Management and Organisational Behaviour PDF
Preview Management and Organisational Behaviour
MANAGEMENT AND ORGANISATIONAL BEHAVIOUR Visitthe Managementand Organisational Behaviour, Seventh EditionCompanion Website at www.booksites.net/mullinsto find valuable studentlearning materialincluding: ■ Multiple choice and shortanswer questionsto help testyour learning ■ TechnologySolutions– shortweb articleswhich explore further the managerialimplicationsoftechnology ■ Weblinksto relevantsiteson the web ■ An online glossaryto explain keyterms Aboutthe author Laurie J. Mullinswasformerlyprincipallecturer atThe BusinessSchool, University ofPortsmouth. Before taking earlyretirement, Laurie specialised in managerial and organisationalbehaviour, and managing people atwork, and wassubject leader for the behaviouraland human resource managementgroup. Laurie had previousexperience ofbusiness, localgovernmentand university administration and human resource management.For a numbr ofyearshe was also a member of, and an instructor in, the TerritorialArmy. He hasundertaken a range ofconsultancywork; served asa visiting selector for UNAISand VSO; acted asadvisor and tutor for a number ofprofessionaland educationalbodiesincluding UNISON Education; and served asan external examiner for universitydegree and postgraduate courses, and for professional organisations. Laurie hasundertaken a year’sacademicexchange in the Management Department, UniversityofWisconsin, USA, and a visiting fellowship atthe School ofManagement, RoyalMelbourne Institute ofTechnology(RMIT) University, Australia, and given invited lecturesin The Netherlandsand South Africa. Laurie isalso author ofHospitalityMangementand Organisational Behaviour. Aboutthe contributors Linda Hicksisa Chartered OccupationalPsychologistwho specialisesin managementdevelopmentand coaching within her consultancy‘Zestfor Change’. David PreeceisProfessor ofTechnologyManagementand Organisation Studiesin The BusinessSchool, UniversityofTeesside. Seventh Edition MANAGEMENT AND ORGANISATIONAL BEHAVIOUR Laurie J. Mullins Formerly, PrincipalLecturer The BusinessSchool UniversityofPortsmouth To Pamela And for Kerrie and Tracey, and Paul PPeeaarrssoonn EEdduuccaattiioonn LLiimmiitteedd Edinburgh Gate Harlow EssexCM20 2JE England and Associated Companiesthroughoutthe world Visit us on the World Wide Web at: www.pearsoned.co.uk Firstpublished in 1985 in GreatBritain under the Pitman imprint Fifth edition published in 1999 byFinancialTimesPitman Publishing imprint Sixth edition 2002 Seventh edition 2005 © Laurie J Mullins1985, 1989, 1993, 1996, 1999, 2002, 2005 © Chapter 9 Linda Hicks1993, 1996, 1999, 2002, 2005 © Chapter 10 Linda Hicks1999, 2002, 2005 © Chapter 17 David Preece 1999, 2002, 2005 The rightofLaurie J Mullinsto be identified asauthor ofthisworkhasbeen asserted byhim in accordance with the Copyright, Designsand PatentsAct1988. Allrightsreserved. No partofthispublication maybe reproduced, stored in a retrieval system, or transmitted in anyform or byanymeans, electronic, mechanical, photocopying, recording, or otherwise, withouteither the prior written permission ofthe publisher, or a licence permitting restricted copying in the United Kingdom issued bythe CopyrightLicensing AgencyLtd, 90 Tottenham CourtRoad, London W1T 4LP. Alltrademarksused herein are the propertyoftheir respective owners. The use ofany trademarkin thistextdoesnotvestin the author or publisher anytrademarkownership rightsin such trademarks, nor doesthe use ofsuch trademarksimplyanyaffiliation with or endorsementofthisbookbysuch owners. ISBN 0 273 68876 6 British Library Cataloguing-in-Publication Data A catalogue record for thisbookisavailable from the British Library. Library of Congress Cataloging-in-Publication D ata Mullins, Laurie J. Managementand organisationalbehaviour / Laurie J. Mullins.--7th ed. p. cm Includesbibliographicalreferencesand index. ISBN 0–273–68876-6 (pbk.) 1. Organizationalbehavior. I. Title HD58.7.M85 2004 658--dc22 2004046919 10 9 8 7 6 5 4 3 2 09 08 07 06 05 Typesetby30 in Stone Serif Printed and bound byMateu-Cromo, ArtesGraficas, Spain The publisher’s policy is to use paper manufactured from sustainable forests. CONTENTS IN BRIEF Part1 MANAGEMENT AND ORGANISATIONAL BEHAVIOUR 1 1 Introduction 3 2 The Nature ofOrganisationalBehaviour 25 3 Approachesto Organisation and Management 65 Part2 THE ORGANISATIONALSETTING 111 4 The Nature ofOrganisations 113 5 OrganisationalGoals, Strategyand Responsibilities 144 Part3 THE ROLE OF THE MANAGER 187 6 The Nature ofManagement 189 7 ManagerialBehaviour and Effectiveness 236 8 The Nature ofLeadership 280 Part4 THE INDIVIDUAL 333 9 IndividualDifferences 335 10 The Nature ofLearning 389 11 The ProcessofPerception 434 12 WorkMotivation and Rewards 470 Part5 GROUPS AND TEAMWORK 515 13 The Nature ofWorkGroupsand Teams 517 14 Working in Groupsand Teams 554 Part6 ORGANISATIONALSTRUCTURES 593 15 Organisation Structure and Design 595 16 PatternsofStructure and WorkOrganisation 633 17 Technologyand Organisations 662 Part7 MANAGEMENT OF HUMAN RESOURCES 697 18 Job Satisfaction and WorkPerformance 699 19 Human Resource Management 746 20 Resourcing the Organisation 795 Part8 IMPROVING ORGANISATIONAL PERFORMANCE 829 21 OrganisationalControland Power 831 22 Organisation Development(Culture, Conflictand Change) 887 23 ManagementDevelopmentand OrganisationalEffectiveness 941 ‘OH, GREAT SPIRIT, GRANT THAT I MAY NOT CRITICISE MY NEIGHBOURS UNTIL I HAVE WALKED A MILE IN THEIR MOCCASINS.’ TraditionalNative-American saying CONTENTS IN DETAIL Exhibits, Managementin Action, Case Studiesand 3 Approachesto Organisation and BusinessPress xiv Management 65 In acknowledgementand appreciation xvii Managementtheory 66 Publisher’sacknowledgements xviii Developmentsin managementand organisational Guided tour ofthe book xx behaviour 66 Guided tour ofthe Companion Website xxii The classicalapproach 67 Scientificmanagement 69 Relevance ofscientificmanagement 71 Part1 Bureaucracy 74 MANAGEMENT AND ORGANISATIONAL Criticismsofbureaucracy 75 BEHAVIOUR Evaluation ofbureaucracy 76 Structuralism 78 1 Introduction 3 The human relationsapproach 78 Evaluation ofthe human relationsapproach 80 Aboutthisbook 4 Neo-human relations 81 The aimsofthisbook 4 The systemsapproach 82 The seventh edition 6 The contingencyapproach 84 Your studyofthe book 16 Other approachesto the studyoforganisations 84 The changing nature ofworkorganisation 17 The studyofmanagementand organisational The decision-making approach 85 behaviour 19 Socialaction 85 The use ofcase studies 20 A number ofdifferentapproaches 87 Postmodernism 87 2 The Nature ofOrganisational Relevance to managementand organisational behaviour 89 Behaviour 25 Japanese management 90 The meaning oforganisationalbehaviour 26 Towardsa scientificvalue approach? 91 Influenceson behaviour in organisations 27 Benefitsto the manager 93 Behaviouralscience – a multidisciplinaryapproach 29 Managementin Action 3.1: Japanese management 95 The importance ofpeople and organisational Case study3.1: Helgaton Ltd:organisationaltheory behaviour 30 in practice 102 Organisationalmetaphors 32 Orientationsto workand the workethic 33 Managementasan integrating activity 34 The psychologicalcontract 37 Part2 Changing nature ofthe psycholog icalcontract 39 THE ORGANISATIONALSETTING Organisationalpractices 40 The Peter Principle 40 Parkinson’sLaw 41 4 The Nature ofOrganisations 113 The need for a cross-culturalapproach 42 The contextofthe organisation 114 Isorganisationalbehaviour culture-bound? 43 The formalorganisation 115 Modelsfor understanding the impactofculture 44 Five dimensionsofculture: the contribution of Basiccomponentsofan organisation 117 Hofstede 47 Private and publicsector organisations 118 Culturaldiversity: the contribution ofTrompenaars 49 Production and service organisations 120 Summary: convergence or culture-specific Typesofauthorityand organisations 121 organisationalbehaviour 51 The classification oforganisations 122 Case study2.1: Ericand Kipsy: complexitiesof Prime beneficiaryofthe organisation 122 managementand organisationalbehaviour 56 Primaryactivityofthe organisation 123 viii CONTENTSIN DETAIL The organisation asan open system 124 Principlesofmanagement 197 Interactionswith the environment 126 Managementasa socialprocess 199 The comparative studyoforganisations 127 The tasksand contribution ofa manager 199 Organisationalsub-systems 128 Essentialnature ofmanagerialwork 200 The analysisofworkorganisations 129 The effortsofother people 202 Contingencymodelsoforganisation 131 Managementin service industries 203 The influence oftechnology 132 Managementin private enterprise and public Information technology 133 sector organisations 203 Managing technicalchange 134 The workofa manager 206 The informalorganisation 134 Managerialroles 207 The organisation ofthe future 137 Behaviour pattern ofgeneralmanagers 209 Organisationalgoals 137 Determining whatrealmanagersdo 210 Patternsofmanagerialworkand behaviour 210 5 OrganisationalGoals, Strategyand The attributesand qualitiesofa manager 211 Managersofthe future? 214 Responsibilities 144 Managementin Action 6.1: The rolesofthe The nature oforganisationalgoals 145 manager and the IndividualManagementModel 217 The functionsofgoals 146 Case study6.1: Whatismanagement? Defining Integration ofgoals 147 the manager’srole 227 Classification oforganisationalgoals 148 Alteration ofgoals 149 7 ManagerialBehaviour and Organisationalideologiesand principles 150 Effectiveness 236 Mission statements 151 Managerialstyle and behaviour 237 Objectivesand policy 152 Managers’ attitude towardspeople 238 The profitobjective 154 Japanese ‘TheoryZ’ environment 240 Fallacyofthe single objective 155 The Managerial/Leadership Grid® 241 The need for strategy 157 Frameworkfor patternsofbehaviour 243 The conceptofsynergy 158 Managementsystems 245 SWOT analysis 159 System 4 management 246 The managementofopportunitiesand risks 160 ManagementbyObjectives(MBO) 249 Socialresponsibilitiesoforganisations 161 Evaluation ofMBO 250 Codesofconduct 162 Managing people 251 Organisationalstakeholders 163 Basicmanagerialphilosophies 252 Valuesand ethics 166 Choice ofmanagerialstyle 256 Corporate socialresponsibility 167 Managerialeffectiveness 259 Businessethics 168 Measuresofeffectiveness 261 Related legislation 170 3-D modelofmanagerialbehaviour 261 An integrated approach 171 Generalcriteria ofmanagerialeffectiveness 264 Managementin Action 5.1: IBM Code ofConduct 177 The managementoftime 265 Case study5.1:Mergersand acquisitions: the Case example:Chemicalcompany 274 consequencesofexpansion atSqu are Dealplc 182 Case study7.1:Bringing managementto book: Case study5.2:Welcome to the party: home selling how to manage a library 275 with Top-to-Toe 183 Case study7.2:Assafe ashouses: branch managementin a building society 276 Part3 8 The Nature ofLeadership 280 THE ROLE OF THE MANAGER The meaning ofleadership 281 The importance ofleadership 282 Leadership and management 283 6 The Nature ofManagement 189 Approachesto leadership 285 The meaning ofmanagement 190 The qualitiesor traitsapproach 287 Managementand administration 194 The functional(or group) approach 287 The processofmanagement 195 Leadership asa behaviouralcategory 289 CONTENTSIN DETAIL ix Stylesofleadership 291 Career development 372 Continuum ofleadership behaviour 292 Leadership, managementand women 376 The situationalapproach 294 Positive approaches 378 Contingencytheoriesofleadership 295 Fiedler’scontingencymodel 295 10 The Nature ofLearning 389 Vroom and Yetton contingencymodel 297 ByLinda Hicks The Vroom and Jago revised decision model 298 The meaning and nature oflearning 390 Path–goaltheory 299 Organisationsand the managementoflearning 394 Readinessofthe followersor group 300 Knowledge management 395 Transformationalleadership 301 The learning organisation 399 Inspirationalleadership 304 How do people learn? 402 Power and leadership influence 306 Behaviourism 403 The leadership relationship 307 The outcomesoflearning 405 No one bestform ofleadership 309 Operantconditioning 405 Nationalculturaldimensionsofleadership 310 Sociallearning 408 Effectivenessofleadership styles 312 Limitationsofthe behaviouristschool 408 Variablesaffecting leadership effectiveness 313 Cognitive theories 409 Leadership development 314 Learning styles 413 Leadersofthe future 315 Complexmodelsoflearning 414 Managementin Action 8.1: Autoglass: Leadership Creativity 415 successfactors 317 Facilitating learning 417 Managementin Action 8.2: IBM Leadership Learning theoryapplied to studyskills 420 DevelopmentCentre (LDC) 318 Applicationsoflearning theoryto organisations 420 Case study8.1: The paradoxofPim Fortuyn: a study Case study10.1: Springboard to success: staff in charismaticleadership 327 developmentin practice 425 Case study10.2: Willthe mailgetthrough: managing change atthe RoyalMail 427 PART 4 11 The ProcessofPerception 434 THE INDIVIDUAL ByLaurie Mullinsand Linda Hicks The perceptualprocess 435 Selectivityin attention and perception 435 9 IndividualDifferences 335 Meaning to the individual 437 ByLinda Hicks Internalfactors 437 The changing nature and scope ofmanaging Externalfactors 440 individualsatwork 336 Organisation and arrangementofstimuli 441 Personality 339 Perceptualillusions 442 Nomotheticand idiographicapproaches 342 Perceiving other people 445 Theoreticalapproaches: nomothetic 343 Transactionalanalysis 448 Theoreticalapproaches: idiographic 346 Selection and attention 450 Other theoreticalapproaches 347 Organisation and judgement 452 Cognitive theory: Kelly’spersonalconstructtheory 350 The importance ofbodylanguage 453 Applicationswithin the workorganisation 352 Attribution theory 455 Stressand the individual 354 Perceptualdistortionsand errors 456 Ability 355 Stereotyping 457 Testing 360 The halo effect 458 Attitudes 362 Perceptualdefence 459 Gender and organisations 366 Projection 459 Understanding women’sposition and status 368 Illustrative example: perception ofwomen 459 Economictheories 369 Psychologicalsexdifferences 369 12 WorkMotivation and Rewards 470 The socialisation process 370 The meaning ofmotivation 471 Orientationsand motivationstowardswork 370 Needsand expectationsatwork 472 Working practices 371 Motivation and organisationalperformance 474 x CONTENTSIN DETAIL Frustration-induced behaviour 475 14 Working in Groupsand Teams 554 Moneyasa motivator 477 Interactionsamong members 555 Theoriesofmotivation 478 Belbin’steam-roles 556 Contenttheoriesofmotivation 480 Patternsofcommunication 559 Maslow’shierarchyofneedstheory 478 Analysisofindividualbehaviour 562 Alderfer’smodified need hierarchymodel 484 Sociometry 562 Herzberg’stwo-factor theory 485 Interaction analysis 563 McClelland’sachievementmotivation theory 487 Frameworksofbehaviouralanalysis 565 Processtheoriesofmotivation 489 An essentialfeature ofworkorganisations 566 Vroom’sexpectancytheory 490 Individualcompared with group or team performance569 The Porter and Lawler expectancymodel 492 The risky-shiftphenomenon 569 Lawler’srevised expectancymodel 494 ‘Groupthink’ 570 Implicationsfor managersofexpectancytheories 495 Equitytheoryofmotivation 496 Brainstorming 570 Goaltheory 498 Group dynamics 573 Attribution theory 499 T-groups 574 Relevance oftheoriesofmotivation 499 Effective teamworking 575 Cross-culturaldimensionsofmotivation 500 Managementin Action 14.1: Profiling ofmanagersfor The motivation ofknowledge workers 500 leadership developmentin a cross-section ofSouth Managementin Action 12.1: Developing reward African organisations 579 strategiesto motivate and compensate Managementin Action 14.2: Barrierscome down knowledge workers 504 to build up team spirit 585 Case study12.1: Staffmotivation:notso much a motivationalpyramid, more a slipperyslope 510 PART 6 PART 5 ORGANISATIONALSTRUCTURES GROUPS AND TEAMWORK 15 Organisation Structure and Design 595 13 The Nature ofWorkGroups The meaning and nature oforganisation structure 596 and Teams 517 The importance ofgood structure 597 The meaning and importance ofgroupsand teams 518 Levelsoforganisation 598 The difference between groupsand teams 518 The importance ofthe hierarchy 600 Group valuesand norms 520 The design oforganisation structure 601 The importance ofteamwork 521 Clarification ofobjectives 603 Formaland informalgroups 525 Taskand elementfunctions 604 Reasonsfor formation ofgroupsor teams 527 The division ofwork 605 Group cohesivenessand performance 528 Centralisation and decentralisation 608 Membership 529 Principlesoforganisation 609 Workenvironment 530 Span ofcontrol 610 Organisationalfactors 531 The chain ofcommand 611 Group developmentand maturity 531 ‘Flatter’ organisation structures 612 Potentialdisadvantagesofstrong, cohesive groups 532 Formalorganisationalrelationships 613 Characteristicsofan effective workgroup 533 Line and stafforganisation 615 The effectsoftechnologyon workgroups 534 The inverted organisation 617 Role relationships 536 Projectteamsand matrixorganisation 617 Role conflict 538 Effectsofa deficientorganisation structure 619 Role stress 540 Managementin Action 13.1: Teamworkin a small Organisation charts 621 company 543 Structure and organisationalbehaviour 622 Managementin Action 13.2: Remote control– a Case study15.1: A smallcog in a big wheel: case study 545 companyrestructuring atZeton 629 Case study13.1: Floating on air: the importance Case study15.2: Loud and clear: leadership in ofteamworkatHovertec 550 telecommunications 630
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