teambuilding 361–4, 738 technology 316, 321–2, 324 values and norms 309–11 virtual 322–6, 834 work environment 316 working in groups and teams 341–71 work location, and ICT 639–40 work orientations 10–12 work-hard/play-hard culture 741 work/life balance 11, 109–11 Australia 110 ethical considerations 110 European Commission 111 public policy 111 workforce see employees/staff workplace location, and technology 634, 639–40 works councils 524 world poverty 731 World Wide Web see Internet; websites World Wide Web Consortium (w3C) 650 Worley, C.G 746 Wright, D 83 Wynne, B 196, 198 X Generation 112 X Theory 57, 381, 458–60, 474, 681, 833 Xchanging 533 XpertHR 638, 643 Y communication network 345 Y Generation 112 Y Theory 57, 381, 458–60, 474, 681, 833 Yetton, P.W 355, 386–7 Yfactor 112 yin and yang 31 York, P 103 younger workers 163–4 Yuker, H.E 218 Yukl, G 391, 398, 706, 780 Yunus, M 117–18 Z, Theory 460, 833 Zaleznik, A 374 Zara 580–2 Zimmermann, J 666 Zuboff, S 636 Zwerman, W.L 592 GET THE INSIDE TRACK TO ACADEMIC SUCCESS Written by a team of highly experienced authors, this series equips students with effective and practical ways to improve their academic skills across all subject areas £12.99* O N LY *Prices are correct at time of going to press ... 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