Efnisyfirlit

• 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

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