CHAPTER 1 INTRODUCTION TO ORGANISATIONAL BEHAVIOUR Origins of subjects - roots in behavioural and management theory; individual, group, organisational approach; introduction of themes - conflict, communication and change; models and analytical frames introduced. CHAPTER 2 THE INDIVIDUAL Individual in the workplace; personality; perception; values and attitudes; learning; decision making; conflict; communications; change; 2 mini-cases: BT - the communications expert; learning/decision making. CHAPTER 3 MOTIVATION AT WORK Expectancy model; other theoretical models; pay as motivator; demotivation; job design; the psychological contract; 2 mini-cases: pay-scales; intrinsic motivation. CHAPTER 4 GROUPS AND TEAMWORK Group formation; maintenance in steady state and change contexts; dynamics of inter-group conflict and communications; mini-cases: Tory cabinet 1996-7/Labour cabinet 1997-8; entering an unfamiliar group (SOLAR). CHAPTER 5 BEHAVIOURAL ISSUES IN ORGANISATIONAL THEORY Classical and scientific theory; human relations; integrative (systems, contingency); contemporary; mini-cases: illustrating a multi-perspective frame. CHAPTER 6 ORGANISATIONAL STRUCTURE AND FLEXIBILITY Structures; environment; strategy; culture; politics; centralisation/decentralisation; flexible firm; globalisation; mini-cases: Melbourne Water; structural change at Nene. CHAPTER 7 POWER AND POLITICS Sources of power; power/control; politics in organisations; powerlessness; marginalised groups; mini-cases: power sources; political machinations. CHAPTER 8 ORGANISATIONAL CULTURE Structural approach; interpretative approach; cognitive approach; cultural metaphor; mini-cases: a Civil Service agency; company merger. CHAPTER 9 LEADERSHIP AND MANAGEMENT Schools of thought - trait, style, contingency, functional, situation; attempts to 're-frame' leadership; vision; mini-cases: dynamic NHS Trust chief executive; pluralism in leadership. CHAPTER 10 THE GLOBAL CONTEXT OF ORGANISATIONAL BEHAVIOUR Cross cultural differences; convergence and divergence; role of national cultures; broader cultural implications for learning, motivation, teamwork, leadership; global structures; mini-cases: cross cultural differences; global structures. CHAPTER 11 CHANGE, DEVELOPMENT AND CONCLUSIONS Draws the material of previous chapters together and emphasise the themes of communication, conflict and change; mini-case: introduction of a new computer system; 3 to 4 long cases from public, private, manufacturing, service, UK and international organisations with accompanying questions.
