Organizational Behaviour

Name: Organizational Behaviour
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Author: Daniel King; Scott Lawley
ISBN: 9780192645715

Höfundar: Daniel King; Scott Lawley (Útgáfa: 4)

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Hefur þú velt fyrir þér hvað fær sumt fólk til að vinna kauplaust, hvernig vinnan lítur út eftir heimsfaraldurinn eða hvers vegna gildi og menning skipulagsheilda ráða svo miklu um árangur? Höfundarnir leita svara við þessum spurningum og fleirum í þessari metsölubók um hegðun í skipulagsheildum. Bókin fylgir samfelldu raundæmi um Junction Hotel og er hagnýtasta, gagnrýnasta og heildstæðasta kynningin á efninu.

Fjórða útgáfan hefur verið endurskoðuð rækilega og er meira í takt við samtímann en nokkru sinni. Nýr kafli um jafnrétti, fjölbreytileika og inngildingu, ásamt nýju efni um vellíðan á vinnustað, loftslagsvána og siðferði í forystu, endurspeglar hversu mikið þessi mál varða fólk og skipulagsheildir í dag. Í rafbókinni eru viðtöl við tólf sérfræðinga sem útskýra af eigin reynslu hvers vegna forysta, teymisvinna og ábyrgir starfshættir skipta máli á vinnustað.

Í fjórðu útgáfu er dæmum af alþjóðavettvangi fjölgað, meðal annars með nýjum raundæmum frá Brewdog, Muji og COP26 loftslagsráðstefnunni, sem hjálpa þér að tengja kenningar við framkvæmd. Bókinni fylgir námsefni á vef: viðtöl við fagfólk, myndbönd höfunda, sjálfspróf með svörum, leiðbeiningar um námstækni, leidd yfirferð yfir lykilrannsóknir, ítarefni og orðaskrá með spjöldum.

Nánar um bókina

Útgefandi: Oxford University Press Academic UK

ISBN: 9780192645715

Print ISBN: 9780192893475

Format: ePub

Útgáfa: 4

Höfundar: Daniel King; Scott Lawley

Tungumál: English

Útgefið: 2022-08-17

Prent takmörkun á líftíma: 100

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Cover
Title Page
Copyright page
Preface
Acknowledgements
Editorial advisory panel
How to use this book
Running case
Real-life case boxes
Theory in context boxes
Research insight boxes
Stop and think questions
Study and employability skills boxes
Review questions
Connecting case and theory
Further reading
Guide to the online resources
For students
Practitioner videos
Author videos
Study skills guides
Guided readings of key research
Extension material
Self-test multiple-choice questions
Links to additional resources
Flashcard glossaries
For instructors
Organization chart for Junction Hotel Staff
Table of Contents
Chapter 1 Introducing organizational behaviourNew beginnings
1.1 What is organizational behaviour?
1.2 Introducing Junction Hotel
1.3 The structure of this book
Theme 1: The rational organization
Theme 2: The social organization
Theme 3: Managing the individual
Theme 4: Managing the organization
Theme 5: The organization and its environment
Organizational behaviour—an interconnected discipline
1.4 Key underlying disciplines
1.5 Critical thinking and multiple perspectives: why there are no right answers in organizational behaviour
The debate about working from home
The importance of analysis
The need to develop critical thinking
Degree-level analysis
So, how do I develop critical thinking skills?
Critical thinking: mainstream and critical views
The links between study skills and employability skills
Further reading
References
List of Key Terms
Part 1 The rational organization
Chapter 2 Organizational structure, design, and bureaucracyFrom control to flexibility
2.1 Introduction to organizational structure, design, and bureaucracy
Bureaucracy: a rational, ideal type of organization?
2.2 The emergence of large-scale organizations
Henri Fayol: five functions and fourteen principles of management
Charles Clinton Spaulding: The administration of big business
Comparing Fayol’s and Spaulding’s approaches
Managing large-scale organizations: A systematic approach
Bureaucracy: a historical and global perspective
2.3 Bureaucratic structure and hierarchy
Span of control and the development of hierarchy
Adding functions to the hierarchy
Roles, relationships, and the bureaucratic career
2.4 Bureaucratic standardization: rules, policies, and procedures
2.5 Bureaucratic records and paperwork
Information and bureaucratic classification
The informated organization
Digitalization, big data, and algorithmic control
2.6 The power of bureaucracy: large-scale control
Bureaucracies which control entire populations
2.7 Weber’s critique of bureaucracy
Formal and substantive rationality
Disenchantment—the loss of magical elements
The iron cage of rationality
2.8 Dysfunctions of bureaucracy
Red tape
The bureaucratic personality
Bending the rules and exercising discretion
2.9 From bureaucracy to post-bureaucracy
The organization and its environment
Contingency theory
Liquid modernity—living in a VUCA world
Matrix structures
The post-bureaucratic structureless organization
2.10 Bureaucratic control and coordination in digitized organizations
Digitalization—the implosion and explosion of organizations
Organizations as rhizomes
The gig economy, bureaucracy, and technology
Further reading
References
List of Key Terms
Chapter 3 Rational work designWork designed for efficiency, precision, and control
3.1 Introduction
3.2 The capitalist wage–labour relationship: cost and control
The capitalist wage–labour relationship
Tensions in the capitalist wage–labour relationship
3.3 Scientific management: the one best way?
Frederick Taylor’s ‘problems’ of control over labour
Non-standard and unpredictable labour
Craft knowledge and power
Soldiering
Principles of scientific management
Principle 1: Division of labour and scientific design of work
Principle 2: Scientific selection of employees
Principle 3: Workers work, managers manage
Principle 4: Workers and managers cooperate
Control through Taylorism
Resisting Taylorism
The rise of Taylorism
3.4 Time and motion study
Background to the time and motion study
The time and motion study today
Differences between the Gilbreths and Taylor
3.5 The assembly line and workflow
Principles of the assembly line
Fordism and mass production
From the assembly line to workflow
3.6 Critiques of rational work design
Cultural critiques of Ford
Marx’s critique of capitalist production
Marx and alienation
Braverman and deskilling
Conflict in the capitalist wage–labour relationship
Evaluating rational work design
3.7 Post-Fordism and neo-Fordism
Post-Fordism—a return to skill and autonomy
Neo-Fordism—added flexibility
Bringing the Fordisms together
Fordism and Taylorism in contemporary warehouse management
Further reading
References
List of Key Terms
Chapter 4 Developments in rational organizationTowards the Fourth Industrial Revolution
4.1 Introduction
4.2 Rationalization in the Third Industrial Revolution
Ritzer’s McDonaldization of society
Characteristics of McDonaldization
Efficiency
Calculability
Predictability
Control
The ‘McDonaldization’ of society
Examples of McDonaldized organizations
The ‘iron cage’ of McDonaldization
Deskilling and McJobs
4.3 Contemporary models of rationalization
‘No-frills’ rationalization and value engineering
Flat-pack rationalization
Barcode technology and rationalization
Barcodes, information, and tracking
4.4 Panopticism, surveillance, and control
Foucault and the Panopticon
The modern-day Panopticon
Organizational Panopticons
The call centre as an organizational Panopticon
The electronic Panopticon and ‘dataveillance’
4.5 The Fourth Industrial Revolution
4.6 From automation to artificial intelligence
Which jobs are at risk of automation?
4.7 The gig economy
Examples of gig economy work
The gig economy as precarious work
Control and resistance in the gig economy
Further reading
References
List of Key Terms
Part 2 The social organization
Chapter 5 Discovering the social organizationThe Hawthorne studies and the human side of the organization
5.1 Introducing the social side of the organization
5.2 The Hawthorne studies: background and experiments
Background to the Hawthorne studies
The experiments
Experiment 1: testing the link between lighting levels and output—the illumination experiments
Experiment 2: testing the link between fatigue and output—the Relay I assembly test room
Social exchange theory
Experiments 3 and 4: testing the link between pay and output—Relay II and the mica-splitting test room
Experiment 5: interview programme—discovering the importance of a personal life
Experiment 6: bank wiring observation room—the power of the group
The role of the group in restricting output
The importance of group norms
Difficult position of the supervisor
5.3 The implications of the Hawthorne studies
A note on the alternative layout
Assumption 1: discovery of the ‘social person’
Contribution to OB
Assumption 2: management can harness the power of the group
Contribution to OB
Assumption 3: there is harmony of interests between workers and managers
Contribution to OB
Assumption 4: the nature of leadership needs to change
Contribution to OB
Assumption 5: an alternative view of human nature
Contribution to OB
5.4 Critiques of the Hawthorne studies
Claim 1: workers are naturally cooperative and harmonious and form groups spontaneously (testing assumptions 1, 2, and 3)
Critical perspective 1
Claim 2: workers are more motivated by social needs than financial ones (testing assumptions 1 and 2)
Critical perspective 2
Claim 3: the findings of the Hawthorne studies can be replicated in management practice (testing assumption 5)
Critical perspective 3
Claim 4: the research ‘discovered’ the social person (testing assumption 1)
Critical perspective 4
Claim 5: the Hawthorne studies represent a progressive alternative to Taylorism (testing assumption 5)
Critical perspective 5
Summing up
Funding the Hawthorne studies
Further reading
References
List of Key Terms
Chapter 6 Managing groups and teamsFrom managing the individual to managing the collective
6.1 Introduction
6.2 The difference between groups and teams
What is a team?
6.3 Does teamwork increase productivity? The benefits and challenges of teamwork
The benefits of teamwork: more than the sum of its parts
The challenges of teamwork
Why can teamwork be difficult?
6.4 Building an effective team
Creating a high-performance team
6.5 The key components of an effective team
Skills balance
6.6 Team roles
6.7 Personality clashes and team conflicts
6.8 Social identity theory
6.9 Tuckman’s stages of group formation
Tuckman’s five stages
Stage 1: forming
Stage 2: storming
Stage 3: norming
Stage 4: performing
Stage 5: adjourning
The changing role of the team leader
Developments of Tuckman’s model
Group dynamics
Unconscious group dynamics
6.10 Decision-making in groups: opportunities and challenges
6.11 Strong bonds: the dangers of a close team
6.12 Groupthink
6.13 Working across multiple teams
6.14 Does teamwork increase freedom?
6.15 Is teamwork a way of enhancing control?
Further reading
References
List of Key Terms
Chapter 7 Organizational cultureThe hidden side of the organization
7.1 Introduction: learning a new culture—new situation, new rules
What is organizational culture?
Why study organizational culture? The rise of management interest
7.2 Do strong cultures equal strong performance?
From managing machines to managing dreams: a new way to manage organizations
7.3 Ways of understanding organizational culture: typologies of organizational culture
Deal and Kennedy’s typology
Charles Handy’s typology
Quinn and Rohrbaugh’s competing values framework
Cultural typologies assessed
Edgar Schein’s cultural iceberg
7.4 Changing organizational culture
The manager changing culture: the role of founders and organizational leaders
How leaders can change culture
Changing layout, changing cultures
Mission statements
Creating a Safer Culture
7.5 Organizational culture in practice
Rites, rituals, and ceremonies
7.6 The informal and symbolic side of culture
Only joking: the power of stories and jokes
Breaking taboos—the hidden rules of culture
The symbolic side of culture
Subcultures and professional cultures
7.7 Melting the iceberg: culture and the Fourth Industrial Revolution
7.8 Can organizational culture really be managed?
7.9 The dark side of culture
Further reading
References
List of Key Terms
Part 3 Managing the individual
Chapter 8 Personality and individual differencesCan personality be measured?
8.1 Introduction
8.2 Personality in the recruitment and selection process
Personality and recruitment
Personality and selection
The problem of bias in recruitment and selection
8.3 Introverts and extraverts
Extraversion: an advantage in the workplace?
Introverts—the ‘quiet deliverers’?
Are introversion and extraversion mutually exclusive?
8.4 Nomothetic approaches to personality
Theories of personality type
Trait theories of personality
Nomothetic approaches in recruitment and selection
8.5 The Myers–Briggs Type Indicator
Myers–Briggs and the application of Jung
Keirsey’s temperament sorter
8.6 The big five personality factors
Applications of the big five personality scale
8.7 Personality testing assessed
Predictive validity—how accurate are personality tests?
Fairness—do personality tests remove bias?
8.8 The ideographic approach to personality
Sigmund Freud: the personality as dynamic
Problems with the ideographic approach
The ideographic approach and selection
8.9 Contemporary recruitment: further sources of information
Cybervetting—social media as a selection tool
Automation and artificial intelligence: the big data approach
Getting an overall picture: assessment centres and triangulation
8.10 Towards a social–radical approach
Foucault’s critique of categorization
The radical critique of the effects of organization on personality
Further reading
References
List of Key Terms
Chapter 9 Motivation and the meaning of workIs it all about money?
9.1 Introduction
9.2 How do you motivate people? Extrinsic and intrinsic motivation
Extrinsic motivation
Do rewards increase or decrease motivation?
Intrinsic motivation
Extrinsic vs intrinsic motivation
9.3 Behavioural theories and motivation
Pavlov and classical conditioning
Skinner and operant conditioning
Developing positive habits
Behaviourism: advantages and disadvantages
9.4 Content theories of motivation
Maslow’s hierarchy of needs
Introducing Maslow’s ideas
Insights from Maslow—beyond the triangle
The application of Maslow’s ideas to work
Problems with the application of Maslow’s ideas
Analysing the origins of Maslow’s theory
Herzberg: motivators and hygiene factors
Herzberg and job enrichment
9.5 Process theories of motivation
Adams—equity theory
Vroom—expectancy theory
Goal setting theory
Contemporary needs-based theory
9.6 Social approaches to motivation: the meaning of work
Why do we work?
Orientations and meaning at work
Meaningful work
Further reading
References
List of Key Terms
Chapter 10 Knowledge and learningDeveloping the individual, developing the organization
10.1 Introduction
10.2 Individual learning: knowledge, experience, and styles
From lists to patterns
A behaviourist view of learning
Gestalt psychology: knowledge as patterns and connections
10.3 From explicit to tacit knowledge
Experiential learning
Kolb’s learning cycle
10.4 Learning styles and multiple intelligences
Honey and Mumford’s learning styles questionnaire (LSQ)
The VARK model
Learning styles assessed
Multiple intelligences
Emotional intelligence
Learning to learn: from surface to deep learning and beyond
Deep learning and learning to learn in the workplace: reflective practice
10.5 Reflective practice and management knowledge
What is management knowledge?
Management as reflective practice
10.6 Organizational knowledge
From organizational knowledge to knowing in organizations
Situated knowledge: knowledge in action
10.7 Organizational learning
Nonaka—the knowledge-creating company
Julian Orr—Working with Machines
The learning organization
Single- and double-loop learning
Characteristics of a learning organization
Learning organizations assessed
10.8 Open workspaces and ‘collisionable hours’
10.9 Learning beyond the organization
Communities of practice
10.10 Artificial intelligence and its impact on knowledge and learning
The value of human knowledge
Further reading
References
List of Key Terms
Chapter 11 Perception and communicationWhy is communication difficult to perfect?
11.1 Introduction
11.2 Individual perception: making sense of the world
Selective perception
11.3 Perceptual organization and grouping
Gestalt principles of perceptual organization
The figure–ground principle
The proximity principle
The similarity principle
The continuity principle
The closure principle
Mindsets
Stereotypes and unconscious bias
Stereotypes and gender
11.4 Impression management: managing perceptions
Impression management
Personal branding
Dress and impression management
Inequalities in impression management
11.5 Communication in organizations: getting the message through
The communicative constitution of organizations
11.6 Formal and informal communication
Formal communication
Informal communication
Gossip in organizations
Informal communication as generative or serendipitous
11.7 Contexts of communication
Channels of communication
Synchronicity and feedback
Focus of communication
11.8 Communication and miscommunication
Noise and miscommunication
Communication and power
11.9 Technology and communication: the medium is the message
Communication technology: efficiency vs richness
Social presence theory
Media richness theory
Updating media richness theory for today’s communications technologies
The medium is the message
11.10 The Fourth Industrial Revolution: a triumph for lean communication
Further reading
References
List of Key Terms
Part 4 Managing the organization
Chapter 12 Changing the organizationPlanning and emergence
12.1 Introduction
12.2 Change as a contested phenomenon: triggers and resistance
Triggers for change
External triggers for change
Internal triggers for change
Resistance to change
Force-field analysis
12.3 Types of change and the nature of the organization
Types of change
Change and the nature of organization
12.4 The organization as a set of building blocks: a naïve approach to change?
12.5 The organization as an iceberg: the planned approach to change
The planned approach to change
The three-step model of change
Group dynamics and T-groups
Organization development
12.6 The organization as a river: the emergent approach to change
The emergent approach to change
The processual approach to change—political consequences
The systemic approach to change—knock-on effects
Changing a system
The watchmaker and the surgeon
Open and closed systems
Chaos and complexity theory—the butterfly effect
Managing with emergence
Agile management
12.7 The three approaches considered together
Further reading
References
List of Key Terms
Chapter 13 Equality, diversity, and inclusionExploring identities, diversity, and difference
13.1 Introduction
13.2 The equalities approach: identity categories and legal compliance
Introduction to the equalities approach
Background to the equalities approach
Evidence of inequality: pay gaps and glass ceilings
Identity categories and legal protection
Types of legal protection
Equal opportunities monitoring
The purpose of equal opportunities monitoring
Policy approaches to equality
Liberal policy approaches
Radical policy approaches
Positive action—a middle-way approach
The equalities approach assessed
13.3 The diversity approach
From equality to diversity
Diverse identities
The four layers of diversity
The business case for diversity
Diversity policy, training, and initiatives
Assessing the diversity approach
13.4 Critical approaches to diversity
Critical approaches to identity
Intersectionality
Identity as fluid
Normativity and hegemony
Criticisms of the diversity approach
Diversity ignores wider structures of power
Diversity lacks depth and context
Diversity is performative
13.5 Inequality regimes: cultural, institutional, and structural levels of discrimination
Institutional discrimination and the role of culture
Structural discrimination
13.6 From equality and diversity to inclusion
Being included in organizations
Identity management
The spatial nature of inclusion
A framework for inclusion
Implications of the inclusion perspective
Further reading
References
List of Key Terms
Chapter 14 Leadership and managementLeading and managing throughout organizations
14.1 Introduction
Leaders as heroes and villains
14.2 Theories and definitions of leadership
Theories of leadership
Definitions of leadership
Differences between leadership and management
14.3 The individualistic leader: great man theory and trait theory
The individualistic (heroic) leader assessed
14.4 Behavioural theory
Autocratic, democratic, and laissez-faire leadership styles
Behavioural approaches assessed
14.5 Situation and contingency leadership theories
The Least Preferred Co-worker scale
Situational leadership
How it works
Path–goal and congruence model
Situational and contingency leadership theories assessed
14.6 Transformational leadership
Transformative theory assessed
14.7 Critiques and alternatives to a focus on leadership
Leadership scandals and responses to them
Authentic leadership
Servant leadership and environmental leadership
Recent leadership theories assessed
14.8 Challenging the leader-centric view
The post-heroic perspective and the importance of followers
The missing followers
Leadership-as-practice
Distributive leadership
Leadership as muddling through
Post-heroic leadership theory assessed
14.9 Breaking the glass ceiling
14.10 Alternatives to hierarchical leadership
Further reading
References
List of Key Terms
Chapter 15 Power and politicsThe murky world of organizational life
15.1 Introduction: politics at work
15.2 What is power?
Definitions of power
15.3 Office politics—political skills
Niccolò Machiavelli’s The Prince
Implications of office politics at work
15.4 Levels of power in organizations
15.5 Theoretical interpretations of power
Power as a possession
French and Raven: bases of power
Weber’s three ideal types of authority
‘Power as a possession’ assessed
Power through structure: Steven Lukes’s three dimensions of power
Dimension 1—observable conflict
Dimension 2—behind-the-scenes agenda setting
Dimension 3—social structure
Power as structure assessed
Power as productive: Michel Foucault
The ‘power as productive’ view assessed
15.6 Obedience to authority
15.7 Empowering or emancipating workers
Empowerment
Critique of empowerment
Emancipation
Further reading
References
List of Key Terms
Part 5 The organization and its environment
Chapter 16 Work, emotion, and aestheticsOrganizations as an experience, work as a performance
16.1 Introduction
16.2 The organization as an experience
16.3 The Disneyization of society
Controlling organizational realities
16.4 Work as a performance: emotional and aesthetic labour
Performative labour
The presentation of the self
Performance and the wage–labour relationship: from the iron cage to the glass cage
16.5 Emotional labour
Deep and surface acting
Stress, coping, and emotional labour
Emotional labour and emotion management
16.6 Aesthetic labour
Workplace dress codes
Aesthetic skills and embodiment
16.7 Performative labour and gender
Gender and sexual commodification
16.8 The reputation economy: performative labour in the Fourth Industrial Revolution
Further reading
References
List of Key Terms
Chapter 17 GlobalizationManaging between the global and the local
17.1 Introduction
17.2 Globalization: a global village?
17.3 Aspects of globalization
The global economy
Global politics
Global technology
Globalization of the natural environment
Physical and intangible spaces of globalization
17.4 Global organizations
The structure and spread of global organizations
Exporting
Overseas investment and expansion
Mergers, acquisitions, and joint ventures
Franchising and licensing
Subcontracting
Global industries and labour markets
Technology and the potential for globalization
17.5 Organizations and global culture
Global English
Global brands
17.6 Colonialism and postcolonialism
Colonialism and the history of globalization
Inequalities of the global economy
Inequalities of global politics
Inequalities and global technology
Postcolonialism and global culture
Inequalities in global culture
Postcolonialism and business education
17.7 Globalization and national differences
From linguistic to cultural differences
Can national cultures be measured?
17.8 Managing across the global and the local
Managing people and cultures
Managing structure and strategies
Deglobalization
Further reading
References
List of Key Terms
Chapter 18 Corporate social responsibility, sustainability, and business ethicsCan businesses act sustainably, ethically, and responsibly?
18.1 Introduction: scandals and corruption
A word on definitions and terms
18.2 The need for business ethics
Ethical decision-making
18.3 Business ethics frameworks
Teleological ethics
Deontological ethics
Virtue ethics
Individual growth and organizational learning
The economic framework for ethical action
18.4 Shareholder capitalism
Milton Friedman: the social responsibility of business is to increase its profits
Adam Smith: the invisible hand
Economic growth is good for all
Philanthropy: giving something back to society
Problems with the shareholder capitalism model
Assumption 1: self-interest is good for all
Assumption 2: individuals should be free to pursue their own interests
Assumption 3: economic growth is good for all
Assumption 4: shareholders’ interests are the only important ones
18.5 Stakeholder capitalism
18.6 Corporate social responsibility (CSR)
Does being ethical reduce profits?
Should organizational leaders be ethical?
18.7 Sustainability
Triple bottom line
18.8 Ethical capitalism
18.9 ‘Ethical within capitalism’
‘Ethical within capitalism’ assessed
18.10 ‘Ethical against capitalism’
Further reading
References
List of Key Terms
Chapter 19 Bringing it all togetherFond farewells
19.1 Bringing everything together
Connecting things together: a worked example
19.2 Recurring themes
Rational or social perspective
Formal or informal
Freedom or control
Harmony or conflict
Workers’ or managers’ perspective: whose side are you on?
19.3 Endings
References
Glossary
Index
List of Figures
List of Tables