Giáo trình Management and organizational behavior 12th by mullins

Giáo trình Management and organizational behavior 12th by mullins Giáo trình Management and organizational behavior 12th by mullins Giáo trình Management and organizational behavior 12th by mullins Giáo trình Management and organizational behavior 12th by mullins Giáo trình Management and organizational behavior 12th by mullins Giáo trình Management and organizational behavior 12th by mullins Giáo trình Management and organizational behavior 12th by mullins

CVR_MULL8488_11_SE_CVR.indd 04/02/16 7:27 pm Management and Organisational Behaviour A01_MULL8488_11_SE_FM.indd 1/27/16 5:07 PM A01_MULL8488_11_SE_FM.indd 1/27/16 5:07 PM Management & Organisational Behaviour Eleventh Edition Laurie J Mullins WITH GILL CHRISTY Pearson Education Limited Edinburgh Gate Harlow CM20 2JE United Kingdom Tel: +44 (0)1279 623623 Web: www.pearson.com/uk First published in 1985 in Great Britain under the Pitman imprint (print) Fifth edition published in 1999 by Financial Times Pitman Publishing (print) Seventh edition 2005 (print) Eighth edition 2007 (print) Ninth edition 2010 (print) Tenth edition 2013 (print and electronic) Eleventh edition published 2016 (print and electronic) © Laurie J Mullins 1985, 2010 (print) © Laurie J Mullins 2012, 2016 (print and electronic) Chapters 4, © Linda Carter and Laurie J Mullins 1993, 2007 Chapter 5 © Linda Carter 1993, 2007 Chapter 15 © Peter Scott 2010 Chapter 16 © David Preece 1999, 2007 The right of Laurie J Mullins to be identified as author of this work has been asserted by him in accordance with the Copyright, Designs and Patents Act 1988 The print publication is protected by copyright Prior to any prohibited reproduction, storage in a retrieval system, distribution or transmission in any form or by any means, electronic, mechanical, recording or otherwise, permission should be obtained from the publisher or, where applicable, a licence permitting restricted copying in the United Kingdom should be obtained from the Copyright Licensing Agency Ltd, Saffron House, 6–10 Kirby Street, London EC1N 8TS The ePublication is protected by copyright and must not be copied, reproduced, transferred, distributed, leased, licensed or publicly performed or used in any way except as specifically permitted in writing by the publishers, as allowed under the terms and conditions under which it was purchased, or as strictly permitted by applicable copyright law Any unauthorised distribution or use of this text may be a direct infringement of the author’s and the publisher’s rights and those responsible may be liable in law accordingly All trademarks used herein are the property of their respective owners The use of any trademark in this text does not vest in the author or publisher any trademark ownership rights in such trademarks, nor does the use of such trademarks imply any affiliation with or endorsement of this book by such owners Contains public sector information licensed under the Open Government Licence (OGL) v3.0 http://www.nationalarchives.gov.uk/doc/open-government-licence/version/3/ The screenshots in this book are reprinted by permission of Microsoft Corporation Pearson Education is not responsible for the content of third-party internet sites The Financial Times With a worldwide network of highly respected journalists, The Financial Times provides global business news, insightful opinion and expert analysis of business, finance and politics With over 500 journalists reporting from 50 countries worldwide, our in-depth coverage of international news is objectively reported and analysed from an independent, global perspective To find out more, visit www.ft.com/pearsonoffer ISBN: 978-1-292-08848-8 (print) 978-1-292-08851-8 (PDF) 978-1-292-08849-5 (eText) British Library Cataloguing-in-Publication Data A catalogue record for the print edition is available from the British Library Library of Congress Cataloging-in-Publication Data Names: Mullins, Laurie J Title: Management and organisational behaviour / Laurie J Mulllins Description: Eleventh Edition | New York : Pearson, 2016 | Revised edition   of the author’s Management and organisational behaviour, 2013 Identifiers: LCCN 2015038750 | ISBN 9781292088488 Subjects: LCSH: Organizational behavior Classification: LCC HD58.7 M85 2016 | DDC 658 dc23 LC record available at http://lccn.loc.gov/2015038750 10 19 18 17 16 15 Front cover image: Mike Kiev © Getty Images Print edition typeset in 10/12pt minionPro-Regular by SPi Global Print edition printed and bound by L.E.G.O S.p.A., Italy NOTE THAT ANY PAGE CROSS-REFERENCES REFER TO THE PRINT EDITION A01_MULL8488_11_SE_FM.indd 1/27/16 5:07 PM To Pamela and for our families A01_MULL8488_11_SE_FM.indd 1/27/16 5:07 PM A01_MULL8488_11_SE_FM.indd 1/27/16 5:07 PM www.downloadslide.com Contents in brief Contents in detail ix In acknowledgement and appreciation xv About the authors xvi About this book xvii Publisher’s acknowledgements xxiii Part The organisational setting 1 Chapter Chapter Chapter Understanding organisational behaviour 2 Approaches to organisation and management 34 The organisational environment 69 Part The individual 115 Chapter Chapter Chapter Chapter Individual differences and diversity 116 Learning and development 151 Perception and communication 181 Work motivation and job satisfaction 220 Part Groups, leadership and management 269 Chapter Chapter Chapter 10 Working in groups and teams 270 Leadership in organisations 311 Understanding management 349 Part Structure, strategy and effectiveness 393 Chapter 11 Chapter 12 Chapter 13 Chapter 14 Chapter 15 Chapter 16 Organisation structure and design 394 Technology and organisations 435 Organisational control and power 469 Strategy, corporate responsibility and ethics 503 Organisational culture and change 536 Organisational performance and development 571 Appendix Review of personal skills and employability 613 Glossary 616 Index 626 A01_MULL8488_11_SE_FM.indd 1/27/16 5:07 PM www.downloadslide.com A01_MULL8488_11_SE_FM.indd 1/27/16 5:07 PM www.downloadslide.com Contents in detail In acknowledgement and appreciation xv About the authors xvi About this book xvii Publisher’s acknowledgements xxiii Part The organisational setting 1 Understanding organisational behaviour 2 The significance of organisational behaviour 3 A multidisciplinary perspective 4 A framework of study 6 Realities of organisational behaviour 8 What is work? 9 Orientations to work and the work ethic 10 Social exchange theory 12 The psychological contract 12 The nature of human behaviour in organisations 14 Positive organisational behaviour 15 The changing world of work organisations 16 Management as an integrating activity 18 Management and organisational behaviour in action case study: Fred Olsen Cruise Lines 19 Globalisation and the international context 20 Is organisational behaviour culture-bound? 22 Five dimensions of culture: the contribution of Hofstede 24 Cultural diversity: the contribution of Trompenaars 24 High- and low-context cultures 25 The importance of organisational behaviour 26 Ten key points to remember 27 Review and discussion questions 27 Assignment 28 Personal skills and employability exercise 28 Case study: Virgin Atlantic and Ryanair 29 Notes and references 31 A01_MULL8488_11_SE_FM.indd 2 Approaches to organisation and management34 Developments in management and organisational behaviour 35 The classical approach 37 Scientific management 38 Bureaucracy 41 Evaluation of bureaucracy 43 Human relations approach 45 Evaluation 46 Neo-human relations 48 The systems approach 48 Management and organisational behaviour in action case study: ‘Vanguard Method’ for systems thinking 50 The contingency approach 51 Other approaches to the study of organisations 52 Decision-making approach 52 Social action 54 Action theory 55 Postmodernism 56 Relevance to management and organisational behaviour 58 Value of management theory 59 Conceptual thinking and management theory 59 Ten key points to remember 60 Review and discussion questions 61 Assignment 61 Personal skills and employability exercise 62 Case study: Not being evil: Google 63 Notes and references 66 3  The organisational environment 69 Perspectives of the organisation 70 Private- and public-sector organisations 71 Social-enterprise organisations 72 Common features of organisations 73 The organisation as an open system 74 Analysis of work organisations 78 Formal and informal organisations 80 The informal organisation 81 Underlying realities of work organisations 83 Organisational conflict 84 1/27/16 5:07 PM www.downloadslide.com 638 Index Lewis, John Spedan 430, 432 Lewis, R.D 548 liaison roles 363 lifelong learning 152, 594, 620 Likert, R 48, 372–3, 486 limited resources 87 line and functional organisation 407–8, 620 line authority 409 line managers 407 line relationships 406, 407, 620 linear-active people 548 LinkedIn 452 linking skills 302 Linux 453 listening 13, 329 skills 575 Litterer, J.A 419 Lloyd, B 332 Lloyds Banking Group 138–9, 167 local government 71 Local Government Act 2000: 527, 528 location culture and 542 division of work by 400, 401 of work 446, 453–5 Locke, E.A 235, 242 Lockhead, M 557–8 long-hours culture 92 long-term/short-term orientation 24 longwall coal-mining study 49 looser approach to management 375–6 Lord, W 121 Lorsch, J.W 418, 420–1 loss of freedom 558 love needs 228, 229 Low, W 533 low context cultures 25–6 LPC (least preferred co-worker) scale 320–2 Lucas, E 73, 142, 169, 193, 396, 425, 508, 572 Luth, M.T 607 Luthans, F 16, 121–2, 246 Lynch, R 77–8, 504, 415 Lysons, K 81, 274 M M, Theory 222 MacGregor, D macho culture 541 Macleod, D 587 Madden, M 457 magic, management as 351, 352 maintaining skills 302 maintenance (hygiene) factors 232, 619 maintenance needs, team 316–17 maintenance roles, groups 293 Maister, D.H 280 management 73, 74, 349, 620 as art 3, 351, 352 authoritarian styles 92 balance, providing 18–19 case studies 382–4 Z03_MULL8488_11_SE_IDX.indd 638 common activities 354 concept map of leadership and 331 of conflict 89–90 Creative Model of 169 cultural influences 351 developments in 35–7 diversity 135, 139, 363 doing and 356–7 equity theory and control by 242 essential nature of managerial work 356–8 evaluating 366 folklore and facts 358 forward planning 366 future of 377–8, 595 general problems of 359 Good Management (gov.uk guidance) 376–7 happiness case study 382–4 importance 350 as integrating activity 18–20 leadership and 312–13, 350, 357 of learning, organisations and 154–5 looser approach to 375–6 as making things happen 350 managing with and through people 373–6 meaning of 351 middle 257–8, 396–7, 422 of organisational change 559–62 organisational setting 350 organisational sub-system 79, 80 overview concept map 366 performance 352 practices 572–3 principles of 37, 354–5 in private enterprise 358–60 process of 353–6 in public-sector organisations 358–60 resources control 366 reviewing 366 as science 351–2 skills 360, 574–5, 593 styles see management styles support 274 systems 372–3, 486 of talent 166–8, 624 see also managers management accounting 408 management and leadership development (MLD) 593 Management by Walking About (MBWA) 374 Management Consultancies Association (MCA) 424, 572, 599 management control see control management development 593, 620 continuing professional development 594–5, 617 succession planning 594 management gurus 59 management science 57 Management Standards approach, HSE 95–6 management styles importance 365–6 Managerial Grid see Leadership Grid Theory X and Theory Y see Theory X and Theory Y see also managerial behaviour management theory 34–5 action theory 55–6 bureaucracy see bureaucracy case study of Google 63–5 categorisation 58 classical approach see classical approach concept map 53 conceptual thinking 59–60 contingency approach see contingency approach cultural contexts, importance of 58 decision-making approach 52–4, 617 framework of analysis 36 human relations approach see human relations approach importance 35–6 postmodernism 56–7, 622 scientific management see scientific management social action 54–5, 57, 623 systems approach see systems approach value of 59 Vanguard Method for systems thinking 50–1 Management Today 424, 572, 593, 598, 599 managerial behaviour 349, 360 3-D model 578–9 change management and 561 control as expression of 472 style of management see management styles time management 580–1 managerial effectiveness 575–6, 620 3-D model 578–9 activity and 580–1 apparent 579 concerns about 595 indicators of 577 managerial efficiency and 576 measures of 576–80 personal 579 time management 580–1 managerial efficiency 576, 620 Managerial Grid see Leadership Grid managerial level 396–7, 620 managerial roles 363–4, 620 managerial skills 360, 574–5, 593 managerial styles see management styles managers attributes 573 case study 257–9 characteristics needed by 595 composite list of basic qualities 577–8 conceptual thinking and 59–60 1/27/16 3:14 PM www.downloadslide.com Index crucial roles in organisational ­effectiveness 572–3 development 510 diversity and recruitment of 136 essential nature of managerial work 356–8 ethics 595 forces in 318–20 good 376–7 importance of management style 365–7 middle 257–8, 396–7, 422 motivation and 257–9 motivation theories and 242, 243–4 performance 510 purposes of 364 qualities 573 senior/top see senior/top management subordinates and, relationships with 488–9, 491 training 595 work of 362–3 Manchester Prison 359–60 Mann, John 343 Mann, S 483, 574–5 Mannering, K 86 March, J.G 52 Marcus, Paul 384 Margerison, Charles J 302 market norms 216 market standing 510 marketing 417 marketing managers 408 markets 522 marking 462 Martin, J 541 Marx, Karl 85, 251 Marxist approach 441 masculinity 24 Maslow, Abraham, H 15, 245 hierarchy of needs theory 48, 228–31 Mason, D 449 Mason, P 453 mass market era 532 mass production 417 Masson, L 335 mastery, personal 583 maternalistic/paternalistic management 370–1 matrix structure 291, 409–10, 620 Matson, E 248 maturity, groups 278, 280–2 May, D.R 607 Mayo, Andrew 155, 162 Mayo, Elton 45 MBTI see Myers–Briggs Type Indicator MBWA (Management by Walking About) 374 MCA (Management Consultancies Association) 424, 572, 599 McAfee, A 457 McCabe, B 334 Z03_MULL8488_11_SE_IDX.indd 639 McCann, Dick 302 McCanse, A.A 370, 371 McCartney, Sara 410–11 McDonald’s 41 McClelland, D.C 48 achievement motivation theory 228, 234–5 McCrum, M 11, 199–200 McEwan, T 527 McGovern, P 449, 457 McGregor, D 48, 332 Theory X and Theory Y 48, 196, 367–9, 486 McGuire, T 200 McKenna, P.J 280 McKenna, Paul 205 McKenna, R 474 McKinsey & Company 248 McLean, J 21, 59, 165, 355 McLoughlin, I 441 McWilliam, Graham 514 meaning in people’s lives 98 of perception to individuals 183–4 meaningful work 224 meaninglessness 252 measurement, organisational behaviours 246 mechanical abilities 128 mechanical reasoning 128 Mechanical Turk 453 mechanistic system 418–20, 620 meetings, shaping successful 301 Mehrabian, A 200 Melville-Ross, T 338 memory 128 mental models 583 mentoring 171–3, 620 Menzies, J 547 Merton, R.K 211 metaphors, organisational microcredit 73, 104 Microsoft 263, 265–6 Middle East, cultures 26 middle management 257–8, 396–7, 422 middle-of-the-road management 369–71 Miller, E.J 49 Miller, N.E 159 Mills, D.Q 487 Millward, Phil 591 Miner, J.B 58, 290, 291 Mintzberg, H 195 adhocracy 43 basic managerial qualities 577–8 leadership 313 managerial roles 358, 363–4 managerial styles 367 misbehaviour, organisational 84 Misselhorn, H 482 mission statements 509, 620 mistrust 124 639 misunderstandings 86 Mitchell, T.R 208, 221, 418 mixed organisation structure 419–20 MLD (management and leadership development) 593 mobile phones 105 mobile working 454 modelling 159 modified need hierarchy model 228, 231 modularity, ICT 437 Moger, S 281–2 money 483–4 as motivator 222–3 monitor-evaluator team roles 292 monitor roles 363 monitoring delegation 493–4 ICT and 457 performance 473 Moorcroft, R 313, 491 moral compass 517, 521, 523, 620 moral involvement 480, 620 moral issues 142 moral reflection 522–3 morale 16, 271 Moreno, J.L 293 Morgan, G 8, 43 Morgan, J.P Jr 522, 524 Morrell, P 71 motivating potential score (MPS) 253–4 motivation 22, 82, 129, 220, 620 case studies 226, 257–9 concept map 244 control and 483, 486 cross-cultural dimensions 245 definition 221 expectations at work 222 extrinsic 223–5, 618 fifty-fifty rule 245 frustration-induced behaviour 248–50 intrinsic 223–5, 619 job satisfaction see jobs of knowledge workers 247–8 leadership jigsaw 338–9 managers and 257–9 money as motivator 222–3 needs at work 222 organisational behaviour modification 245–6, 621 power and 483 roles of management 355, 357 significance 221–2 stress and 92 theories of 226–7 content theories see content theories of motivation process theories see process theories of motivation relevance for managers 243–4 underlying concept 221–2 virtual teams 285–6 1/27/16 3:14 PM www.downloadslide.com 640 Index motivational force 236–7, 238–9 motivators (growth factors) 48, 232–3, 620–1 Moutafi, J 122 Mouton, J.S 369, 579 MPS (motivating potential score) 253–4 multi-active people 548 multidisciplinary perspective 4–6 multiskilled workers 447–8 Mumford, Alan 155, 160, 161–2 Murray, S 286 mutual organisations 70 Myers, Isabel Briggs 125 Myers–Briggs Type Indicator (MBTI) 122, 125, 162, 185, 621 N Nagy, P 107 narrative fallacy 65 national culture see culture National Federation of Indian Railwaymen 111 National Health Service (NHS) 72 nationalised industries 71 nationality stereotyping 210 natural environment 515, 516 nature of work performed 401 NatWest 520 Naylor, J 540, 544, 537 needs action-centred leadership 316–17 hierarchy of see hierarchy individual 96–7, 185–6, 316–17 special, satisfaction of 82 at work 222 negative power 482 negative reinforcement 158 negativity 86, 383 negotiator roles 364 Nelson, John 387 neo-human relations approach 48, 57, 621 NEO PI-R (Revised NEO Personality Inventory) 122 network-building 364, 365, 621 network society 437–8 networking with people 202 networks flexibility, technology and 437–8 of social relationships 482 neuro-linguistic programming (NLP) 171, 204–5, 621 neuroticism 121 neutral societies 25 new technology see technology Newborough, G 372 Newman, P 581 NHS (National Health Service) 72 niche market era 532 Nicholson, N 412 NLP see neuro-linguistic programming Nohria’s four-drives model of motivation 228, 231–2 Z03_MULL8488_11_SE_IDX.indd 640 nomothetic approaches see personality Nonaka, I 164–5 non-monetary rewards 89 non-verbal communication 193, 200–2 Nordström, K 142 normative approach 527 normative power 479, 480, 621 norming 280, 281, 621 norms group 46, 274–7, 619 social and market 216 North Bristol NHS Trust 436 Norton, D.P 585–6 not-for-profit organisations 72 nudging approach 216–17 numerical reasoning 128 nurturing relationships 355 nurturing skills 575 O OB see organisational behaviour Obeng, E 291 objectives 355 clarification of 89, 356–7, 493 fallacy of the single objective 510 key areas for setting 510 organisational 73, 74, 506–7, 509–11, 621 SMART 506–7 OBMod (organisational behaviour modification) 245–6, 621 OCB (organisational citizenship behaviours) 386–7 occupation stereotyping 210 OCEAN 121 office-based workers 456 Office for National Statistics (ONS) 139–40 office politics 258, 482 offshoring 454–5 ethics and 520, 523–4 Ohio State University leadership study 323 Ohno, Taiichi 50 Oldham, G.R 252–4 older workers 141, 146–7, 210 O’Leary, Michael 29–31 Oliver, Jamie 73 Oman 72 ONS (Office for National Statistics) 139–40 open-systems model 74–5, 621 analysis of work organisations 78–80 interactions with the environment 75–7 openness 121, 604 operant conditioning 158–9, 245, 621 operation dimension 129 operational foundation 508 operationalisation stage see technology opportunistic management 371, 372 opportunities access to 135 to work 10–11 order 355 flexibility and, balance between 485–6 O’Reilly, C 586 organic system 418–20, 621 organisation technology and, approaches to 438–41 organisation charts 81, 412–13, 414 caricatures for different countries 422, 423 organisation strategy see corporate strategy organisation structure 73, 74, 621 alternative structures, need for 44 authority in 404–5, 407, 409–14 balance in 405 balanced structure, need for 405 case studies Geoplan 410–11 Indian Railways 108–13 John Lewis and Waitrose 430–2 centralisation 402–3 chain of command see chain of command contingency approach 413–15 control and 486 corporate strategy and 504 culture and 421–2, 423, 543, 544 decentralisation 402–3 deficient, effects of 412 design 398–403, 412, 597 division of work 400–2 element functions 399 external environment and 418–21 formal organisational relationships 406–8 hierarchy, importance of 405–6 importance of structure 395–6 levels of organisation 396–8 matrix structure 291, 409–10, 620 mixed forms 419–20 organisation charts see organisation charts organisation size and 415–16 organisational behaviour and 6, 426–8 organisational sub-systems 79, 80 power and 481 principles of organisation 403–6 project teams 408–10, 622 purpose of structure 395–6 responsibility in 404–5, 407, 409, 413–15 role relationships and 92 task functions 399 technology and 416–18 underlying dimensions 398 variables influencing 413–15 workplaces, changing face of 422–6 organisational behaviour (OB) behaviour theory 246 case studies 19–20, 29–31 1/27/16 3:14 PM www.downloadslide.com Index changing world of work organisations 16–17 co-operatives and 603–4 culture and 22–6 developments in 35–7 digital divide implications for 458 ethics 470, 511–12 globalisation and the international context 20–2 importance of 26 management as integrating activity 18–20 managerial approach 3–4 modification (OBMod) 245–6, 621 multidisciplinary approach 4–6 organisation structure and 6, 426–8 orientations to work and the work ethic 10–11 positive (POB) 15–16, 622 psychological contract see ­psychological contract realities of 8–9, 427 significance 3–4 social exchange theory 12 study framework 6–8 technology and 446–7 theory, relevance of 7–8 work ethic 10–11 nature of 11–12 orientations to 10–11 technology and 446–7 organisational capabilities 597–8 organisational change 92, 551–2, 597 adapting to change 537 burnout 557 capacity to 538 case studies ActionAid 566–9 Thomas Cook 555–6 continuous 557 culture and 537–8 forces of 552 management of 559–62 mechanisms 562–3 minimising problems of 560–2 planned 553–7 resistance to change 557–60 sources of change concept map 554 economic change in the EU 552–3 internal sources 553–7 successful 561, 563 top management responsibilities 563–4 organisational citizenship behaviours (OCB) 386–7 organisational climate 550–1, 621 organisational conflict see conflict organisational control see control organisational culture 536, 621 case study, Brazil 549 change and 537–8 Z03_MULL8488_11_SE_IDX.indd 641 cultural web 543–4 importance of 545–7 influences on development of 542–3 international culture and 547–50 levels of 538–40 national culture and 547–50 organisational capabilities and 597 organisational change and, relationship between 537–8 organisational control and 543, 544–5 organisational performance and 546–7 power and 481 promoting creativity 169 resistance to change and 559 types of 540–2 upside down management, Timpsons 609–11 work ethic and 545–6 organisational design see organisation structure organisational effectiveness balanced scorecard 585, 616 democratic enterprise 581–2 EFQM Excellence Model 591–2, 618 employee engagement and commitment see employees/staff factors affecting 581, 582 future of workplaces 598 Investors in People see Investors in People learning organisation 582–4, 620 management development see ­management development managers’ crucial roles in 572–3 measures 576–80 successful organisations and people 598–600 total quality management 584–5, 625 organisational factors, groups 278, 280 organisational foundation 508 organisational goals 75, 76, 505, 621 organisational iceberg 8–9 organisational ideologies 507–8, 621 organisational level outcomes 221 organisational metaphors organisational performance 571 balanced scorecard 585, 616 control and 471–2 diversity and 599 employee engagement and commitment see employees/staff management development see ­management development organisational culture and 546–7 total quality management 584–5, 625 organisational policies 449–50, 506, 622 organisational politics 584 organisational power see legitimate (organisational) power organisational processes 90 641 organisational resistance to change 559 organisational setting, management 350 organisational stakeholders 515, 621 organisational stress see stress organisational sub-systems 79, 621 organisational theory 34–5 organisational values 508, 511–512 organisations 621 analysis of work organisations 78–80 case study of Grameen Bank 103–5 changing world of 16–17 classification of 70 common features in 73–4, 79 conflict in see conflict contingency models 95 differences in applications 75 digital divide implications for 458 environment 69–108 expectations of individuals 12, 13 formal see formal organisations group cohesiveness and performance 278, 280 individual expectations of 12, 13 influences on behaviour 6, 18 informal see informal organisations interactions with the environment 75–7 learning theory applications to 173 management of learning and 154–5 open-systems model see open-systems model perception and understanding organisational process 212 perspectives of 70 private sector see private-enterprise organisations process, understanding 212 public sector see public-sector organisations relationships power and compliance 479–80 social enterprise see social enterprise organisations stress see stress sub-systems 79, 621 successful 598–600 types of authority and 479 work/life balance 11, 97–9 organised conflict 84 organising 354, 356–7 skills 302 orientations to work 10–11, 225 Osborne, M 457 Osland, J.S 498 other people acting on 242 concept map of networking and interacting with 202 management and efforts of 358 perceiving 196–8, 208–12 responsibility for the work of 356 1/27/16 3:14 PM www.downloadslide.com 642 Index outcomes, changes to 241 output control 475, 476, 477 outputs 75, 76 outsourcing 424–5 Overell, S 424 overload, roles 290, 623 overt culture 544 overt individual conflict 84 Owen, J 377–8, 427–8, 484–5 owners 515 P PACE (Police and Criminal Evidence Act 1984) 490 pace of work 446, 456–7 Page, L 63 panopticon 448–9 paradigm of the organisation 543, 544 parent ego state 206 Parker, M 541 Parkinson, C.N 15 Parkinson’s Law 15, 622 participation 486, 561 participative leadership 323, 324, 325 participative management system 372 particular societies 25 partnerships, EFQM Excellence Model 592 passion for work 224–5 Patching, K paternalism 608–9 paternalistic/maternalistic management 370–1 path–goal theory 320, 323–4, 622 patterns of organisation 416–17 Pavlov, I 156–7 Paxton-Doggett, K 205 pay 354, 558 Payment Protection Insurance (PPI) 521–2 Payne, E 152 Peace, A 200 Peace, B 200 Pearce, G 513 Pearn, Michael 155 Pearson 542–3 Pedler, Mike 155 peer rating 293–4 peer support 274 people 73, 74 accounting systems and human behaviour 484 bureaucracy and restriction of psychological growth 42–3 clever 248 concern for 369–72 developing 257 ‘difficult’ 86 human dimensions of technical change 436 human element in organisation ­structure 395–6 Z03_MULL8488_11_SE_IDX.indd 642 interpersonal level and power 481 managing 365–7 managing with and through 373–6 meaning in lives 98 needs at work 18 organisational capabilities 597 organisational sub-systems 79, 80 results, EFQM Excellence Model 593 specialists 445 strategy and 504 successful 598–600 talent management 166–8, 624 work in people’s lives 98 see also employees/staff; individuals; managers; other people; subordinates perceived effort–reward probability 238  perceived equitable rewards 238 perception 97, 181, 622 attribution theory see attribution theory case studies 187, 215–17 change and 558, 559 cultural differences 186 defence 208, 209, 211, 622 difference in 86 external factors 189–91 halo effect 208, 209, 210–11, 619 illusions 191–2 as information-processing 183 internal factors 184–7 judgement and organisation 194–5 language, importance of 199–200 organisation and judgement 194–5 organisational process, ­understanding 212 of other people 196–8, 208–12 perceptual distortions and errors 208–12 perceptual sets 185 process 182–4 projection 208, 209, 211, 622 rules of 203 selectivity in 182–3, 196, 558 self-fulfilling prophecy 208, 209, 211–12, 623 stereotyping see stereotyping stimuli, organisation and arrangement 189–91 unconscious bias 208, 209, 212, 625 understanding 182 perceptual blocks to creativity 169–70 perceptual speed 128 performance ability level, motivation and 221 employees/staff 510 expectancy theory 237, 238 goal-setting and 242–3 groups see groups individual compared with group or team 296–8 management 352 managers 510 organisational see organisational performance standards, establishment 472–3 teams see teams work 225 performance–outcome expectancies 238–9 performing 280, 281, 622 Perrow, C 416, 418 person culture 540 personal appeals 485 personal assistants 407 personal brand 193 personal centralised control 475–6 personal construct theory 125 personal contact 97 personal effectiveness 579 personal factors 287 personal growth 3, 329 personal (informal) power 482, 622 personal mastery 583 personal orientation to work 225 personal qualities 327–8 personal service industries 44 personal social responsibility 262–7 personal space 201 personal transformational change 552, 622 personality 4, 5, 622 big five personality factors 121–2 Cattell’s work 123 characteristics 117–18 clashes 86 development stages 124 Eysenck’s theory 122 idiographic approaches 118, 119, 120, 123–4, 125, 619 Jung 124–5 Kelly’s personal construct theory 125 leadership 314–16 learning and 162 Myers–Briggs Type Indicator see Myers–Briggs Type Indicator nomothetic approaches 118–19, 120, 123, 124, 621 similarities 120 tests 122, 124, 133 theory and the world of work 119 Type A 92, 126–7, 625 Type B 127, 625 uniqueness 120 perspectives of organisations 70 persuasion 329 rational 485 PESTEL analysis 77–8, 622 Peter, L.J 14 1/27/16 3:14 PM www.downloadslide.com Index Peter Principle 14, 622 Peterson, C 16, 271 philanthropy 262–7 physical barriers 248 physical characteristics 195 physical environment 279 physical resources 510 physical stereotyping 210 physiological needs 229 Piore, M 447 Pitcher, Helen 141 Pivcevic, P 200 plan, do, review approach 590 planned career progression 594 planned organisational change 553–7 planning co-operatives 604 forward 366 management and 354, 356–7 organisational control system 472 stage, technology 442, 443 strategic 301 succession 594, 624 planning and systems design stage 442, 443 plant team roles 292 play-hard/work-hard culture 541 Pliskin, N 452 pluralist approach 54 pluralist conflict 85 pluralistic approaches to power 482–3 pluralistic perspective 55, 85, 622 Police and Criminal Evidence Act 1984 (PACE) 490 police custody officers 490 policies, organisational 449–50, 506, 622 political future 78 political organisations 70 political systems 23 politics charities and human rights and 567 management as 351, 352 office 258, 482 organisational 584 stereotyping 210 pollution 515 Pollyanna Principle 186 portability, ICT 437 Porter, C 580 Porter, L.W 230, 235, 237–8, 240, 244 Portsmouth Hospitals NHS Trust Diversity Resource Handbook 187 Portsmouth University 526 Portugal 442 position power (organisational power) see legitimate power positive organisational behaviour (POB) 15–16, 622 positive psychology 15–16, 271, 622 positivism 119 Z03_MULL8488_11_SE_IDX.indd 643 Posner, B.Z 332 Post Office, The 337–8 postmodernism 56–7, 622 postural echoing 193 poverty 103–5 Powell, N 303 power 469, 622 change as threat to 559 compliance and 479–80 concept maps 495, 589 culture 540 delegation see delegation distance 24 empowerment see empowerment gender and 46–7, 418 influencing skills 484–6 involvement and 479–80 leadership influence and 330–2 management control and 478–80 motivational need for 234, 483 organisational, perspectives of 481 pluralistic approaches to 482–3 responsibility and 332 structures 543, 544 trust and 492 wisdom and 332 powerlessness 252 PPI (Payment Protection Insurance) 521–2 PPP (public–private partnerships) 71 practical applications pragmatist learning style 162 Preece, D 442–3, 463 preferred ego state 206–7 presenteeism 546 pressure 97, 257–8, 485 stress and, conflict about 92–3 Preston, L.E 515 priming 216 Prince’s Trust principles of management 37, 354–5 of organisation 403–6 organisational 507–8 scientific management 38–9 prisons 70, 72, 75, 359–60, 448 private-enterprise organisations 71–2, 622 management compared with publicsector organisations 358–60 private–public interface 72 privatisation 72, 622 problem-solving 249 process analysis sessions 299 process blocks to creativity 170 process culture 541 process production 417 process theories of motivation 227, 235, 622 attribution theory see attribution theory concept map 244 643 equity theory see equity theory expectancy theories see expectancy theories of motivation goal theory 235, 242–3, 619 processes 592–7 action theory 56 processual approach 439, 440 producing skills 302 product dimension 129 production concern for 369–72 development, marketing and 417 firms, control and 474 managers 408 systems 417 technology, organisation structure and 416–18 productivity 45, 510, 572–3 products 592 division of work by 400 professional institutes professional networking 452 profit objective 509–11 profitability 510 progression stage, technology 442, 443 project authority 409 project teams 408–10, 622 projection 208, 209, 211, 622 projective tests 234 promoting skills 302 promotion 14 Prosser, T 442 protective organisations 70 protest 453 proxemics 201 Prusak, L 248 psychological contract 12–14, 212, 586, 622 psychological growth restriction 42–3 psychology 4–5, 622 positive 15–16, 271, 622 psychometric tests 122, 133–4, 622 public behaviour 295 Public Interest Disclosure Act 1998: 527, 528 public–private partnerships (PPP) 71 public relations 408 public responsibility 510 public-sector organisations 71, 622 aspects of activity 71 bureaucracy 44–5 control in 474 management compared with private enterprise 358–60 private–public interface 72 public-sector technology projects 436 public service organisations 70, 358–60 pull, and promotion 14 punishment 158 1/27/16 3:14 PM www.downloadslide.com 644 Index purpose classification of organisations by 70 corporate, ethics and 521–3 division of work by 400 organisational design and 415 push, and promotion 14 Pygmalion 516 Q qualities basic managerial 577–8 managers 573 qualities (traits) approach to leadership 314–16, 622–3 quality of a decision 320, 322 Quayle, David 145 Quick, J.C 16 R R&D (research and development) managers 408 Radcliffe, S 313 radical/Marxist approach 441 radical perspective of conflict 85, 623 radio-frequency identification (RFID) 448 railways 108–13 Rajan, A 336 Randall, J 91 Rao, M 108 rapid learning 582 rapport building 205 rational-economic concept of motivation 222, 623 rational persuasion 485 Raven, B 330, 482 Rawson, M 397 Ray, C.A 472 reactive people 548 readiness level of followers 320, 324–6 reason 215–16 reasoning 128 recession 586 recognition 224, 373, 374, 551 recruitment and selection 561 diversity and management recruitment 136 rectifying 473 Red Arrows 306–8 Red Carnation Hotels 512 Reddin, W.J 578–9 Rees, G 557 Rees, W.D 580 Reeves, R 11, 95, 98, 136, 250, 335, 452, 505, 561 Reeves, T.K 474 referent power 330, 482, 623 reflector learning style 162 regional government 71 Regnér, P 543 regression 249, 623 Z03_MULL8488_11_SE_IDX.indd 644 regulations 485 excessive 92 regulators 521–2 regulatory interest groups 515 Reigle, R.F 545 reinforcement 158, 245–6 relatedness needs 231 relational orientation to work 225 relationship behaviour 325 relationship orientation (RO) 578–9 relationships action theory 55 building 355 customers, technology and 446, 452–3 formal organisational relationships 406–8 friendships 83, 88, 295 leadership relationship 332–3, 338–9 management 130 nurturing 355 organisational relationships and compliance 479–80 roles 92, 288, 290 romantic at work 88, 295 social, networks of 482 social exchange theory see social exchange theory supportive 372–3 at work 83, 92, 295 relativism, technology 441 relay assembly test room 45, 46–7 religion 23 religious organisations 70 remote working 287, 424, 441–2, 454, 456 remuneration 354, 558 remunerative power 479, 480, 623 Repertory Grid 125 representative authority 407 research and development managers 408 resistance to change 557–8 individual 558 organisational 559 resolution of conflict 90 resources allocating 355 allocator roles 364 amassing 355 control, management 366 distribution of 89 EFQM Excellence Model 592 financial 510 investigator roles 292 limited 87 physical 510 resistance to change 559 sustainability 515 respect 373, 374, 575 responsibility 488, 551, 623 acceptance in delegation 493 authority commensurate with 488–9 concept map 495, 589 management principle 354 in organisation structure 404–5, 407, 409, 413–15 power and 332 skills 301 span of 404 for work of other people 356 responsible leadership 347, 623 restrictive practices 55 restructuring 91, 249 review procedures, delegation 493, 494 reviewing, management 366 Revised NEO Personality Inventory (NEO PI-R) 122 reward power 330, 482, 623 rewards 13 cultural web 544 delegation and 493, 494 expectancy theory 237, 238 extrinsic 246 punishment and, in learning 158–9 resistance to change 558 social 246 strategic 240, 624 total 240, 625 RFID (radio-frequency identification) 448 Ricardo, R 560 Rice, A.K 49 Richards, R 451 Riches, Anne 275, 562–3 Rickards, T 170, 281–2 Ridderstråle, J 44, 142 Rigby, R 96–7, 193 Ringelmann effect (social loafing) 297, 624 risky-shift 297, 623 rituals 299, 543, 544 rivalry, inter-group 284–5 RO (relationship orientation) 578–9 Robbins, S.P 26, 42, 478–9 Robertson, Dan 212 Robertson, I 121 Robey, D 421 Robinson, L 59–60 robotics 457 Rockefeller, John D 263 Roddick, Anita 262, 265, 266, 332, 527, 542 Roe, R.A 254 Rogers, Carl 123 Rogers, William 383–4 Roghe, F 597 rogue traders 499–501 roles 287, 623 action theory 55 ambiguity 290, 623 clarity 247 conflict 87, 289–91, 623 confusion 124 culture 540 1/27/16 3:14 PM www.downloadslide.com Index expectations 289, 290, 623 incompatibility 290, 623 incongruence 288, 407, 623 managerial 363–4, 620 models 159 organisational capabilities 597 overload 290, 623 perceptions 238 relationships 288, 290 self-established 289, 623 sets 288, 623 team 292–3, 624 underload 290, 291, 623 Rolling Stone 501 Rollinson, D 515, 539 Rolls-Royce 508 romantic relationships at work 88, 295 Rose, M 40 Rosenman, R 126 Rosenzweig, J.E 555 routine behaviours 543, 544 Royal Bank of Scotland 83 RSA 520 Rubin, I.M 498 rules 42 excessive 92 Rumbles, S 557 Russell, Bertrand 9–10 Rust, J 121 rusty halo effect 211, 623 Ryanair 29–31 S Sabel, C 447 safety needs 228, 229 sanctions informal groups 275 roles 291 Sandel, Michael 517 Santosus, M 165 satisfaction customers see customers expectancy theory 237, 238 job see jobs of needs 230 staff/employee 373, 375 Sauermann, H 224 Saunders, A 72, 230, 575 Save more Tomorrow plan 216–17 Sayles, L 50, 438 scalar chain 354, 405 Scandinavia, cultures 26 Scardino, Marjorie 542–3 scepticism 91 Schein, E.H 80, 186, 538–9 Schmidt, W.H 318–20 Schneider, S.C 22, 58, 194, 351, 421–2, 505, 547 Scholes, K 543 Z03_MULL8488_11_SE_IDX.indd 645 Schumann, M 447 Schwoerer, C.E 607 science, management as 351–2 scientific management 22, 38, 447, 623 offshoring 455 principles to guide management 38–9 reactions against 39 relevance 40 Scotchmer, A 96 SCT (social construction of technology) 440, 441 Second Life 451 security 83, 97 in past 558 Seddon, J 50 selectivity in attention 182–3, 196 in perception 182–3, 196, 558 self-absorption 124 self-actualisation needs 228, 229 self-awareness 129, 130, 329, 340–1 self-categorisation 282–3 self-confidence 575 self-development 173, 594–5 self-established roles 289, 623 self-esteem 283 self-estrangement 252 self-fulfilling prophecy 208, 209, 211–12, 623 self-insight 294–5 self-interest 519–20, 521, 522 self-managed (autonomous) work groups 300–2 self-managed teams, skills for building 301–2 self-management 130, 301 self-regulation 129 self-service 452, 453 Seligman, Martin 15 selling leadership style 318, 325 Senge, P.M 583 Senior, B 410, 538 senior/top management 396–7 change management responsibilities 563–4 culture, influences on 542–3 divide between middle management and 397 sensei 51 sensing 124 sensing types 185 sensory acuity 205 sensory awareness 205 sensory limits or thresholds 185 servant leadership 314, 315, 329–30, 623 service sector, visible tattoos in 261–2 service users, relationships with 446, 452–3 services division of work by 400 EFQM Excellence Model 592 impact of offshoring 454–5 645 setting see context Sewell, G 449 sex power differential 46–7, 481 shadow of leadership 334 shadow side of the organisation Shafritz, J.M 35 Shakespeare, William 35 shaper team roles 292 shaping 158–9 shared and distributed leadership 336–7, 623 shared vision 340–1, 583 shareholder-centred view 518–20, 623 Shaw, George Bernard 516 Shaw, M.E 297 Sheats, P 293 Sherman, B 457 Shirky, C 453 short-term/long-term orientation 24 signature ideologies 508 signature processes 508, 573 Silverman, D 54 similarities, personality 120 Simon, H.A 38, 52 Singapore, Social Innovation Park 73 situational approach to leadership see contingency (situational) theories of leadership situational factors 287 situations demands of 368–9 forces in 318–20 Sixteen Personality Factor (16PF) Questionnaire 123 size groups 277–8 organisation 415–16, 542 work groups and teams 277–8 skills communication 329 delegation 487 group process 90 human 573, 624 influencing 484–6, 574–5 interpersonal 90 investment 593 leadership 301, 593 learning 152 Leitch Review of Skills 574 management 360, 574–5, 593 responsibility 301 self-managed team building 301–2 social 573, 624 ‘soft’ 575 successful teamwork 300 teams 301–2 technology influences on 446, 447–8 trajectories 447–8 variety 252–4 1/27/16 3:14 PM www.downloadslide.com 646 Index Skinner, B.F 158–9, 243 Skipton, M.D 36 Sky 514 Slocum, J.W 8–9 small batch production 417 Smart, P 71 SMART objectives 506–7 Smart Technologies 598 Smircich, L 541 Smit, Tim 387–91 Smith, Adam 266, 522 SMT (social media technology) 461 social action 54–5, 57, 623 social and human skills 573, 624 social awareness 130 social barriers 248 social capital 104 social class 136 social construction of technology (SCT) 440, 441 social control 274 social dimension, co-operatives 604 social enterprise organisations 70, 72–3, 105, 624 social exchange theory 12, 142, 481, 624 social identity theory 282–3, 624 social implications of stereotyping 210 social interactions 142, 299, 446, 455–6 social interventions 246 social issues 142 social learning theory 159, 624 social level outcomes 221 social loafing (Ringelmann effect) 297, 624 social media technology (SMT) 461 social networking 451–2 social norms 216 social organisations 70 social relationships 225 informal 46, 275 networks of 482 social responsibility, personal 262–7 social rewards 246 social stereotyping 210 social structures 4–5 social values 73, 87 social world, learning and 152–3 socially shaping technology 440 societal context 422 societies, power and 481 society results 593 socio-cultural future 78 socio-economic shaping of technology (SST) 440, 441 sociograms 294 sociological theories 440–1 sociology 4–5, 624 sociometry 293–4, 624 socio-technical system 49, 90, 439–40, 560, 624 ‘soft’ skills 575 Z03_MULL8488_11_SE_IDX.indd 646 software 437 interfaces 444 software of the mind 24 solidaristic orientation 10, 624 solidarity era 532 solvers 292 source traits 123 Spain culture 26 work ethic 11 span of control 398, 403, 404, 405, 617 span of responsibility 404 spatial abilities 128 Spearman, C 128 Spears, L.C 329 special needs, satisfaction of 82 specialisation 42, 87, 485 specialist team roles 292 specific abilities 128 specific cultures 25 Spellman, Ruth 258 Spira, Laura 141 spiritual growth 329 spokesperson roles 364 SST (socio-economic shaping of technology) 440, 441 stabilisation, technology 441 stability 83, 97, 121 emotional 122 maintaining 559 of tenure 355 staff relationships 406, 407, 624 see also employees/staff stakeholders demands 355 organisational 515, 621 theory 519–20, 624 Stalker, G.M 418–19, 420 Stalker, K 12–13 standardisation 42, 485 standards 551 of performance, control and 472–3 Stanford, N 546 Starke, F.A 82, 427 Steers, R.M 230 stereotyping 140, 208, 209–10, 282, 624 Stern, S 40, 59, 336, 356, 504, 600 Sternberg, E 97, 518, 519 stewardship 329 Stewart, Henry 226 Stewart, R 358 bureaucracy 42, 44 control 485–6 demands, constraints and choices model 365 management 363, 365 managerial effectiveness 491, 581 organisational culture and change 537 people–organisation relationship 599 Stewart-Allen, A.L 186 sticking to the knitting 64 StickK.com 217 stimuli 188 organisation and arrangement of 189–91, 196 rewards and 156–8 stories 543, 544 storming 280, 281, 624 Strack, R 597 strategic management see corporate strategy strategic planning 301 strategic rewards 240, 624 strategy 503 of control 475–7 corporate see corporate strategy EFQM Excellence Model 592 stress 91, 624 burnout 557 causes 91–2 concept map 94 coping with 93 effective communications and conversation 95 EU framework agreement 95 individual needs and expectations 96–7 kaizen principles 96 Management Standards approach, HSE 95–6 cultural differences 92 employee motivation and ­performance and 93 Health and Safety Executive on 92, 95–6 ICT and 457 personality and 126 pressure and, conflict about 92–3 scepticism 91 stretch goals 243 Stroop experiment 192 structure organisation structure see organisation structure transitory social structure 56 sub-groups 277 subordinates development of 325–6 forces in 318–20 identification with leaders 330 manager–subordinate relationships 488–9, 491 perceptions of leaders 330 personal characteristics 324 readiness of 320, 324–6 responsibilities for work of 356 see also employees/staff; people sub-systems, organisational 79, 621 success 280 1/27/16 3:14 PM www.downloadslide.com Index successful change 561, 563 successful organisations and people 598–600 succession planning 594, 624 summative assessments 461 Sunstein, C 216–17 supermarkets 532–4 supervision 485 suppliers 515 support for delegation 493 peer and management 247 supportive diversity 301 supportive leadership 323, 324 supportive relationships 372–3 supportive work environment 95 surface traits 123 Surmacz, J 165 surveillance, electronic see electronic surveillance surveys, employee attitudes 131–3 survival, organisational 510 sustainability, resources 515 Sutherland, Euan 604 Swailes, S 410, 538 Sweden 442 symbols 299, 543, 544 Symon, G 457 Symons, J 285 synthetic imagination 169 systems approach 36, 48–51, 57, 583, 624 systems design stage, technology 442, 443 systems theory 51 systems thinking 50–1 T TA (transactional analysis) 158, 206–7, 625 tacit knowledge 164–5 Tagiuri, R 550 Tait, Duncan 552 Tajfel, H 282–3 Taleb, N 64–5 talent development 355 management 166–8, 624 tall hierarchical structures 405, 624 Tampoe, M 247 Tan, J 165 Tannenbaum, A.S 470 Tannenbaum, R 318–20 tasks behaviour 325 clarity 247 competence 247 conflict and 87 culture 540 functions in organisations 399, 624 identity 252–4 nature of and group cohesiveness 279 Z03_MULL8488_11_SE_IDX.indd 647 nature of and leadership behaviour 323–4 needs 316–17 organisational sub-systems 79, 80 orientation, managers 578–9 roles, groups 293 significance 252–4 structure 321 TAT (Thematic Apperception Tests) 234 tattoos in service sector 261–2 taxis 449 Taylor, Frederick Winslow 22, 37, 38–41, 70, 222 Taylor, G 561 Taylor, J 410–11 Taylorism see scientific management Team Wheel, Margerison 302 teams 270 away days 299–300, 616 building 299–300 case studies 287, 306–8 communication 301 conflict resolution 302 Eden Project 413 groups and, differences between 271–3 individual behaviour 293–6 interactions among members 291–3 leadership 280, 301 leaders 303 virtual teams 285–6 learning 583 maintenance needs 316–17 management style 369–71, 561 performance 277–82 individual performance compared 296–8 Type A personality and 127 project teams 408–10, 622 reasons for formation 275–7 remote working 287 roles 292–3, 624 self-managed, skills for building 301–2 skills 301–2 virtual 285–7, 625 working in groups and teams 270–308 teamwork 551 effective, skills of 300 as fashionable term 272–3 see also groups; teams teamworker roles 292 technical barriers 248 technical competence 573, 624 technical level 396–7, 624 technological determinism 49–50, 438–9 technological future 78 technology 435 adoption phase 442, 443, 616 HRM specialists’ involvement 445 user involvement 446 approach 49–50, 624 647 case studies student marking and assessment 461 vehicle-tracking technology 450–1 centralisation of control 446, 448–50 collective stipulations 441–2 control systems and 474 culture, influence on 542 customer relationships 446, 452–3 decentralisation of control 446, 448–50 decision-making 441–3 design and use of 440 digital divide 457–8 e-learning 163–4, 618 ergonomics 444 evaluation stage 442, 443 feasibility/progression stage 442, 443 features 436–8 flexibility and networks 437–8 groups 279 hardware interfaces 444 human dimensions of technical change 436 initiation stage 442, 443 installation stage 442, 443 intensity of work 446, 456–7 interactive 453 introduction phase 442, 443, 619 HRM specialists’ involvement 445 user involvement 446 investment decision stage 442, 443 job quality 446, 447–8 job security 446, 457–8 legal stipulations 441–2 location of work 446, 453–5 main forms or applications 437 networks, flexibility and 437–8 new adoption phase see adoption phase above decision-making 441–3 introducing, change management and 561 introduction phase see introduction phase above operationalisation stage 442, 443, 446, 621 organisation and, approaches to 438–41 organisation structure and 416–18 organisational behaviour and 446–7 organisational sub-systems 79, 80 pace of work 446, 456–7 planning and systems design stage 442, 443 production, organisation structure and 416–18 progression/feasibility stage 442, 443 reasons for studying 436 skills 446, 447–8 1/27/16 3:14 PM www.downloadslide.com 648 Index technology (Continued) social interactions 446, 455–6 social networking 451–2 software interfaces 444 structure and 418 as text and metaphor (TTM) 439, 440, 441 users 444, 445, 446, 452–3 work and 446–7 telecommuting 425, 625 Telenor 105 telephone call centres see call centres teleworking 441–2, 456 see also telecommuting telling leadership style 318, 325 terms of reference, delegation 493 territory, violation of 87 tests assessment and 133–4 dexterity 128 limitations 133–4 projective 234 psychometric see psychometric tests use of term 133 uses 133–4 Thaler, R 216–17 Thematic Apperception Tests (TAT) 234 theorist learning style 162 theory 7–8 Theory M 222 Theory X and Theory Y 48, 196, 367–9, 375, 486, 625 thinking 124 thinking outside the box 170 Thomas, A 424 Thomas Cook 543, 555–6 Thompson, P 84 Thorndike, E.L 157–8 thought showers (brainstorming) 298, 616 Thurstone, L.L 128 time barriers 248 cultural diversity 25 division of work by time scales 401–2 long-term/short-term orientation 24 management of 580–1 Timming, Andrew 261–2 Timpson, James 608–11 Timpson, John 608–11 Timpson, William 608 Timpsons 608–11 Toffler, A 557 Tolman, E.C 160 Toma, A 597 top management see senior/top management total quality management (TQM) 584–5, 590, 625 total rewards 240, 625 Toterhi, T 560 Z03_MULL8488_11_SE_IDX.indd 648 tough-guy, macho culture 541 Townsend, R 85, 368, 413 Toyota 585 TQM (total quality management) 584–5, 590, 625 trade, international fair trade movement 531–4 trade unions 70, 111–12, 441–2 Trades Union Congress (TUC) 136 talent management 166 traditional authority 479 traditional organisations 479, 625 training diversity 138–9 delegation and 491, 493 Indian Railways 112–13 management development 594 managers 595 traits approach to leadership 314–16, 622–3 personality 121–2, 123 Porter and Lawler expectancy model 237 transactional analysis (TA) 158, 206–7, 625 transactional leadership 326, 625 transformation toolkits 555–6 transformational change 557, 625 transformational leadership 314, 315, 326–7, 386–7, 625 transitional leadership 314 transitory social structure 56 transparency 452 Trist, E.L 49, 439 Trompenaars, Fons 24–5 trust 124, 373, 374, 609 change management and 561 empowerment and 491–2 TTM (technology as text and metaphor) 439, 440, 441 TUC see Trades Union Congress Tuckman, B.W 280–1 Tulgan, B 487 Turner, J.C 282–3 Tweed, R.G 92 Twitter 450, 451, 453 two-factor theory 228, 232–3, 244 Type A personality 92, 126–7, 625 Type B personality 127, 625 U UberTaxi 453 UKCES see United Kingdom Commission for Employment and Skills UKRD 383–4 ultimatum game 242, 625 uncertainty avoidance 24 unconscious bias 135, 208, 209, 212, 625 unconscious personality level 124 underload, roles 290, 291, 623 understanding 329 culture as 23 new, learning 152 unfreezing–movement–refreezing process 553, 555 Unilever 173 uniqueness, personality 120 unit production 417 unitarist perspective 54–5, 84–5, 625 United Kingdom culture 26 work culture 11 United Kingdom Commission for Employment and Skills (UKCES) 3, 574, 588, 590 United Nations Global Compact 515–16 United States of America culture 11, 21–2, 25, 26, 186 globalisation and 21 labour market 457 OBMod 246 unity of command 354 unity of direction 354 universal societies 25 universities 70, 72, 75, 420 University of Portsmouth 526 unknown behaviour 295 Urry, J 454 Urwick, L.F 37, 412 USA see United States of America use of technology 440 user-generated content 452 users of technology 444, 445, 446 utilitarianism 524 Utley, D.R 59 V valence 236, 237 value maximisation 510 value of management theory 59 values attitudes and 131 core 512 corporate 508 culture and 23 espoused 539 ethics and 517–18, 527 group 274–7 servant leadership 329 social 73, 87 team building 299 Van de Vliet, A 585 Vanguard Method 50–1, 361 variability 418 Vauxhall Motors 591 Vecchio, R.P 3, 415 vehicle-tracking technology 450–1 Venus, D 130 verbal reasoning 128 Vernon, M 83, 125 1/27/16 3:14 PM www.downloadslide.com Index Vernon, P.E 128 VIE (valence, instrumentality and expectancy) theory 236 Vince, Richard 359–60 Virgin Atlantic 29–31 Virgin Media Business 454 virtual learning environments (VLE) 461 virtual organisations 437, 456 virtual teams 285–7, 625 virtual worlds 451 as digital workplaces 107–8 virtuous circle of employee engagement 588 visible tattoos in service sector 261–2 vision 509 leadership jigsaw 338–9 shared 340–1, 583 visionary leadership see inspirational leadership VLE (virtual learning environments) 461 voluntary organisations 70 Voluntary Service Overseas (VSO) 176–8 Vroom, V.H contingency theories of leadership 320, 322–3 expectancy theory 235, 236–7, 244 VSO (Voluntary Service Overseas) 176–8 W Wagner, Dan 552 Waitrose 430–2 Waitrose Foundation 432 Walker, B 359 Walker, C.R 50 Wall, T 494 Waller, D 11, 224 Waller, M.J et al 127 Walmart 21 Walt Disney Corporation 508 Waterman, R 43 Watson, J.B 156 Watson, T.J 8–9, 56, 351, 352, 367, 422, 471, 481, 544 weaknesses 83 Weaver, T 222 Weber, Max 22, 41–2, 70, 327–8, 479 webinars 461 weblogs 451 Welch, Jack 411 Western Electric Company 45 Z03_MULL8488_11_SE_IDX.indd 649 Whitaker, H 171 Whitehead, M 316 Whitmore, J 247–8 Whittaker, L 152 Whittington, R 543 Wikipedia 453 Wilkinson, B 443 Willis, John 387 Wilson, F 9, 471, 474 Wilton, P 141 ‘win–lose’ situations 285 wisdom 332 withdrawal 249, 625 women in leadership 337–8 microcredit 104 see also gender Wong, P.T.P 16, 330 Wood, J 26 Wood, S 494 Woodman, R.W 8–9 Woodward, J 87, 399, 416–17, 438, 474 work alienation at 251–2, 616 changing context of 17 division of 354, 400–2 intensity of 446, 456–7 location of 446, 453–5 meaningful 224 nature of 9–10 organisational behaviour and 446–7 orientations to 10–11, 225 pace of 446, 456–7 passion for 224–5 performance 225 personality theory and 119 relationships at 92 technology and 446–7 see also labour; tasks and entries ­beginning with work Work 2.0 100 work design 446, 447–8 work environment groups 278, 279 work ethic 10–11, 586 culture and 545–6 work groups see groups work-hard/play-hard culture 541 work/life balance 11, 97–8 family-friendly model 99 649 ICT and 457 importance 98–9 meaning in people’s lives 98 work organisation case study of John Lewis and Waitrose 430–2 changing world of 16–17 demand for flexibility 425–6 work-related stress see stress work situations 11 work teams see teams workers see employees/staff workforce representation 135 Workplace Employment Relations Survey 445 workplaces changing face of 422–6 digital, virtual worlds as 107–8 diversity in see diversity fragmentation 454 future 100–1, 598 group cohesiveness 279 Worthington, I 77 Wright, B.M 475 Wright, T.A 16 X X, Generation see Generation X X, Theory X see Theory X XpertHR 450 Y Y, Generation Y see Generation Y Y, Theory Y see Theory Y Yetton, P.W 320, 322–3 Yeung, R 134 York, P 91 Youssef, C.M 121–2 YouTube 64 Yuker, H.E 188 Yukl, G 161, 299, 326–7, 329, 332, 485, 511, 563 Yunus, M 103–5 Z Zaleznik, A 312 Zimmermann, J 471 Ziolo, K 194 Zuboff, S 447–8 1/27/16 3:14 PM www.downloadslide.com Z03_MULL8488_11_SE_IDX.indd 650 1/27/16 3:14 PM www.downloadslide.com Z03_MULL8488_11_SE_IDX.indd 651 1/27/16 3:14 PM www.downloadslide.com Z03_MULL8488_11_SE_IDX.indd 652 1/27/16 3:14 PM ... Groups, leadership and management 269 8  Working in groups and teams 270 The importance and significance of groups 271 Groups and teams 271 Formal and informal groups 273 Group values and norms 274... key interpersonal and social skills, and attitudes A first step in working harmoniously and effectively with other people is to know and understand yourself and the skill of self -management Reflecting... Case study: Virgin Atlantic and Ryanair 29 Notes and references 31 A01_MULL8488_11_SE_FM.indd 2 Approaches to organisation and management 34 Developments in management and organisational behaviour 35