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Essentials of Organisational Behaviour 3rd Edition by Laurie Mullins ISBN 1292063331 9781292063331

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ISBN 10: 1292063331
ISBN 13: 9781292063331
Author: Laurie Mullins 

This concise introduction to Organisational Behaviour has been developed specifically for short courses and/or non-specialist business students. It focuses on the core topics of the discipline in a detailed and engaging way, providing a readable introduction to the key theory and offering real-life examples to show its application in practice.

Written for students on undergraduate and postgraduate degree programmes, this text is particularly suitable for students of non-business disciplines (e.g. engineering, IT, social sciences and others) who are taking an introductory module in business.

Essentials of Organisational Behaviour 3rd Table of contents:

Part 1: The Organisational Setting

Chapter 1: The Nature of Organisational Behaviour

  • Meaning and Study of Organisational Behaviour

  • Relevance of Theory and Organisational Realities

  • A Framework for Study

  • Key Influences on Behaviour

  • Approaches to Organisational Behaviour

    • Contrasting and Multidisciplinary Approaches

    • Organisational Metaphors

  • Work Orientations and Ethics

  • International and Cultural Influences

    • Culture and Management

    • Hofstede’s Five Dimensions

    • Trompenaars and Other Frameworks

  • Globalisation and its Impacts

    • The EU and Boundaryless Organisations

  • People–Organisation Relationship

    • The Psychological Contract

    • Balancing Processes and Changing Contracts

  • Organisational Practices and Theories

    • Peter Principle, Parkinson’s Law, and Work Creation

  • New Directions in Organisational Behaviour

  • Synopsis

  • Review and Discussion Questions

  • Management in the News: A Melting Pot for Forging Success

  • Assignments 1 and 2

  • Case Study: Virgin Atlantic and Ryanair

  • Notes and References

  • Integrative Case Study (Part 1): The Sunday Times 100 (Section 1)

Chapter 2: Approaches to Organisation and Management

  • Management Theories and Historical Developments

  • Frameworks of Analysis

  • Classical Approach

    • Principles, Scientific Management, Bureaucracy

  • Human Relations and Neo-Human Relations Approaches

  • Systems and Socio-Technical Approaches

  • Contingency and Alternative Approaches

    • Decision-Making, Action Theory, Postmodernism

  • Cultural Contexts and Scientific Value Approaches

  • Implications for Managers

  • Synopsis

  • Review and Discussion Questions

  • Management in the News: The Story of the Middleman

  • Assignment

  • Case Study: Dell Computers

  • Notes and References

  • Integrative Case Study (Part 1): The Sunday Times 100 (Section 2)

Part 2: The Individual

Chapter 3: Individual Differences and Diversity

  • Individuality and Personality

  • Theories of Personality: Nomothetic and Idiographic

  • Emotions and Stress at Work

  • Ability and Intelligence

  • Emotional Intelligence (EI)

  • Attitudes and Behaviour Prediction

  • Psychometric Testing and Assessment

  • Diversity Management

    • Equal Opportunities, Training, and Organisational Practices

    • Gender, Emotions, and Politics

  • Synopsis

  • Review and Discussion Questions

  • Management in the News: The Apprentice, Week Nine

  • Assignment

  • Case Study: B&Q and Diversity

  • Notes and References

  • Integrative Case Study (Part 2): The Wardrobe Surgery (Section 1)

Chapter 4: Perception and Communication

  • The Perceptual Process

  • Internal and External Factors in Perception

  • Cultural and Social Influences

  • Perceiving Others and Communication

    • Body Language and Non-Verbal Cues

    • Transactional Analysis (TA) and NLP

  • Attribution Theory and Errors in Perception

  • Organisational Process and Culture

  • Synopsis

  • Review and Discussion Questions

  • Management in the News: Let Out Your Anger

  • Assignments 1 and 2

  • Case Study: Behavioural Economics

  • Notes and References

  • Integrative Case Study (Part 2): The Wardrobe Surgery (Section 2)

Chapter 5: Work Motivation and Job Satisfaction

  • Theories and Concepts of Motivation

    • Content and Process Theories

    • Maslow, Herzberg, McClelland

    • Vroom, Equity Theory, Goal Theory

  • Frustration, Intrinsic Motivation, OB Mod

  • Motivation of Knowledge Workers

  • Cross-Cultural Motivation

  • Job Satisfaction and Job Enrichment

  • Synopsis

  • Review and Discussion Questions

  • Management in the News: Best Employee Awards

  • Assignments 1 and 2

  • Case Study: Don’t Get Mad, Get On-Line!

  • Notes and References

  • Integrative Case Study (Part 2): The Wardrobe Surgery (Section 3)

Part 3: Groups, Teams and Leadership

Chapter 6: Work Groups and Teams

  • Group vs Team Dynamics

  • Formal and Informal Group Functions

  • Cohesiveness and Social Identity Theory

  • Role Theory and Role Conflict

  • Belbin’s Team Roles and Communication Patterns

  • Virtual Teams and Diversity

  • Brainstorming, Groupthink, Johari Window

  • Building Successful Teams and Emotional Intelligence

  • Synopsis

  • Review and Discussion Questions

  • Management in the News: Dragon Boat Racing

  • Assignments 1 and 2

  • Case Study: Top Gear

  • Notes and References

  • Integrative Case Study (Part 3): The Red Arrows (Section 1)

Chapter 7: The Nature of Leadership

  • Leadership vs Management

  • Leadership Approaches

    • Trait, Functional, Behavioural, Styles

  • Contingency Theories

    • Fiedler, Vroom-Yetton, Path–Goal

  • Transformational and Visionary Leadership

  • Leadership, Power, and Influence

  • Developing Future Leaders

  • Synopsis

  • Review and Discussion Questions

  • Management in the News: Managing the Mood

  • Assignments 1 and 2

  • Case Study: Steve Jobs

  • Notes and References

  • Integrative Case Study (Part 3): The Red Arrows (Section 2)

Chapter 8: The Nature of Management

  • The Process and Tasks of Management

  • Managerial Roles and Work Patterns

  • Styles and Theories of Management

    • Theory X/Y, Leadership Grid, MBO

  • Human Capital and People Management

  • Managerial Effectiveness and MSC Standards

  • Synopsis

  • Review and Discussion Questions

  • Management in the News: Science of Managing Monkeys

  • Assignments 1 and 2

  • Case Study: Stuck in the Middle?

  • Notes and References

  • Integrative Case Study (Part 3): The Red Arrows (Section 3)

Part 4: The Organisation

Chapter 9: Strategy and Structure

  • Strategic Importance and E-Business

  • Organisation Goals and Structures

  • Structural Dimensions: Levels, Centralisation

  • Project and Matrix Structures

  • Organisation Charts and Contingency Factors

  • Workplace Changes and Flexibility

  • Synopsis

  • Review and Discussion Questions

  • Management in the News: A Taxing Merger

  • Assignments 1 and 2

  • Case Study: John Lewis

  • Notes and References

  • Integrative Case Study (Part 4): BP (Section 1)

Chapter 10: Control and Power

  • Organisational Control Systems

  • Forms and Strategies of Control

  • Organisational Power and Empowerment

  • Manager–Subordinate Relationships

  • Delegation and Trust

  • Systematic Empowerment

  • Synopsis

  • Review and Discussion Questions

  • Management in the News: The Undercover Boss

  • Assignment

  • Case Study: What You Say is What You Get?

  • Notes and References

  • Integrative Case Study (Part 4): BP (Section 2)

Chapter 11: Corporate Responsibility and Ethics

  • Corporate Values, Mission, and Profit

  • Corporate Social Responsibility (CSR)

  • Stakeholders and Global Compacts

  • Ethical Decision-Making and Conduct Codes

  • Legislation and Integrated Ethics

  • Synopsis

  • Review and Discussion Questions

  • Management in the News: Trade-offs in the Moral Maze

  • Assignments 1 and 2

  • Case Study: The Fairtrade Foundation

  • Notes and References

  • Integrative Case Study (Part 4): BP (Section 3)

Chapter 12: Culture and Change

  • Organisational Culture and Change

  • Types and Levels of Culture

  • The Cultural Web and Climate

  • Employee Commitment

  • Nature and Resistance to Change

    • Neuroscience of Resistance

  • Managing and Leading Organisational Change

  • Synopsis

  • Review and Discussion Questions

  • Management in the News: Time for Fresh Ideas

  • Assignment

  • Case Study: Moving with the Times

  • Notes and References

  • Integrative Case Study (Part 4): BP (Section 4)

Glossary

Index

Back Cover

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Tags: Laurie Mullins, Organisational Behaviour, Essentials