Andrzej Huczynski

Department of Business and Management, University of Glasgow

David Buchanan
School of Business, De Montfort University, Leicester

Organizationa
Behaviour
An introductory text

Fourth Edition

F T Prentice Hall
FINANCIAL TIMES

An imprint of Pearson Education

Harlow, England • London • New York • Boston • Sap Francisco • Toronto
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 Full contents

Acknowledgements xn
Text aims and target readership xvii

Chapter 1 Prologue
Key concepts and learning objectives 1
What is organizational behaviour? 2
Why study organizational behaviour? 7
A field map of the organizational behaviour terrain 10
Natural and social sciences 14
Recap and Revision 25
Springboard, Home viewing, OB in literature, Chapter exercises 26

PART 1 THE ORGANIZATIONAL CONTEXT

Your call (1) 32

Chapter 2 The world outside 35

Key concepts and learning objectives 35
Why study the world outside? 35
Analysing the organizational environment 37
The continuing search for 'fit' 48
The post-modern organization 55
Postmodernism: fresh perspectives on organizational behaviour 58
Recap and Revision 64
Springboard, Home viewing, OB in literature, Chapter exercises 65

Chapter 3 Technology 69
Key concepts and learning objectives 69
Why study technology? 69
Definitions and predictions 71
Determinism or choice? 74
The politics of technology 77
Technology and the nature of work 79
Socio-technical systems analysis and design 82
Team versus lean; competing socio-technical paradigms 87
Advanced technology and the nature of work 89
Recap and Revision 98
Springboard, Home viewing, OB in literature, Chapter exercises 99
vi Contents

PART 2 INDIVIDUALS IN THE ORGANIZATION

Your call (2) 104

Chapter 4 Learning 107

Key concepts and learning objectives 107
Why study learning? 107
The learning process 109
The behaviourist approach to learning 112
The cognitive approach to learning 117
Applications; behaviour modification techniques in practice 120
Applications; socialization and feedback 122
Behaviour modification versus socialization 124
The learning organization 127
Recap and Revision 136
Springboard, Home viewing, OB in literature, Chapter exercises 137

Chapter 5 Personality 141

Key concepts and learning objectives 141
Why study personality? 141
The definition problem 143
Types and traits 145
Personality Types A and B: propensity to suffer stress 154
Stress management; individual and organizational methods 156
The development of the self 160
Nomothetic versus idiographic? 165
Selection methods 166
Recap and Revision 171
Springboard, Home viewing, OB in literature, Chapter exercises 172

Chapter 6 Communication 177

Key concepts and learning objectives 177
Why study communication? 177
A model of interpersonal communication; coding and decoding 179
Verbal communication; conversation control and listening skills 184
The significance of non-verbal communication 189
Impression management; form versus substance? 198
Organizational communication: commitment and propaganda 200
Recap and Revision 205
Springboard, Home viewing, OB in literature, Chapter exercises 206

Chapter 7 Perception 211

Key concepts and learning objectives 211
Why study perception? 211
Selectivity and organization in perception 212
Perceptual sets and perceptual worlds 218
Do we see to know or know to see? 221
Perceptual sets and assumptions 223
Sex, appearance, attractiveness and discrimination 226
Person perception: errors and avoidance 229
 Contents vii

Recap and Revision 231

Springboard, Home viewing, OB in literature, Chapter exercises 232

Chapter 8 Motivation 236

Key concepts and learning objectives 236
Why study motivation? 236
Drives, motives and motivation 238
Content theories of motivation 240
Process theories of motivation 246
The social process of motivating others 254
Empowerment, commitment and high-performance systems 262
Recap and Revision 265
Springboard, Home viewing, OB in literature, Chapter exercises 266

PART 3 GROUPS AND TEAMS IN THE ORGANIZATION

Your call (3) 274

Chapter 9 Group formation 275

Key concepts and learning objectives 275
Why study group formation? 275
Definitions of groups 277
Types of group task 279
The Hawthorne studies 280
Group-oriented view of organizations 287
Formal and informal groups 290
Homans1 theory of group formation 293
Stages of group development 297
Groups and teams 300
Recap and Revision 304
Springboard, Home viewing, OB in literature, Chapter exercises 304

Chapter 10 Group structure 309

Key concepts and learning objectives 309
Why study group structure? 309
Group structures 310
Power structure 312
Status structure 313
Liking structure 316
Communication structure 320
Role structure 327
Leadership structure 332
Recap and Revision 336
Springboard, Home viewing, OB in literature, Chapter exercises 337
vtii Contents

Chapter 11 Individuals in groups 344

Key concepts and learning objectives 344
Why study individuals in groups? 344
The individual and the group 345
Group influences on individuals' perceptions 347
Group influences on individuals' performance 348
Group influences on individuals' behaviour 353
Group influences on individuals' attitudes 362
Deindividuation 366
Individual influences on group attitudes and behaviour 370
Recap and Revision 371
Springboard, Home viewing, OB in literature, Chapter exercises 372

Chapter 12 Team working 374

Key concepts and learning objectives 374
Why study teamworking? 374
The T-word and team job design 375
Types of team 378
Advice teams 380
Action teams 381
Project teams 384
Production teams 387
An ecological framework for analysing work team effectiveness 394
Evaluating teamworking 400
Recap and Revision 403
Springboard, Home viewing, OB in literature, Chapter exercises 404

PART 4 ORGANIZATION STRUCTURES

Your call (4) 410

Chapter 13 Traditional work design 413

Key concepts and learning objectives 413
Why study traditional work design? 413
The birth of scientific management 414
Taylorism 415
Fordism 426
After Ford; the deskiiling debate 432
Recap and Revision 441
Springboard, Home viewing, OB in literature, Chapter exercises 443

Chapter 14 Elements of structure 446

Key concepts and learning objectives 446
Why study elements of structure? 446
Organization structuring 447
Types of job 450
Line, staff and functional relationships 457
 Contents IX

The formal and the informal organization 460

Design or evolution of structure 462
Roles in organizations 470
Organization structures and managerial roles 475
Recap and Revision 482
Springboard, Home viewing, OB in literature, Chapter exercises 483

Chapter 15 Early organization design 487

Key concepts and learning objectives 487
Why study early organizational design? 487
Max Weber and bureaucracy 488
Strengths and weaknesses of bureaucratic organization structures 495
Henri Fayol and classical management theory 500
Contingency approach 505
Contingency and technological determination 507
Contingency and environmental determination 514
Recap and Revision 517
Springboard, Home viewing, OB in literature, Chapter exercises 518

Chapter 16 Organization strategy and design 522

Key concepts and learning objectives 522
Why study organization strategy and design? 523
Discussing organization structures 524
Corporate strategy and organization structure 526
Strategic choice and environments 529
Bounded instability in non-linearity 532
Market, hierarchy and interorganizational relationships 535
Virtual organization 545
Recap and Revision 549
Springboard, Home viewing, OB in literature, Chapter exercises 550

PART 5 ORGANIZATION PROCESSES

Your call (5) 555

Chapter 17 Organization development 553

Key concepts and learning objectives 558
Why study organization development? 558
The OD agenda; goals and processes 559
The OD matrix: levels and modes of intervention 563
OD techniques: the toolkit 567
Grid organization development 571
OD applications: the evidence 575
To be an OD consultant 580
Recap and Revision 583
Springboard, Home viewing, OB in literature, Chapter exercises 584
x Contents

Chapter 18 Organizational change 588

Key concepts and learning objectives 588
Why study organizational change? 588
The paradoxical nature of change 589
Strategic change: the contemporary imperative 592
Change and the individual 595
Resistance to change: causes and management solutions 599
The benefits and limitations of participative change management 604
N-step recipes for change 607
Beyond the recipe: the process and context of change 610
Business process re-engineering 613
The expertise of the change agent 615
Recap and Revision 618
Springboard, Home viewing, OB in literature, Chapter exercises 619

Chapter 19 Organization culture 622

Key concepts and learning objectives 622
Why study organization culture? 622
The rise of the organization culture concept 623
Culture: surface manifestations, values and basic assumptions 626
Organizational socialization 633
Perspectives on culture contrasted 637
Organization culture and economic performance 647
National cultures 649
Recap and Revision 654
Springboard^ Home viewing, OB in literature, Chapter exercises 655

Chapter 20 Human resource management 659

Key concepts and learning objectives 659
Why study human resource management? 659
The birth and growth of the personnel function 661
Transformation: problems and solutions 666
Definitions and models of human resource management 673
Criticisms 684
Does it work? 686
Is it new? 690
Recap and Revision 693
Springboard, Home viewing, OB in literature, Chapter exercises 694

PART 6 ORGANIZATION MANAGEMENT

Your call (6) 698

Chapter 21 Leadership 701

Key concepts and learning objectives 701
Why study leadership? 701
Leadership versus management 703
Trait spotting: the search for personality markers 706
 Contents

Power: what is it, and how can I get more? 709

Jobs for the boys? 711
Style counselling; the search for effective behaviour patterns 715
Context fitting; the development of contingency theories 718
Leadership in the twenty-first century 728
Recap and Revision 731
Springboard, Home viewing, OB in literature, Chapter exercises 732

Chapter 22 Decision making 737

Key concepts and learning objectives 737
Why study decision making? 737
Models of decision making 738
Decision conditions: risk and programmability 749
Individual or group decision making 751
Organizational decision making 760
Recap and Revision 764
Springboard, Home viewing, OB in literature, Chapter exercises 765

Chapter 23 Conflict 768

Key concepts and learning objectives 768
Why study the conflict? 768
Context 769
Frames of reference on conflict 771
Co-ordination and conflict 777
Managing conflict 784
Radical frame of reference 792
Recap and Revision 799
Springboard, Home viewing, OB in literature, Chapter exercises 800

Chapter 24 Power and politics 804

Key concepts and learning objectives 804
Why study power and politics? 804
Power in organizations 805
Power tactics and influencing strategies 815
Politics in organizations 820
Political behaviour 823
Power and politics in the post-modern organization 828
Recap and Revision 833
834
Springboard, Home viewing, OB in literature, Chapter exercises
838
References
873
Glossary
893
Subject index
906
Name index