Management and Organisational Behaviour

1120 Pages·2005·9.921 MB·English

by  Laurie J. Mullins

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