ORGANISATIONALBEHAVIOUR

Fifth Edition

IAN BROOKS

Individuals, Groups and Organisation

ii Contents

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Organisational Behaviour eBook PDF

Table of Contents

Cover

Title Page

Copyright Page

Dedication

Contents

Preface

About the author

Acknowledgements

CHAPTER 1 Organisational behaviour in an international contextLearning outcomes and key concepts

IntroductionWhat is organisational behaviour?

Why study organisational behaviour?

Organisational behaviour today

Four themes: diversity, change, conflict and communications

Diversity in the workplace

Global change leading to organisational change

Conflict and communication

Overview of the text

Case studies and examples

The Impact of National Culture on Organisational BehaviourNational culture: definition

Geert Hofstede

Individualismcollectivism

Power distance

Uncertainty avoidance

Masculinityfemininity

Long-termshort-term orientation

Culture shock and culture shift

Culture and change in China

The significance of communication in a cross-cultural context

Developing cultural competencies

Conclusions

References

Further reading

CHAPTER 2 From classical organisational theory to the gig economyLearning outcomes and key concepts

Table of Contents

Introduction

Introduction: Schools of ThoughtMacro-organisational theories

Technicalrational approach

Bureaucracy

The classical school

Scientific management

Frederick Taylor

Gilbreth and Gantt

A critique

Socio-human approach

Human relations school

Systems theory

Recognising international diversity: convergence vs divergence

Contemporary lenses and postmodernism

Frames or perspectives

Organisation as a brain: the learning organisation

The World of Work is Changing: the Gig EconomyThe gig economy

The pros and cons of the gig economy

Not just for the young

Boundaryless careers

Potential benefits

Potential drawbacks

Gig economy: impact on organisational behaviour

From organisation teamwork to leveraging your networking

From formal authority to interpersonal, participative, capability

The gig economy and the psychological contract

Contemporary themes in organisational behaviour

Managerial Implications

Summary of Main Points

Conclusions

Questions

References

Further Reading

CHAPTER 3 Perspectives on individual behaviourLearning outcomes and key concepts

Introduction

Individual Behaviour and PersonalityPersonality theories

Trait theory

Humanistic approach

Table of Contents

Psychodynamic theory

Jungs personality theory

Testing individuals and groups in organisations

Personality in the organisation

Emotional intelligence (EI): a quality for the twenty-first century?

Perception and the Perceptual ProcessSelf-perception

Attribution theory

Attitudes and ValuesAttitudes

Values

Emotional labour

National culture and individual behaviour

Learning in the OrganisationLearning styles

Kolbs learning cycle

Organisational learning and change

Decision MakingThe rational model

Satisficing

Garbage can model

Cognitive bias in decision making

Non-decision making

Diversity, Change, Conflict and CommunicationThe Johari Window: using communication to change perception

Psychological contracts: will organisational change lead to more conflict?

Managerial Implications

Summary of Main Points

Conclusions

Questions

References

Further Reading

CHAPTER 4 Motivation theory, practice and generational changeLearning outcomes and key concepts

Introduction and Definition

Motivation Schools of ThoughtBehavioural modification theory and giving feedback

Expectancy theory: a framework for the analysis of workplace motivation

Porter and Lawlers expectancy model

Needs theories

Table of Contents

Needs hierarchy

McClellands achievement needs theory

Intrinsic and extrinsic rewards: Herzberg

Goal theory and self-motivation

Motivation and equitable treatment

Change, motivation and the psychological contract

Generational Changes, Motivation and Organisational BehaviourWhat are the implications for motivation and other organisational behaviour

priorities?

Motivation and diversity

Motivation and conflict

Motivation and communication

Motivation and job design

Hackman and Oldham job characteristic model

Managerial Implications

Summary of Main Points

Conclusions

Questions

References

Further Reading

CHAPTER 5 Groups and teamsLearning outcomes and key concepts

IntroductionWhy gather in groups?

Groups and teams: definition

Groups

Teams

Self-directed and self-managed teams

Communities of practice

Groups within groups

Formal and informal groups and teams

Formal groups

Informal groups

Stages of Group and Team DevelopmentBass and Ryterband

Tuckman

Roles and RoutinesGroup norms

Group roles

Belbins team roles

Building and maintaining effective teams

Table of Contents

Group cohesiveness and performance

Conformity and groupthink

Intra-group behaviour and conflict

Inter-group behaviour and conflict

Into the Twenty-first Century: Mobile Communications, Virtual and Cross-culturalTeams

Teamwork in a modern global context

Cross-cultural teamworking

Virtual teams

Groups and change

Teams are they really that good?

Managerial Implications

Summary of Main Points

Conclusions

Questions

References

Further Reading

CHAPTER 6 Management and leadershipLearning outcomes and key concepts

IntroductionFrom Taylor to Mintzberg

Frederick Taylor

Henri Fayol

Peter Drucker

Henry Mintzberg

Differentiating leadership from management

Transformational vs transactional leadership

Leadership: Schools of ThoughtTrait theory of leadership

Behavioural theories

Leadership style

Theory X and Theory Y

Conclusions

Situational theory

Fiedlers contingency theory

Conclusions

New Perspectives on LeadershipNon-Western leadership theories

Servant leadership

Cross-cultural leadership

Pluralistic leadership

Entrepreneurial leadership

Table of Contents

Leaders on leadership

Women and leadership

Leadership and conflict

Leadership and change

Managerial Implications

Summary of Main Points

Conclusions

Questions

References

Further Reading

CHAPTER 7 Organisational structureLearning outcomes and key concepts

IntroductionWhat is structure?

Talking about structure: definitions

Centralisation and decentralisation

Differentiation

Integration

Specialisation

Formalisation and the informal organisation

Span of control

Bureaucracy

Traditional Structural TypesMultifunctional (U-form) structures

Multidivisional (M-form) structures

Post-bureaucratic StructuresMatrix structures

Project management matrix

Family business

Network structures and virtual organisations

Virtual organisations

Comparison of the Main Structural FormsDelayering and flexible working

Flexible working

Distancing

Numerical flexibility

Functional flexibility

Numbers on flexible working arrangements

What Influences Organisational Structure?Strategy and structure

Blue ocean strategy

Technology and structure

Table of Contents

Size and structure

The business environment

Cross-cultural influences on structure

Summary

Knowledge Workers, Holacracy and Communities of PracticeHolacratic structures

Organisational Change and RestructuringStructural inertia

Forces for change

Change management models

Diversity

Managerial Implications

Summary of Main Points

Conclusions

Questions

References

Further Reading

CHAPTER 8 Organisational power, politics and conflictLearning outcomes and key concepts

Introduction

The Political PerspectiveAre organisations guided by rational behaviour?

Unitary, pluralist and radical views

Organisational PowerSources of power

Covert power

Powerlessness

Empowerment

Summary: the pros and cons of power in organisations

Organisational PoliticsFour foci of political activity

Structural change

Inter-departmental coordination

Resource allocation

Management succession

Politics and sport

Organisational ConflictConflict and diversity

Management of conflict

Conflict-handling model

Symbols and power

Table of Contents

Power and organisational change

Resistance to change

Managerial Implications

Summary of Main Points

Conclusions

Questions

References

Further Reading

CHAPTER 9 Organisational culture: the impact on organisational behaviourLearning outcomes and key concepts

Introduction

Organisational CultureSubculture and professional cultures

Subculture and professional cultures: a source of organisational conflict

Sector recipes

Organisational culture: definitional debate

Culture and organisational performance

Cultures as an onion

Structural view of culture

Strategy view of culture

The interpretative view of culture

Diversity, Institutional Racism and Culture of Fear/bullying

Organisational Culture and Change

Managerial Implications

Summary of Main Points

Conclusions

Questions

References

Further reading

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