CONTENTSINDETAIL
Exhibits, Managementin Action, Case Studiesand BusinessPress xiv
In acknowledgement and appreciation xvii
Publisher’sacknowledgements xviii
Guided tour ofthe book xx
Guided tour ofthe Companion Website xxii
Part1 MANAGEMENT AND ORGANISATIONAL BEHAVIOUR
1 Introduction 3
Aboutthisbook4
Theaimsofthisbook4
Theseventhedition6
Yourstudyofthebook16
Thechangingnatureofworkorganisation17
Thestudyofmanagementandorganisational behaviour19
Theuseofcasestudies20
2 The Nature ofOrganisational Behaviour
25
Themeaningoforganisationalbehaviour26
Influencesonbehaviourinorganisations27
Behaviouralscience–amultidisciplinaryapproach29
Theimportanceofpeopleandorganisational behaviour30
Organisationalmetaphors32
Orientationstoworkandtheworkethic33
Managementasanintegratingactivity34
Thepsychologicalcontract37
Changingnatureofthepsychologicalcontract39
Organisationalpractices40
ThePeterPrinciple40
Parkinson’sLaw41
Theneedforacross-culturalapproach42
Isorganisationalbehaviourculture-bound?43
Modelsforunderstandingtheimpactofculture44
Fivedimensionsofculture:thecontributionof Hofstede47
Culturaldiversity:thecontributionofTrompenaars49
Summary:convergenceorculture-specific organisationalbehaviour51
Case study2.1: EricandKipsy:complexitiesof managementandorganisationalbehaviour56
3Approachesto Organisation and Management 65
Managementtheory66
Developmentsinmanagementandorganisational behaviour66
Theclassicalapproach67 Scientificmanagement69
Relevanceofscientificmanagement71 Bureaucracy74 Criticismsofbureaucracy75
Evaluationofbureaucracy76
Structuralism78
Thehumanrelationsapproach78
Evaluationofthehumanrelationsapproach80
Neo-humanrelations81
Thesystemsapproach82
Thecontingencyapproach84
Otherapproachestothestudyoforganisations84
Thedecision-makingapproach85 Socialaction85
Anumberofdifferentapproaches87
Postmodernism87
Relevancetomanagementandorganisational behaviour89
Japanesemanagement90
Towardsascientificvalueapproach?91
Benefitstothemanager93
Managementin Action 3.1:Japanesemanagement95
Case study3.1: HelgatonLtd:organisationaltheory inpractice102
Part2
4 The Nature ofOrganisations 113
Thecontextoftheorganisation114
Theformalorganisation115
Basiccomponentsofanorganisation117
Privateandpublicsectororganisations118
Productionandserviceorganisations120
Typesofauthorityandorganisations121
Theclassificationoforganisations122
Primebeneficiaryoftheorganisation122
Primaryactivityoftheorganisation123
Theorganisationasanopensystem124
Interactionswiththeenvironment126
Thecomparativestudyoforganisations127
Organisationalsub-systems128
Theanalysisofworkorganisations129
Contingencymodelsoforganisation131
Theinfluenceoftechnology132
Informationtechnology133
Managingtechnicalchange134
Theinformalorganisation134
Theorganisationofthefuture137
Organisationalgoals137
5OrganisationalGoals, Strategyand Responsibilities 144
Thenatureoforganisationalgoals145
Thefunctionsofgoals146
Integrationofgoals147
Classificationoforganisationalgoals148
Alterationofgoals149
Organisationalideologiesandprinciples150
Missionstatements151
Objectivesandpolicy152
Theprofitobjective154
Fallacyofthesingleobjective155
Theneedforstrategy157
Theconceptofsynergy158
SWOTanalysis159
Themanagementofopportunitiesandrisks160
Socialresponsibilitiesoforganisations161
Codesofconduct162
Organisationalstakeholders163
Valuesandethics166
Corporatesocialresponsibility167
Businessethics168
Relatedlegislation170
Anintegratedapproach171
Managementin Action 5.1:IBMCodeofConduct177
Case study5.1:Mergersandacquisitions:the consequencesofexpansionatSquareDealplc182
Case study5.2:Welcometotheparty:homeselling withTop-to-Toe183
Principlesofmanagement197
Managementasasocialprocess199
Thetasksandcontributionofamanager199
Essentialnatureofmanagerialwork200
Theeffortsofotherpeople202
Managementinserviceindustries203
Managementinprivateenterpriseandpublic sectororganisations203
Theworkofamanager206
Managerialroles207
Behaviourpatternofgeneralmanagers209
Determiningwhatrealmanagersdo210
Patternsofmanagerialworkandbehaviour210
Theattributesandqualitiesofamanager211
Managersofthefuture?214
Managementin Action 6.1:Therolesofthe managerandtheIndividualManagementModel217
Case study6.1:Whatismanagement?Defining themanager’srole227
7ManagerialBehaviour and Effectiveness
236
Managerialstyleandbehaviour237
Managers’attitudetowardspeople238
Japanese‘TheoryZ’environment240
TheManagerial/LeadershipGrid®241 Frameworkforpatternsofbehaviour243
Managementsystems245
System4management246
ManagementbyObjectives(MBO)249
EvaluationofMBO250
Managingpeople251
Basicmanagerialphilosophies252
Choiceofmanagerialstyle256
Managerialeffectiveness259
Measuresofeffectiveness261
3-Dmodelofmanagerialbehaviour261
Generalcriteriaofmanagerialeffectiveness264
Themanagementoftime265
Case example:Chemicalcompany274
Case study7.1:Bringingmanagementtobook: howtomanagealibrary275
Case study7.2:Assafeashouses:branch managementinabuildingsociety276
8 The Nature ofLeadership
6 The Nature ofManagement 189
Themeaningofmanagement190
Managementandadministration194
Theprocessofmanagement195
280
Themeaningofleadership281
Theimportanceofleadership282
Leadershipandmanagement283
Approachestoleadership285
Thequalitiesortraitsapproach287
Thefunctional(orgroup)approach287
Leadershipasabehaviouralcategory289
Stylesofleadership291
Continuumofleadershipbehaviour292
Thesituationalapproach294
Contingencytheoriesofleadership295
Fiedler’scontingencymodel295
VroomandYettoncontingencymodel297
TheVroomandJagoreviseddecisionmodel298
Path–goaltheory299
Readinessofthefollowersorgroup300
Transformationalleadership301
Inspirationalleadership304
Powerandleadershipinfluence306
Theleadershiprelationship307
Noonebestformofleadership309
Nationalculturaldimensionsofleadership310
Effectivenessofleadershipstyles312
Variablesaffectingleadershipeffectiveness313
Leadershipdevelopment314
Leadersofthefuture315
Managementin Action 8.1:Autoglass:Leadership successfactors317
Managementin Action 8.2:IBMLeadership DevelopmentCentre(LDC)318
Case study8.1: TheparadoxofPimFortuyn:astudy incharismaticleadership327
PART 4
THEINDIVIDUAL
9 IndividualDifferences
ByLinda Hicks
335
Thechangingnatureandscopeofmanaging individualsatwork336
Personality339
Nomotheticandidiographicapproaches342
Theoreticalapproaches:nomothetic343
Theoreticalapproaches:idiographic346
Othertheoreticalapproaches347
Cognitivetheory:Kelly’spersonalconstructtheory350
Applicationswithintheworkorganisation352
Stressandtheindividual354
Ability355
Testing360
Attitudes362
Genderandorganisations366
Understandingwomen’spositionandstatus368
Economictheories369
Psychologicalsexdifferences369
Thesocialisationprocess370
Orientationsandmotivationstowardswork370
Workingpractices371
Careerdevelopment372
Leadership,managementandwomen376 Positiveapproaches378
10The Nature ofLearning
ByLinda Hicks
389
Themeaningandnatureoflearning390
Organisationsandthemanagementoflearning394
Knowledgemanagement395
Thelearningorganisation399
Howdopeoplelearn?402 Behaviourism403
Theoutcomesoflearning405
Operantconditioning405
Sociallearning408
Limitationsofthebehaviouristschool408
Cognitivetheories409
Learningstyles413
Complexmodelsoflearning414
Creativity415
Facilitatinglearning417
Learningtheoryappliedtostudyskills420
Applicationsoflearningtheorytoorganisations420 Case study10.1: Springboardtosuccess:staff developmentinpractice425 Case study10.2: Willthemailgetthrough: managingchangeattheRoyalMail427
11The ProcessofPerception
ByLaurie Mullinsand Linda Hicks
434
Theperceptualprocess435
Selectivityinattentionandperception435
Meaningtotheindividual437
Internalfactors437
Externalfactors440
Organisationandarrangementofstimuli441
Perceptualillusions442
Perceivingotherpeople445
Transactionalanalysis448
Selectionandattention450
Organisationandjudgement452
Theimportanceofbodylanguage453
Attributiontheory455
Perceptualdistortionsanderrors456
Stereotyping457
Thehaloeffect458
Perceptualdefence459 Projection459
Illustrativeexample:perceptionofwomen459
12WorkMotivation and Rewards 470
Themeaningofmotivation471
Needsandexpectationsatwork472
Motivationandorganisationalperformance474
Frustration-inducedbehaviour475
Moneyasamotivator477
Theoriesofmotivation478
Contenttheoriesofmotivation480
Maslow’shierarchyofneedstheory478
Alderfer’smodifiedneedhierarchymodel484
Herzberg’stwo-factortheory485
McClelland’sachievementmotivationtheory487
Processtheoriesofmotivation489
Vroom’sexpectancytheory490
ThePorterandLawlerexpectancymodel492
Lawler’srevisedexpectancymodel494
Implicationsformanagersofexpectancytheories495
Equitytheoryofmotivation496
Goaltheory498
Attributiontheory499
Relevanceoftheoriesofmotivation499
Cross-culturaldimensionsofmotivation500
Themotivationofknowledgeworkers500
Managementin Action 12.1:Developingreward strategiestomotivateandcompensate knowledgeworkers504
Case study12.1: Staffmotivation:notsomucha motivationalpyramid,moreaslipperyslope510
PART 5 GROUPSAND TEAMWORK
13The Nature ofWorkGroups and Teams
517
Themeaningandimportanceofgroupsandteams518
Thedifferencebetweengroupsandteams518
Groupvaluesandnorms520
Theimportanceofteamwork521
Formalandinformalgroups525
Reasonsforformationofgroupsorteams527
Groupcohesivenessandperformance528
Membership529
Workenvironment530
Organisationalfactors531
Groupdevelopmentandmaturity531
Potentialdisadvantagesofstrong,cohesivegroups532
Characteristicsofaneffectiveworkgroup533
Theeffectsoftechnologyonworkgroups534
Rolerelationships536
Roleconflict538
Rolestress540
Managementin Action 13.1:Teamworkinasmall company543
Managementin Action 13.2:Remotecontrol–a casestudy545
Case study13.1: Floatingonair:theimportance ofteamworkatHovertec550
14 Working in Groupsand Teams 554
Interactionsamongmembers555
Belbin’steam-roles556
Patternsofcommunication559
Analysisofindividualbehaviour562
Sociometry562
Interactionanalysis563
Frameworksofbehaviouralanalysis565
Anessentialfeatureofworkorganisations566
Individualcomparedwithgrouporteamperformance569
Therisky-shiftphenomenon569
‘Groupthink’570
Brainstorming570
Groupdynamics573
T-groups574
Effectiveteamworking575
Managementin Action 14.1:Profilingofmanagersfor leadershipdevelopmentinacross-sectionofSouth Africanorganisations579
Managementin Action 14.2:Barrierscomedown tobuildupteamspirit585
PART 6 ORGANISATIONALSTRUCTURES
15 Organisation Structure and Design 595
Themeaningandnatureoforganisationstructure596
Theimportanceofgoodstructure597
Levelsoforganisation598
Theimportanceofthehierarchy600
Thedesignoforganisationstructure601
Clarificationofobjectives603
Taskandelementfunctions604
Thedivisionofwork605
Centralisationanddecentralisation608
Principlesoforganisation609
Spanofcontrol610
Thechainofcommand611
‘Flatter’organisationstructures612
Formalorganisationalrelationships613
Lineandstafforganisation615
Theinvertedorganisation617
Projectteamsandmatrixorganisation617
Effectsofadeficientorganisationstructure619
Organisationcharts621
Structureandorganisationalbehaviour622
Case study15.1: Asmallcoginabigwheel: companyrestructuringatZeton629
Case study15.2: Loudandclear:leadershipin telecommunications630
16PatternsofStructure and Work Organisation
633
Variablesinfluencingorganisationstructure634
Thecontingencyapproach634
Sizeoforganisation635
Technology638
TheWoodwardstudy638
Majordimensionsoftechnology:theworkofPerrow640 Environment641
TheBurnsandStalkerstudy642
‘Mixed’formsoforganisationstructure643
TheLawrenceandLorschstudy644
Evaluationofthecontingencyapproach646
Contributionofcontingencytheory648
Cultureasacontingentfactor649
Alternativeformsofstructure649
Thedemandforflexibility651
Telecommuting652
Theshamrockorganisation652
Thenatureofdelegationandempowerment654
Case study16.1: Bureaucracycouldseriouslydamage yourhealth:staffempowermentatCityHospital658
Case study16.2: CouldIhaveanestimate?
OrganisationalstructureatFabriqueDécor658
17Technologyand Organisations
ByDavid Preece
662
Theorisingtechnology663
Usingasocio-technicalensembleperspective: thecaseofButlerCo.669
Technologicalchangeandorganisations672
Adoptingandintroducingnewtechnology674
Casestudiesintechnological/organisational change679
Case study17.1: Athirstfortechnology:newsystems atthebarsofTawnyTaverns679
Case study17.2: Webpagenotfound:internal communicationsatRedstartComputers682
Organisationalcontexts,socialandpolitical processesandtechnologicalchange685
ICTs,networks,organisationsandsociety686
PART 7
MANAGEMENT OFHUMAN RESOURCES
18Job Satisfaction and Work Performance
Stressatwork706
Rolerelationshipsandconflict708
Levelsofstress709
Copingwithstress710
Workorganisationandjobdesign713 Individualjobredesign714
Acomprehensivemodelofjobenrichment715
Broaderorganisationalapproachestoimproved jobdesign717
Thework/lifebalance720
Employeeinvolvement722
Empowermentandjobsatisfaction723
Self-managedworkgroups723
Flexibleworkingarrangements724
Qualitycircles727
Managementstyleandculture728
Contextualfactorsinjobdesign728
Thehappy/productiveworker729
Managementin Action 18.1:Jobsatisfaction:the fitbetweenexpectationsandexperiences732 Managementin Action 18.2:Anelusivebut expensiveconcept:stress733 Managementin Action 18.3:Work-LifeBalance casestudies735
Managementin Action 18.4:Beyondthe nine-to-five736
Case study18.1: Thewideopenspaces:linking jobsatisfactionandworkperformance741 Case study18.2: Thechangingroleofsupervisors: demonstratingtheeffectofcommunication andtrainingonmorale742 Case study18.3: Flyinglikethewind:motivation, jobdesignandcultureatFalconCarCompany743
19 Human Resource Management 746
Thenatureofhumanresourcemanagement(HRM)747
HRMpolicies,activitiesandfunctions749
OrganisationoftheHRMfunction751
HRM:asharedresponsibility752
TheimportanceofHRM755
Traininganddevelopment756
Themanagementoftraining758 InvestorsinPeople761
Performanceappraisal762
Questionstobeaddressed764
360°feedbackandupwardappraisal765
Establishingtheappraisalsystem766
Methodsofappraisal767
Potentialproblemareas769
Employmentrelations771
699
Themeaningandnatureofjobsatisfaction700
Dimensionsofjobsatisfaction700
Frameworkofstudy703
Informationcommunicationstechnology703
Unitaryandpluralisticperspectives773
Regulatingtheemploymentcontract774
Responsibilityforemploymentrelations777
InternationaldimensionsofHRM778
IndustrialdemocracyinEuropeancountries779
TheGermansystem779
EffectivenessoftheHRMfunction780
Managementin Action 19.1:TheInvestorsinPeople Standard783
Managementin Action 19.2:Performance
managementatAutoglassLimited786
Case study19.1: Beerandsandwiches:personnel
managementatLondonTaverns790
Case study19.2: Nothingsucceedslikesuccess: acceleratingperformanceatSissonSystems791
20Resourcing the Organisation 795
Theconcernofallmanagers796
Humanresourceplanning796
Thevalueofhumanresourceplanning798
Recruitmentandselectionofstaff800
Jobanalysis802
Personspecifications804
Difficultiesanddistastesofthejob804
Theimportanceofjobanalysis806
Attractingsuitableapplicants806
Theselectionprocess808
Selectiontestsandquestionnaires810
Groupexercises810
Theselectioninterview812
Interviewingstyle813
Competency-basedapproachtorecruitmentand selection814
Theselectiondecision815
Inductionandfollow-up816
Costsoftheselectionprocess817
Effectivenessoftherecruitmentandselection process817
Managementin Action 20.1:Marks&Spencer PLC’sgraduateselectionprocess821
Case study20.1:Pleaseenteryourpassword: effectiveresourcemanagementatWessex Computers825
Case study20.2:Inkyfingers:HRMfailureat SumprintLtd826
PART 8
IMPROVING ORGANISATIONAL PERFORMANCE
21OrganisationalControland Power 831
Themeaningofcontrol832
Assumptionsoforganisationandmanagement834
Elementsofanorganisationalcontrolsystem835
Formsofcontrol837
Classificationofcontrolsystems838
Strategiesofcontrolinorganisations840
Characteristicsofaneffectivecontrolsystem842
Powerandmanagementcontrol843
Perspectivesoforganisationalpower845
Pluralisticapproachestopower846
Thebalancebetweenorderandflexibility848
Delegationandempowerment849
Themanager–subordinaterelationship850
Benefitsofdelegation852
Reasonsforlackofdelegation853
Asystematicapproachtodelegation854
Theartofdelegation857
Theconceptofempowerment859
Doesempowermentdeliver?863
Behaviouralfactorsincontrolsystems864
Overcomingresistancetomanagementcontrol865
Financialandaccountingsystemsofcontrol867
Managementin Action 21.1:Empowerment873
Case study21.1:Theenthusiasticdelegator: theconsequencesofpromotingbeyondability?880
Case study21.2:AlphatoOmega:theeffects offinancialmanagementoncompany performance883
22 Organisation Development (Culture, Conflictand Change) 887
Themeaningoforganisationdevelopment888
TopicsassociatedwithOD888
Organisationalculture891
Typesoforganisationalculture892
Influencesonthedevelopmentofculture894
Theculturalweb895
Theimportanceofculture896
Organisationalclimate899
Employeecommitment901
Organisationalconflict903
Contrastingviewsofconflict904
Thesourcesofconflict906
Strategiesformanagingconflict908
Thenatureoforganisationalchange909
Plannedorganisationalchange910
Resistancetochange913
Themanagementoforganisationalchange915
Humanandsocialfactorsofchange916
Responsibilitiesoftopmanagement920
Managementin Action 22.1:Organisationalculture, changeandITinanSME923
Managementin Action 22.2:SiemensNixdorf’s newdynamism924
Case study22.1:It’stoughatthetop:managing conflictintheWakewoodorganisation933
Case study22.2:Gettingpolitical:management inlocalgovernment934
Case study22.3:Amatteroflifeordeath:managing knowledgeatanNHSTrust935
23ManagementDevelopmentand OrganisationalEffectiveness 941
Theimportanceofeffectivemanagement942
Themeaningandnatureofmanagement development942
Anintegratedmodelofmanagementdevelopment944
Managementdevelopmentprocess949
Continuingprofessionaldevelopment(CPD)953
Managementeducation,traininganddevelopment954
TheManagementCharterInitiative(MCI)955
LeadershipandManagementModel956
Thenatureoforganisationaleffectiveness959
ThePetersandWatermanstudy960
Heller’sstudyofEuropeanexcellence961
TheGoldsmithandClutterbuckstudy962
Thelearningorganisation962
TotalQualityManagement(TQM)964
Businessprocessre-engineering(BPR)968
BuildingTomorrow’sCompany971
TheEFQMexcellencemodel971
Assessingorganisationalperformance975
Organisationaudit976
Benchmarking976
Performanceindicatorsinthepublicsector977
Gapanalysis977
Arangeofdifferentcriteria977
Thetwenty-firstcenturyorganisationandpeople980
Managementin Action 23.1:ExtractsfromAbbey PerformanceDevelopmentProgramme982
Managementin Action 23.2:Acureforgrowing pains–CostaCoffee985
Managementin Action23.3:Componentsofthe ManagementStandards987 Managementin Action 23.4:Buildingorganisational competence988 Case study23.1:Chipswitheverything:managing culturalchangeatEurasiaElectronics997 Case study23.2:Holdingthefrontpage:expansion atRudmorePress997
Companion Website resources
VisittheCompanionWebsiteat www.booksites.net/mullins
For students:
■ Multiplechoiceandshortanswerquestionstohelptestyourlearning
■ TechnologySolutions–shortwebarticleswhichexplorefurtherthemanagerial implicationsoftechnology
■ Weblinkstorelevantsitesontheweb
■ Anonlineglossarytoexplainkeyterms
For lecturers:
■ Complete,downloadableInstructor’sManualwhichincludes: –Teachingtips –Extracases
–Solutions/examplestodiscussionandotherquestions
■ PowerpointslidesthatcanbedownloadedandusedasOHTs
■ Testbankofquestionmaterial
Also: Thissitehasasyllabusmanager,searchfunctions,andemailresultsfunctions.
Note: Aprintedversionofthe Instructor’sManual isalsoavailablefreetoadopters of Managementand Organisational Behaviour.Pleasecontactyourlocalsales representativewhosedetailscanbelocatedonourwebsite www.pearsoned.co.uk
EXHIBITS,MANAGEMENTINACTION,CASESTUDIES ANDBUSINESSPRESS
Exhibits
3.1NHSpays£30.96justtosharpenpencils76
3.2Toolsthatdothebusiness:managementtheories91
5.1Businessethics:what’sinitforyou?171
6.1Theinfantschoolheadteacherasamanager191
7.1It’sapeoplething258
8.1DevelopingleadershipintheNHSofthe21stcentury305
8.2Firstclasscoach312
9.1Whyusepsychologicaltests?362
10.1Learningnewskills:theimportanceoffeedback410
11.1Hospitalssettoplayitbyethnicbook454
11.2JudyOwenwinsbattleagainstProfessionalGolfers’Associationto460 weartrousers
13.1Teamwork’sowngoal524
14.1Management:brainstorminarainstorm573
18.1Ifyouwantpeopletodoagoodjob,givethemagoodjobtodo719
18.2Havealifeandkeepyourjob725
21.1Empowermentandthecustodyofficer861
23.1Developingmanagers:applyingthetheoryinpractice950 23.2Managementsuccession:developingleadershipat3M952 23.3Qualitycounts:TQMinanNHStrust968
Managementin Action
3.1Japanesemanagement95
5.1IBMCodeofConduct177
6.1TherolesofthemanagerandtheIndividualManagementModel217
8.1Autoglass:Leadershipsuccessfactors317
8.2IBMLeadershipDevelopmentCentre(LDC)318
12.1Developingrewardstrategiestomotivateandcompensateknowledge workers504
13.1Teamworkinasmallcompany543
13.2Remotecontrol–acasestudy545
14.1Profilingofmanagersforleadershipdevelopmentinacross-sectionof579 SouthAfricanorganisations
14.2Barrierscomedowntobuildupteamspirit585
18.1Jobsatisfaction:thefitbetweenexpectationsandexperiences732
18.2Anelusivebutexpensiveconcept:stress733 18.3Work-LifeBalancecasestudies735 18.4Beyondthenine-to-five736
19.1TheInvestorsinPeopleStandard783
19.2PerformancemanagementatAutoglassLimited786
20.1Marks&SpencerPLC’sgraduateselectionprocess821
21.1Empowerment873
22.1Organisationalculture,changeandITinanSME923 22.2SiemensNixdorf’snewdynamism924
23.1ExtractsfromAbbeyPerformanceDevelopmentProgramme982
23.2Acureforgrowingpains–CostaCoffee985 23.3ComponentsoftheManagementStandards987 23.4Buildingorganisationalcompetence988
Case studies
2.1EricandKipsy:complexitiesofmanagementandorganisationalbehaviour56
3.1HelgatonLtd:organisationaltheoryinpractice102
5.1Mergersandacquisitions:theconsequencesofexpansionatSquareDealplc182
5.2Welcometotheparty:homesellingwithTop-to-Toe183
6.1Whatismanagement?Definingthemanager’srole227 Chemicalcompany274
7.1Bringingmanagementtobook:howtomanagealibrary275 7.2Assafeashouses:branchmanagementinabuildingsociety276
8.1TheparadoxofPimFortuyn:astudyincharismaticleadership327 10.1Springboardtosuccess:staffdevelopmentinpractice425 10.2Willthemailgetthrough:managingchangeattheRoyalMail427 12.1Staffmotivation:notsomuchapyramid,moreaslipperyslope510 13.1Floatingonair:theimportanceofteamworkatHovertec550 15.1Asmallcoginabigwheel:companyrestructuringatZeton629 15.2Loudandclear:leadershipintelecommuncations630 16.1Bureaucracycouldseriouslydamageyourhealth:staffempowermentatCityHospital658 16.2CouldIhaveanestimate?OrganisationalstructureatFabriqueDécor658 17.1Athirstfortechnology:newsystemsatthebarsofTawnyTaverns679 17.2Webpagenotfound:internalcommunicationsatRedstartComputers682 18.1Thewideopenspaces:linkingjobsatisfactionandworkperformance741 18.2Thechangingroleofsupervisors:demonstratingtheeffectofcommunication andtrainingonmorale742 18.3Flyinglikethewind:motivation,jobdesignandcultureatFalconCarCompany743 19.1Beerandsandwiches:personnelmanagementatLondonTaverns790 19.2Nothingsucceedslikesuccess:acceleratingperformanceatSissonSystems791 20.1Pleaseenteryourpassword:effectiveresourcemanagementatWessexComputers825 20.2Inkyfingers:HRMfailureatSumprintLtd826 21.1Theenthusiasticdelegator:theconsequencesofpromotingbeyondability?880 21.2AlphatoOmega:theeffectsoffinancialmanagementoncompanyperformance883 22.1It’stoughatthetop:managingconflictintheWakewoodorganisation933 22.2Gettingpolitical:managementinlocalgovernment934 22.3Amatteroflifeordeath:managingknowledgeatanNHStrust935
23.1Chipswitheverything:managingculturalchangeatEurasiaElectronics997
23.2Holdingthefrontpage:expansionatRudmorePress997
BusinessPress
1Asafewaytoholdontostaff1006
2BusinessschoolsshareEnronblame1007
3Recruitment:facingthenextbraindrain1008
4Companiespressedtoadopthigherstandards1010
5Forgethowthecrowflies1012
6Publicsector:gohomeandpreparefore-government1017
7Employeesasinvestors1019
8Leaderofthebandwholikestoruntheshow1020
9Greatleaders:pioneerandashrewdstrategist1022
10Endangeredspecies1023
11Mentoringmovesintoaleadingrole1025
12Drivingyouremployeesupthewall1027
13Afocusonworkers’individualneeds1028
14Advantagesofpromotingaboutiquemindset1029
15Avoidingthemadnessofgroupthink1030
16Endto‘departmentalism’avisionofthingstocome1031
17Along-distancerelationship1032
18Networkprotectionisakeystroke1034
19Relentlessriseofthepleasureseekers1035
20EU&US:Wherearethebestworkplaces?1037
21Marryingperformancewithreward1038
22Humancapital:isit‘personnel’withyetmoremake-up?1040
23Newlearningmodelsareunderscrutiny1041
24Patternscanshowifyouareuptothejob1043
25MassiveUSefforttosetupcontrolsystems1044
26Asda:thelisteningstore1045
27Organisations,too,canbeputonthecouch1047
28Swissgroupattopoflearningtree1048
29Theriseandriseofthecorporatelearningofficer1049
INACKNOWLEDGEMENTANDAPPRECIATION
A warm and special tribute is paid to my wife Pamela, children and family for their continuing support and encouragement for this seventh edition.
Particular acknowledgements and thanks are due for the contributions from my friends and colleagues Linda Hicks, David Preece and Sara Lamond.
Thanks and appreciation also to Derek Adam-Smith, Rajeev Bali, Martin Brunner, Richard Christy, Ray French, Karen Meudell, Anne Riches, Amanda Stevens, Lynn Thomson, Cheryl Walmsley.
I gratefully acknowledge the help and support received from: Managers who kindly provided information from their own organisations and gave permission to reproduce material in the book
Aileen Cowan, Assistant Director, The Institute of Chartered Secretaries and Administrators
Liz Harris, Marketing Communications Manager, The Institute of Administrative Management
Rebecca Hoar, Section Editor, Management Today
Sue Mann, Editor, Professional Manager
A special debt of appreciation is due to members of the team at Pearson Education including Matthew Walker, Colin McDougall, Karen McLaren, Janey Webb, Colin Reed, Jacqueline Senior and Simon Lake for their invaluable professionalism and guidance. Thank you all for a pleasant and rewarding partnership.
I wish to acknowledge and thank a number of people who may be unaware how much their friendship, interest and support has in a variety of ways helped in the completion of this seventh edition, including: Stephen Darvill; Philip Voller; Kate Brackenbury; Valerie and Peter Hallam; Di and Mike Blyth; Julie and John Bradley; Jenny and Tony Hart; Vilma and Will Hemsley; Lynn and Wayne Miller; Christine and David Paterson; Ann Ward.
Reviewers
Special thanks are due to the following reviewers, approached by the publishers, for their valued insightful and constructive comments that have helped shape the contents of this present edition:
Ann Norton, Sheffield Hallam University, UK
Brian Stone, Manchester Metropolitan University, UK
Kim Parker, University of Kent, UK
Bob Smale, Brighton University, UK
Alasdair Maclean, University of Abertay, UK
Peter Falconer, Glasgow Caledonian University, UK
Hugo Misselhorn, Management & Organisation Development Consulting, South Africa
Marijek Dielman, Hotel Management School, Maastricht, The Netherlands
David Wilson, Wethouder Koniglaan, The Netherlands.
Laurie J Mullins
PUBLISHER’SACKNOWLEDGEMENTS
Chapter 1 – Introductory assignment is reprinted with permission from Von Oech, R., A Whack On The Side Of The Head, Warner Books Inc. (1998), p. 20. Copyright © 1983, 1990, 1998 by Roger Von Oech.
Chapter 2 – Assignment 1 is reprinted with permission from Rowe, C., The Management Matrix: The Psychology of Interaction, Alfred Waller Ltd (1992), p. 1, with permission from Patricia Rowe.
Personal awareness and skills exercise ‘So What’s Your Work Ethic?’ is reprinted with permission from Professional Manager , published by the Chartered Management Institute, May 2003, p. 38, and Walmsley, C. J., Your Future Looks Bright, Preston Beach (2002), p. 98.
Case study 2.1 ‘Eric and Kipsy’ is reprinted with permission from Porter, L. W., Lawler, E. E. and Hackman, J. R., Behavior in Organizations, McGraw-Hill, New York (1975), pp. 3–14.
Chapter 3 – Assignment 1 is reprinted with permission from DuBrin, A. J., Human Relations: A Job-Oriented Approach , Reston Publishing/Prentice Hall/Pearson Education Inc. (1978), pp. 296–7.
Case study 3.1 ‘Applications of Organisation Theory in Helgaton Ltd’, is reprinted with permission from Mullins, L. and White, I., in Adam-Smith, D. and Peacock, A. (eds), Cases in Organisational Behaviour , Pearson Education (1994), pp. 19–29.
Chapter 4 – Assignment ‘Our Organizational Society: Your Association with Organizations’ is reprinted with permission from Kast, F. E. and Rosenzweig, J. E., Experiential Exercises and Cases in Management, McGraw-Hill, New York (1976), pp. 13–15.
Chapter 5 – Personal awareness and skills exercise ‘Assessing your Work Values’ is reprinted with permission from Misselhorn, A., The Head and Heart of Management , Management and Organization Development Consultants (SA) (2003), p. 36.
Case study 5.1 ‘Square Deal plc’ is reprinted with permission from the Institute of Administrative Management, Diploma in Administrative Management Examination Paper, Summer 1983.
Case study 5.2 ‘Top to Toe’ is reprinted with permission from the Chartered Institute of Secretaries and Administrators, Management Principles Examination Paper, June 2003.
Chapter 6 – Assignment 2 ‘Have YOUGot What it Takes to be a CEO?’ is reprinted with permission from Gwyther, M., Management Today, November 2001, pp. 56–9.
Case study 6.1 ‘What Is Management?’ from Doswell, R. and Nailon, P., Case Studies in Hotel Management, third edition, Barrie & Jenkins (1976).
Chapter 7 – Assignment 1 ‘Principle of Supportive Relationships Questionnaire’ is reprinted with permission from Likert, R., The Human Organization – Its Management and Value, McGraw-Hill, New York (1976), pp. 48–9.
Personal awareness and skills exercise ‘Your Management Style’ is reprinted with permission from Osland, J. S., Kolb, D. A. and Rubin, I. M., Organizational Behavior: An Experimental Approach , seventh edition, Prentice Hall (2001), pp. 24–5.
Case study 7.1 ‘Library Management’ is reprinted with permission from the Institute of Chartered Secretaries and Administrators, Management Principles Pilot Paper, Administrator, December 1993. (Administrator is now published under the title Chartered Secretary.)
Chapter 8 – Assignment 1 ‘Least Preferred Co-worker (LPC) Scale’ is reprinted from A Theory of Leadership Effectiveness, McGraw-Hill (1976), p. 41, with the permission of the author, Professor F. E. Fiedler, University of Washington.
Assignment 2 ‘T-P Leadership Questionnaire: An Assessment of Style’ by Sergiovanni, T., Metzcus R. and Burden, L. adapted from their article ‘Leadership Behavior Description Questionnaire’, in the American Educational Research Journal 6, 1969, is reprinted by permission of the publisher, the American Educational Research Association.
Assignment 4 ‘Your Leadership Style’ is reprinted with permission from Schermerhorn Jr, J. R., Hunt, J. G. and Osborn, R. N., Managing Organizational Behavior, fourth edition, used by permission of John Wiley & Sons Inc. (1991), p. 484.
Case study 8.1 ‘The Paradox of Pim Fortuyn: A Study in Charismatic Leadership’. I am grateful to my colleague Karen Meudell for providing this case study.
Chapter 10 – Case study 10.2 ‘Royal Mail: Making your life easier by helping you do a better job’. Thanks to Yasmin Ahmed and Royal Mail Group plc.
Chapter 11 – Personal awareness and skills exercise ‘Inference–observation’ exercise is reprinted with permission from Haney, W. V., Communications and Interpersonal Relations: Text and Cases , sixth edition, Irwin, Illinois (1992), p. 213.
Chapter 12 – Personal awareness and skills exercise contributed by Sheila Ritchie of Elm Training and derived from the full 12-factor Motivation to Work Profile . It is reprinted with permission.
Case study 12.1 ‘Not so Much a Motivational Pyramid, More a Slippery Slope’. I am grateful to Linda Fleming for providing this case.
Chapter 13 – The copyright of case study 13.1 ‘Hovertec plc’ rests with my colleague Tom McEwan, and is reprinted with permission.
Chapter 14 – Personal awareness and skills exercise is reprinted with permission from Woodcock, M., 50 Activities for Teambuilding , Gower, Aldershot (1988), with permission from Ashgate Publishing Limited.
Chapter 15 – Assignment 2 is reprinted with permission from the Institute of Chartered Secretaries and Administrators, Management Principles Examination Paper, June 1999.
Case study 15.1 ‘Zeton Ltd’ is reprinted with permission from Administrator, The Institute of Chartered Secretaries and Administrators, April 1996, p. 36. ( Administrator is now published under the title Chartered Secretary.)
Case study 15.2 ‘Direct Telecommunications PLC(DT)’ is reprinted with permission from the Institute of Chartered Secretaries and Administrators, Organisation and the Human Resource Examination Paper, May 2002.
Chapter 16 – Case study 16.1 ‘The City Hospital: Bureaucracy and Empowerment’ is reprinted with permission from the Institute of Chartered Secretaries and Administrators, Organisation and the Human Resource Examination Paper, November 2002.
Case study 16.2 ‘Fabrique Décor’ is reprinted with permission from the Institute of Administrative Management, Advanced Diploma Examination Paper, December 2000.
Chapter 18 – Case study 18.1 ‘The Wide Open Spaces’ from Chilver, J., People, Communication and Organisation, Pergamon Press (1984), pp. 118–19.
Case study 18.2 ‘Managing Supervisors’ is reprinted with permission from the Institute of Chartered Secretaries and Administrators, Management: Principles and Policy Examination Paper, June 1985.
Case study 18.3 ‘The Falcon Car Company’ is reprinted with permission from the Institute of Chartered Secretaries and Administrators, Organisation and the Human Resource Examination Paper, June 2003.
Chapter 19 – Case study 19.1 ‘London Taverns Ltd’ has been prepared jointly with, and from original material supplied by, my colleague Karen Meudell.
Case study 19.2 ‘Accelerating the performance momentum at Sisson Systems’ is reprinted with permission from the Institute of Chartered Secretaries and Administrators, Organisation and the Human Resource Examination Paper, June 1999.
Chapter 20 – Case study 20.1 ‘Wessex Computers’ is reprinted with permission from the Institute of Administrative Management, Certificate in Administrative Management Examination Paper, Summer 1983.
Case study 20.2 ‘Sumprint Ltd’ is reprinted with permission from the Institute of Administrative Management, Case Study Examination Paper, June 2002.
Chapter 21 – ‘The Organisational Politics Questionnaire’ is reprinted with permission from DuBrin, A. J., Human Relations: A Job-Oriented Approach , fifth edition, Prentice Hall/Pearson Education Inc. (1992), pp. 306–7.
Case study 21.2 ‘The Omega organisation’ is reprinted with permission of the Institute of Chartered Secretaries and Administrators, Management: Principles and Policy Examination Paper, June 1987.
Chapter 22 – Assignment ‘Rate Your Readiness to Change’ is reprinted with permission from Stewart, T. A., Fortune, 7 February 1994, pp. 63–4, Time Inc. All rights reserved.
Case study 22.1 ‘The Wakewood organisation’ is reprinted with permission from the Institute of Chartered Secretaries and Administrators, Management: Principles and Policy Examination Paper, December 1986.
Case study 22.2 ‘Gremby County Council’ is reprinted with permission from Bowman, C. and Jarrett, M. G., Management in Practice, third edition, Butterworth-Heinemann (1996), pp. 209–11, with permission from Elsevier Ltd.
Case study 22.3 ‘Managing Knowledge at an NHS Trust’. I am grateful to Rajeev K. Bali and Ashish N. Dwivedi for providing this case.
Chapter 23 – Assignment 2 ‘Assessing your Organisation’ is reprinted with permission from BBC, Building Tomorrow’s Company – Supporting Notes and the Centre for Tomorrow’s Company and William Tate, 1999.
Personal awareness and skills exercise is adapted from material prepared by John Bourn for a UNISON distance learning course and is used with permission of the Education Officer.
Case study 23.1 ‘Eurasia Electronics’ is reprinted with permission from the Institute of Chartered Secretaries and Administrators, Professional Administration Examination Paper, December 1999.
Case study 23.2 ‘Rudmore Press Limited’. This case was prepared jointly with, and from original material provided by, my colleague Karen Meudell.
DOGBERT character drawings copyright © 1991 United Feature Syndicate, Inc.
Please note: we are all influenced by the thoughts and ideas of other people that tend to drift into the subconscious and are not always distinguished clearly from one’s own. I have attempted to give references for sources of work by other writers but apologise to any concerned if acknowledgement has inadvertently not been recorded. Should there by any queries, errors or omissions please contact the publisher.
Chapter openers: provideabrief introductiontokey themesofthe chapter
Learning outcomes: summarisewhat studentswilllearn inthechapter
