Contents in Detail "Exhibits, Management in Action, Case Studies and Business Press" "Preface " "In acknowledgement and appreciation" "Publisher's acknowledgements" "Guided tour of the book " "Guided tour of the Companion Website " Part 1 MANAGING PEOPLE AND ORGANISATIONS 1. Individuals, Organisations and Management The meaning of organisational behaviour Influences on behaviour in organisations Behavioural science a multidisciplinary approach The importance of people and organisational behaviour Orientations to work and the work ethic Management as an integrating activity The psychological contract Changing nature of the psychological contract Organisational practices The Peter Principle Parkinson's Law Management theory Developments in management and organisational behaviour The classical approach Scientific management Relevance of scientific management Bureaucracy Criticisms of bureaucracy Evaluation of bureaucracy Structuralism The human relations approach Evaluation of the human relations approach Neo-human relations The systems approach The contingency approach Other approaches to the study of organisations The decision-making approach Social action A number of different approaches Postmodernism Relevance to management and organisational behaviour Towards a scientific value approach? Benefits to the manager Management in Action 1: A Safe Wayto hold on to staff Case study 1: Business schools share Enron blame 2. The Nature and Effectiveness of Management The meaning of management Management and administration The process of management Principles of management Management as a social process The tasks and contribution of a manager Essential nature of managerial work The efforts of other people Management in service industries The work of a manager Managerial roles Behaviour pattern of general managers Determining what real managers do Patterns of managerial work and behaviour The attributes and qualities of a manager Managers of the future? Managerial style and behaviour Managers' attitudes towards people The Managerial/Leadership Grid(r) Framework for patterns of behaviour Management systems Management by objectives (MBO) Managing people Basic managerial philosophies Choice of managerial style Managerial effectiveness Measures of effectiveness General criteria of managerial effectiveness Management in Action 2: Bringing management to book: how to manage a library Case study 2: End to 'departmentalism': a vision of things to come Part 2 THE INDIVIDUAL 3. Individual Differences The changing nature and scope of managing individuals at work Personality Nomothetic and idiographic approaches Theoretical approaches: nomothetic Theoretical approaches: idiographic Other theoretical approaches Cognitive theory: Kelly's personal construct theory Applications within the work organisation Stress and the individual Ability Testing Attitudes Gender and organisations Understanding women's position and status Economic theories Psychological sex differences The socialisation process Orientations and motivations towards work Working practices Management in Action 3: Springboard to success: development of women employees Case study 3: Organisations, too, can be put on the couch 4 The Process of Perception The perceptual process Selectivity in attention and perception Meaning to the individual Internal factors External factors Perceiving other people Transactional analysis Selection and attention Organisation and judgement The importance of body language Attribution theory Perceptual distortions and errors Stereotyping The halo effect Perceptual defence Projection Illustrative example perception of women Management in Action 4: Judy Owen wins battle against Professional Golfers' Association to wear trousers Case study 4: Driving your employees up the wall 5. Work Motivation and Rewards The meaning of motivation Needs and expectations at work Motivation and organisational performance Frustration-induced behaviour Money as a motivator Theories of motivation Content theories of motivation Maslow's hierarchy of needs theory Herzberg's two-factor theory McClelland's achievement motivation theory Process theories of motivation Vroom's expectancy theory The Porter and Lawler expectancy model Implications for managers of expectancy theories Equity theory of motivation Goal theory Attribution theory Relevance of theories of motivation The motivation of knowledge workers Management in Action 5: A focus on workers' individual needs Case study 5: Developing reward strategies to motivate and compensate knowledge workers 6. Job Satisfaction and Work Performance The meaning and nature of job satisfaction Dimensions of job satisfaction Framework of study Information communications technology Stress at work Role relationships and conflict Levels of stress Coping with stress Work organisation and job design Individual job redesign Broader organisational approaches to improved job design The work/life balance Employee involvement Empowerment and job satisfaction Self-managed work groups Flexible working arrangements Quality circles Management style and culture Contextual factors in job design The happy/productive worker The management of time Management in Action 6: Job satisfaction: the fit between expectations and experiences Case study 6: The changing role of supervisors: demonstrating the effect of communication and training on morale Part 3 GROUPS AND TEAMS 7. Work Groups and Teams The meaning and importance of groups and teams The difference between groups and teams Group values and norms The importance of teamwork Formal and informal groups Reasons for formation of groups or teams Group cohesiveness and performance Membership Work environment Organisational factors Group development and maturity Potential disadvantages of strong, cohesive groups Characteristics of an effective work group The effects of technology on work groups Role relationships Role conflict Interactions among members Belbin's team-roles Patterns of communication The risky-shift phenomenon 'Groupthink' Effective teamworking Management in Action 7: Advantages of promoting a boutique mindset Case study 7: Avoiding the madness of groupthink 8. The Nature of Leadership The meaning of leadership The importance of leadership Leadership and management Approaches to leadership The qualities or traits approach The functional (or group) approach Leadership as a behavioural category Styles of leadership Continuum of leadership behaviour The situational approach Contingency theories of leadership Fiedler's contingency model Vroom and Yetton contingency model The Vroom and Jago revised decision model Path goal theory Readiness of the followers or group Transformational leadership Inspirational leadership Power and leadership influence The leadership relationship No one best form of leadership National cultural dimensions of leadership Effectiveness of leadership styles Variables affecting leadership effectiveness Leaders of the future Management in Action 8: Autoglass: leadership success factors Case study 8: First class coach Part 4 THE ORGANISATION 9. Organisational Goals, Strategy and Responsibilities The nature of organisational goals The functions of goals Integration of goals Classification of organisational goals Alteration of goals Organisational ideologies and principles Missionstatements Objectives and policy The profit objective Fallacy of the single objective The need for strategy The concept of synergy SWOT analysis Interactions with the environment The management of opportunities and risks Social responsibilities of organisations Codes of conduct Organisational stakeholders Values and ethics Corporate social responsibility Business ethics Related legislation An integrated approach Management in Action 9: IBM code of conduct Case study 9: Mergers and acquisitions: the consequences of expansion at Square Deal plc 10. Organisation Structure and Design The meaning and nature of organisation structure The importance of good structure Levels of organisation The importance of the hierarchy The design of organisation structure Clarification of objectives Task and element functions The division of work Centralisation and decentralisation Principles of organisation Span of control The chain of command 'Flatter' organisation structures Formal organisational relationships Line and staff organisation The inverted organisation Project teams and matrix organisation Effects of a deficient organisation structure Organisation charts Structure and organisational behaviour Management in Action 10: A small cog in a big wheel: company restructuring at Zeton Case study 10: Loud and clear: leadership in telecommunications 11. Organisational Control and Power The meaning of control Assumptions of organisation and management Elements of an organisational control system Forms of control Classification of control systems Strategies of control in organisations Characteristics of an effective control system Power and management control Perspectives of organisational power Pluralistic approaches to power The balance between order and flexibility Delegation and empowerment The manager subordinate relationship Benefits of delegation Reasons for lack of delegation A systematic approach to delegation The art of delegation The concept of empowerment Does empowerment deliver? Behavioural factors in control systems Overcoming resistance to management control Financial and accounting systems of control Management in Action 11: Alpha to Omega: the effects of financial management on company performance Case study 11: Massive US effort to set up control systems 12. Organisation Development (Culture, Conflict and Change) The meaning of organisation development Topics associated with OD Organisational culture Types of organisational culture The cultural web The importance of culture The need for a cross-cultural approach Models for understanding the impact of culture Five dimensions of culture: the contribution of Hofstede Summary: convergence or culture-specific organisational behaviour Organisational climate Employee commitment Organisational conflict Contrasting views of conflict The sources of conflict Strategies for managing conflict The nature of organisational change Planned organisational change Resistance to change The management of organisational change Human and social factors of change Responsibilities of top management Management in Action 12: Organisation culture, change and IT in an SME Case study 12: It's tough at the top: managing conflict in the Wakewood organisation Glossary Index
