Organizational Behaviour and Management 3e

John Martin, University of Hull
ISBN-13: 9781861529480
ISBN: 1861529481

[Purchase this ebook]

This comprehensive and accessible introduction to organizational behaviour balances sociological and psychological perspectives to provide the perfect core text for students at undergraduate and MBA level. John Martin successfully blends together theory, practical application and critical reflection and encourages students to develop practical and theoretical understanding. Written in a clear and engaging way the text includes learning objectives, discussion and research questions, 'management in action' panels, 'stop and consider' boxes and excellent chapter summaries. An accompanying website includes extensive resources for both you and your students.

Chapter Abstracts

• Ch. 1 Organizational behaviour today  [Purchase this echapter]
  Chapter One covers the distinction between research in the natural and in the social sciences; the particular difficulties involved in studying and developing theories in the area of management; the essence of the relationship between organizations, managers and employees and how the concept 'organization' incorporates many different forms the study of organizational behaviour can contribute to an understanding of management
• Ch. 2 Management and organizations / evolution and academic perspectives  [Purchase this echapter]
  Chapter Two covers how there is no one perspective or model of organization, management or employee that totally explains these concepts, the significance of a historical perspective in developing an appreciation of modern organizations and management; the significance of the scientific and administrative management approaches to managing an organization; the relative contribution towards an understanding of management from each of the different perspectives described in this chapter and that management theory is continually changing in the light of new research
• Ch. 3 Perception and attitude formation  [Purchase this echapter]
  Chapter Three covers the processes of perception and attitude formation; the links between perception, attitude formation and impression managemen; why employee perceptions and attitudes are difficult for managers to influence; the issues surrounding organizational attempts to shape the perceptions and attitudes of employees and the significance of person perception in the behaviour of managers and employees
• Ch. 4 Personality and individual difference  [Purchase this echapter]
  Chapter Four covers the concept of individual difference; the major theoretical approaches to the study of personality; the strengths and weaknesses of each of the major theories of personality; the basic process involved in the development of psychometric tests and the significance of individual difference as a basis for taking decisions relating topeople within organizations
• Ch. 5 Learning within organizations  [Purchase this echapter]
  Chapter Five covers the major theoretical approaches to learning, the concept of a learning organization, the links between learning and the control of people within organizations, the relevance of knowledge management for an organization and the styles of learning are relevant to understanding how people learn
• Ch. 6 Groups and teams: formation and structure  [Purchase this echapter]
  Chapter Six covers the concept of a group as distinct from a team or a collection of individuals, the differences between formal and informal groups, the Hawthorne Studies and their significance in understanding the nature of groups, the nature and value of role theory together with its relevance to the structure of groups and teams and group development processes and how they might impact on group performance
• Ch. 7 Groups and teams: dynamics and effectiveness  [Purchase this echapter]
  Chapter Seven covers the nature of the dynamic processes that occur within and between groups, the similarities and differences between models of how groups can be made more effective, how decisions are made in groups and the difficulties that can be encountered in reaching agreement, how control can be achieved within groups through such mechanisms as socialization and authority and the implications of issues such as groupthink and the risky shift phenomena on group functioning
• Ch. 8 Management within organizations  [Purchase this echapter]
  Chapter Eight covers what management is within an organizational context, the roles that managers perform and the skills that they need, the significance of training managers to deal with critical incidents, the relationship between power and management and the significance of humour in management
• Ch. 9 Leadership in organizations  [Purchase this echapter]
  Chapter Nine covers the distinction between leadership and management, the relationship between leadership and power, the contribution of the different theoretical approaches to the study of leadership, the contribution to understanding leadership of the various style approaches and the significance of the contingency approaches to the study of leadership
• Ch. 10 Managing people and stress  [Purchase this echapter]
  Chapter Ten covers the major models and approaches to the study of people management, the distinction and similarities between stress, PTSD, burnout and pressure, the physiological effects of stress and the consequent impact on the behaviour of individuals, the relative contribution of human resource managers and line managers in relation to the management of people and the nature of the psychological contract within the context of people management practice
• Ch. 11 Motivation and performance management  [Purchase this echapter]
  Chapter Eleven covers the major motivation theories and the ways in which they can be classified, the relationship between motivation and employee performance, what makes the study of motivation difficult, the dilemmas and difficulties facing managers in applying motivation theory to a work setting and the links between motivation, performance management, pay determination, employee participation and job design
• Ch. 12 Ethics and organizational culture  [Purchase this echapter]
  Chapter Twelve covers the different approaches to ethics, the links between culture and ethics, some of the ethical dilemmas facing managers, why the concept of culture is problematic when applied to organizations, the forms through which organizational culture finds expression and the possibilities for the management and change of organizational culture, together with the means of doing so
• Ch. 13 Work design and organization  [Purchase this echapter]
  Chapter Thirteen covers the main approaches to the design of work within an organizational setting, how work study attempts to influence job design activities and how changing the design of jobs can be a difficult process, the interrelationship between technology and work organization, the quality of working life movement and the use of quality circles as an influence on work organization and the Fordist and post-Fordist approaches to work organization
• Ch. 14 Technology and work  [Purchase this echapter]
  Chapter Fourteen covers what is meant by the term technology and how it influences both the operational activities found within organizations and jobs that people undertake, the impact of technology on the organizations that employ it, the relationship between technology, politics and change in managerial decision making, the relationship between technology and control and how the application of technology can result in alienation and the degradation of labour
• Ch. 15 Organizational structure and design  [Purchase this echapter]
  Chapter Fifteen covers the main structural choices available to organizations, how the need to compartmentalize the work of an organization is at variance with the need to integrate activities, the significance of the development of more recent approaches to structure such as the shamrock and federal organization, the limitations of the standard organization chart in describing activity within an organization and the contingency model and its relationship to organizational structure
• Ch. 16 Communication, decision making and negotiation  [Purchase this echapter]
  Chapter Sixteen covers the concepts of communication, decision making and negotiation, the major models of decision making processes, the organizational significance of communication, decision making and negotiation, how principled negotiation is intended to achieve a satisfactory and consistent result for all parties and the main influences on interpersonal communication
• Ch. 17 Power and control  [Purchase this echapter]
  Chapter Seventeen covers the major perspectives on power as experienced within an organization, the sources of power within an organization, the differences and similarities between the concepts of power, influence and authority, the characteristic features of control systems as found in organizations and the significance of the 'zone of indifference' in relation to the use of power and control within an organization
• Ch. 18 Conflict and organizational politics  [Purchase this echapter]
  Chapter Eighteen covers the different perspectives on the concept of conflict, the sources of conflict within an organization, the major conflict handling strategies used within organizations, the concept of organizational politics and how political behaviour can be managed within an organization
• Ch. 19 Organizational development and change  [Purchase this echapter]
  Chapter Nineteen covers the major change models available and explain how they contribute to the management of it, the approach and value of organizational development (OD) as a change strategy, why people frequently resist change, the forces acting on an organization which push for change to be undertaken and what is meant by term 'change agent' in relation to change management