Management and Organisational Behaviour 13th Edition by Laurie J. Mullins, ISBN-13: 978-1292422381

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Management and Organisational Behaviour 13th Edition by Laurie J. Mullins, ISBN-13: 978-1292422381

[PDF eBook eTextbook]

• Publisher: ‎ Pearson; 13th edition
• Language: ‎ English
• 652 pages
• ISBN-10: ‎ 1292422386
• ISBN-13: ‎ 978-1292422381

Gain insight into people-organisational relationships and interrelated influences on human behaviour.

Ranked as one of the Top Ten most influential texts in business and management in the world – According to the Financial Times’ Teaching Power Rankings, 2021 (research by Open Syllabus)

Management and Organisational Behaviour 13th edition, by Mullins and Rees, provides an in-depth study guide that helps you understand the relationship between people and professional organisations, shedding new light on the understanding, prediction, and control of human behaviour at work. This widely popular text examines the environments of the individual, the group, workplace, and organisational structure, explaining organisational behaviour by applying theoretical frameworks to practice and developing critical thinking.

This new edition addresses recent contextual issues, such as the impact of Covid-19 on the workplace. It also offers greater international perspective on organisational behaviour, with the addition of several case studies from around the world and related video cases by expert speakers. Featuring conceptual mind maps of complex topics to aid your understanding and revision, its ‘personal skills’ and ’employability’ sections help you develop your social and work-based skills in preparation for life beyond the classroom.

This comprehensive textbook is ideal for undergraduate and postgraduate study, as well as for professionals training for management roles.

Table of Contents:

Half Title

Title Page

Copyright Page

Contents in brief

Contents in detail

In acknowledgement and appreciation

About the authors

0 Your study of management and organisational behaviour

Overview topic map: Chapter 0 – Your study of organisational behaviour

About this book: Management and organisational behaviour

What is organisational behaviour (OB)?

Underlying features of your study

Topics in OB are not entirely free-standing

What is the relevance of theory?

Organisational metaphors

The importance of organisational behaviour

OB, personal skills and employability

The ‘SCARF’ model

People management and social skills

Making yourself more employable

Personal skills and employability exercise

Structure of the book

Notes and references

Part 1 Organisational behaviour and work

1 The people-organisation relationship

Overview topic map: Chapter 1 – The people-organisation relationship

Integrating the individual and the organisation

Organisational analysis

A multidisciplinary perspective

Positive organisational behaviour (POB)

Interrelated influences on behaviour

A framework of study

Social exchange theory

Organisational theory

The organisation as an open system

Organisation and management systems

Contribution of Human Resource Management (HRM)

The psychological contract

Nature and extent of expectations

Globalisation and the international context

The cultural environment

Is organisational behaviour culture-bound?

Summary – Chapter 1 ‘The people-organisation relationship’

Group discussion activities

Organisational behaviour in action case study

Chapter 1 – Personal skills and employability exercise

Notes and references

2 The work environment

Overview topic map: Chapter 2 – the work environment

Work as a central life issue

Orientations to work and work ethic

Emotional labour

Work and the organisational setting

Private and public sector organisations

Social enterprise organisations

Common features of organisations

Formal and informal organisations

Friendships and relationships at work

Work/life balance

Changing nature of work organisations

Different generations and age groups

The future of the workplace

Summary – Chapter 2 ‘The work environment’

Group discussion activities

Organisational behaviour in action case study

Chapter 2 – Personal skills and employability exercise

Notes and references

3 Organisational conflict and stress

Overview topic map: Chapter 3 – organisational conflict and stress

Work, health and well-being

What is organisational conflict?

Potential sources of conflict

Broader interpretations of conflict

The management of conflict

Conflict resolution in the workplace

What is organisational stress?

Potential causes of work stress

Is stress necessarily to be avoided?

Coping with stress

HSE Management Standards

Bullying and harassment

Frustration-induced behaviour

Summary – Chapter 3 ‘Organisational conflict and stress’

Group discussion activities

Organisational behaviour in action case study

Chapter 3 – Personal skills and employability exercise

Notes and references

Part 2 Focus on the individual

4 Personality and diversity

Overview topic map: Chapter 4 – Personality and diversity

Recognition of individuality

Understanding personality

Personality traits and types

Uniqueness and similarities

Sigmund Freud – a psychodynamic perspective

Nomothetic approaches

Idiographic approaches

Personality and stress at work

The Big Five personality factors

Personality ‘tests’ and assessments

Applications in the workplace

Emotional intelligence (EI)

Recognition of diversity

Diversity in the workplace

Diversity and stereotyping

Criticisms and limitations

Summary – Chapter 4 ‘Personality and diversity’

Group discussion activities

Chapter 4 – Personal skills and employability exercise

Notes and references

5 Learning and development

Overview topic map: Chapter 5 – Learning and development

The nature and importance of learning

Behaviourist and cognitive views of learning

Behaviourist theories of learning

Cognitive perspective of learning

Socialisation

How do we learn?

Action learning

Learning preferences

E-learning

Knowledge management

Creativity

Mentoring and coaching

Applications of learning theory

Summary – Chapter 5 ‘Learning and development’

Group discussion activities

Organisational behaviour in action case study

Chapter 5 – Personal skills and employability exercise

Notes and references

6 Perception and communication

Overview topic map: Chapter 6 – perception and communication

The importance of the study of perception

The perceptual process

Internal characteristics

External influences

Perceptual illusions

Making judgements about other people

Difficulties in perceiving other people

Perceptual distortions and errors

Attribution theory

The importance of language and communication

Non-verbal communication and body language

Impression management

Perception and interpersonal communications

Understanding the organisational process

Summary – Chapter 6 ‘Perception and communication’

Group discussion activities

Organisational behaviour in action case study

Chapter 6 – Personal skills and employability exercise

Notes and references

7 Work motivation and satisfaction

Overview topic map: Chapter 7 – ‘work motivation and satisfaction’

The significance of motivation

Needs and expectations at work

Money as a motivator

Extrinsic and intrinsic motivation

Three-fold classification for review of motivation

Competing theories of motivation

Content theories of motivation

Maslow’s hierarchy of needs theory

Alderfer’s modified need hierarchy model

Nohria’s four drives model of motivation

Herzberg’s two-factor theory

McClelland’s achievement motivation theory

Process theories of motivation

Vroom’s expectancy theory

Implications of expectancy theory

Equity theory of motivation

Goal theory

Relevance today of motivation theories

Organisational behaviour modification

Motivation of knowledge workers

Job satisfaction

Comprehensive model of job enrichment

Summary – Chapter 7 ‘Work motivation and satisfaction’

Group discussion activities

Organisational behaviour in action case study

Chapter 7 – Personal skills and employability exercise

Notes and references

Part 3 Focus on groups and leadership

8 Working in groups and teams

Overview topic map: Chapter 8 – ‘working in groups and teams’

Importance and significance of groups

Formal and informal groups

Group values and norms

Expectations and benefits of group membership

Group cohesiveness and performance

Membership

Work environment

Organisational

Group development and maturity

Social identity theory

Characteristics of effective work groups

Virtual teams

Interactions among group members

Analysis of individual behaviour

Individual and group performance

Building successful teams

Autonomous working groups

Summary – Chapter 8 ‘Working in groups and teams’

Group discussion activities

Organisational behaviour in action case study

Chapter 8 – Personal skills and employability exercise

Notes and references

9 Leadership in work organisations

Overview topic map: Chapter 9 – Leadership in work organisations

The significance of leadership

Approaches to the study of leadership

Qualities or traits approach

Functional (or group) approach

Styles of leadership

Continuum of leadership behaviour

Contingency theories of leadership

Fiedler’s contingency model

Vroom and Yetton contingency model

Path-goal theory

Readiness of the followers or group

Transformational leadership

Inspirational or visionary leadership

Servant leadership

Alternative views of leadership

The leadership relationship

Culture: A contingent factor?

Leadership effectiveness

Leadership development

Summary – Chapter 9 ‘Leadership in organisations’

Group discussion activities

Organisational behaviour in action case study

Chapter 9 – Personal skills and employability exercise

Notes and references

10 Managing people at work

Overview topic map: Chapter 10 – Managing people at work

The management of people

What is management?

Management in public sector organisations

Responsibility for the work of other people

Managing with and through people

A looser approach to managing

Importance of managerial style

Theory X and Theory Y management

The Managerial/Leadership grid®

Human resource management

Partnership with line managers

Investors in People

Performance management (PM)

Managerial effectiveness

Measures of effectiveness

Summary – Chapter 10 ‘Managing people at work’

Group discussion activities

Organisational behaviour in action case study

Chapter 10 – Personal skills and employability exercise

Notes and references

Part 4 Focus on the workplace

11 Organisational theory and structure

Overview topic map: Chapter 11 – Organisation theory and structure

Developments in organisational behaviour

The classical approach

Administrative theory

Scientific management

Bureaucracy

Evaluation of bureaucracy

Human relations approach

Evaluation

Socio-technical approach

Contingency approach

Other approaches to the study of organisations

Decision theory

Social action

Action theory

Postmodernism (Post bureaucratic)

Relevance to study of organisational behaviour

Summary – Chapter 11 ‘Organisational theory and structure’

Group discussion activities

Organisational behaviour in action case study

Notes and references

12 Patterns of structure and workplace design

Overview topic map: Chapter 12 – Patterns of structure and workplace design

Purpose and importance of structure

Levels of organisation

Underlying dimensions of structure

Task and element functions

Division of work and grouping of people

Centralisation and decentralisation

Design principles of organisation

Formal organisational relationships

Project teams and matrix organisation

Role structure of the organisation

Role conflict

Boundaryless organisation

Organisation charts

Contingency approach

Technology and structure

Woodward – structure and production technology

Perrow – major dimensions of technology

Uncertain external environment

Burns and Stalker – mechanistic and organic structures

Lawrence and Lorsch – differentiation and integration

Organisation structure and culture

Changing face of the workplace

Outsourcing

Demand for flexibility

Structure and organisational behaviour

Summary – Chapter 12 ‘Patterns of structure and workplace design’

Group discussion activities

Organisational behaviour in action case study

Chapter 12 – Personal skills and employability exercise

Notes and references

13 Organisational control and power

Overview topic map: Chapter 13 – Organisational control and power

The essence of control

Improvement in performance

Elements of organisational control

Other forms of control

Strategies of control in organisations

Power and management control

Power and leadership influence

Pluralistic approaches to power

Financial and accounting systems of control

Behavioural factors of organisational control

The concept of empowerment and delegation

The manager–subordinate relationship

Systematic approach to delegation

Control versus autonomy

Summary – Chapter 13 ‘Organisational control and power’

Group discussion activities

Organisational behaviour in action case study

Chapter 13 – Personal skills and employability exercise

Notes and references

Part 5 Focus on organisational environment

14 Organisational culture and change

Overview topic map: Chapter 14 – Organisational culture and change

Adapting to change

What is organisational culture?

Types of organisation culture

Levels of culture

Influences on development of culture

Culture and organisation control

Importance of culture

National and international culture

Case study – Brazil

Organisational climate

Organisational change

Resistance to change

Do people welcome change?

Managing change

Getting people to accept change

Summary – Chapter 14 ‘Organisational culture and change’

Group discussion activities

Organisational behaviour in action case study

Chapter 14 – Personal skills and employability exercise

Notes and references

15 Strategy, corporate responsibility and ethics

Overview topic map: Chapter 15 – Strategy, social responsibility and ethics

The importance of strategy

Organisational ideologies and principles

Vision and mission statements

Management of opportunities and risks

Organisational goals

Corporate social responsibilities (CSR)

Organisational stakeholders

The UN global compact

Values and ethics

Ethics and corporate social responsibility

Business ethics

Codes of business conduct (or ethics)

An integrated approach

Human rights in business

Summary – Chapter 15 ‘Strategy, corporate responsibility and ethics’

Group discussion activities

Organisational behaviour in action case study

Chapter 15 – Personal skills and employability exercise

Notes and references

16 Organisational performance and effectiveness

Overview topic map: Chapter 16 – Organisational performance and effectiveness

Organisational performance and management

Employee engagement and commitment

The nature of organisational effectiveness

The learning organisation

Total quality management (TQM)

The balanced scorecard

The EFQM Excellence Model

Attributes and qualities of a manager

Effective use of time

Management development

Building productivity in the UK

Organisational capabilities

Successful organisations and people

Summary – Chapter 16 ‘Organisational performance and effectiveness’

Group discussion activities

Organisational behaviour in action case study

Chapter 16 – Personal skills and employability exercise

Notes and references

Appendix Review of developing your personal skills and employability

Index

Publisher’s acknowledgements

Back Cover

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