Mullins L.J. Management and organisational behaviour, Seventh edition
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A
Abbey Performance Development
Programme 949, 982–4
ability see intelligence/ability
absenteeism 700, 707, 741
ACAS (Advisory, Conciliation and
Arbitration Services)
human resource management 751,
753, 763, 771
human resource planning 799, 800,
819, 910
job satisfaction 719, 722, 724
organisational development 896, 910
organisational effectiveness 960
recruitment and selection 819
work groups and teams 521, 535, 576
acceptance 297, 298
measuring see sociometry and
sociograms
accommodative learning 414
accountability 838, 1051
delegation 838, 850–1, 856
accounting see finance and accounting
achievement
-based societies 50
measures 125
motivation 82, 487–9, 500
-oriented leadership 276, 299–300,
311, 1051
recognising 705
sense of see job satisfaction and work
performance
Ackroyd, S. 904
action
bias for 960
-centred leadership 262, 1051
freedom of 855, 857
human resource management 783,
785, 919
Leadership and Management Model
956–7, 958
learning 412, 430, 852, 951, 1051
-oriented organisational
development 890–1
programme 797, 798, 801, 919
social 71, 85–7, 88, 1062
theory 86–7
active planned study 420
activism 162, 414
activities see work
Actor–Network Analysis 610, 663, 668,
1051
Adair, J. 281–2, 288–9, 304
Adams, J.S.: equity theory 489, 496–7,
500
Adam-Smith, D. 776
adaptability 237, 340–1, 959
adaptive organisation 123
Adler, N.J. 44, 500
administration
administrative man 85
component 117
French, model of 43
management not 194–5
public sector organisations 194
sub-system 129
see also management
adoption of technology phases/stages
613, 616, 672, 675–8, 685, 1051
case studies 679–84
introduction 618, 677, 1056
see also job redesign and
improvement
adult ego state 449–50
Advanced Manufacturing Technology
672–3
advertising jobs 806, 807
Advisory, Conciliation and Arbitration
Services see ACAS
affiliation needs 473, 483, 487
affirmative action 380
Africa 48–51
South 579–84, 713
age
ageism 336, 804
gap 908
stereotyping 457, 458
stress 712
agency provision 119, 120
agency theory 9, 167, 1062
agenda 377
-setting 192, 209, 1051
aggression, displaced 421, 475, 476,
1054
aims see goals and objectives
air passenger transport 510–12
Alban-Metcalfe, B. 370–1
Alderfer, C.P. 480, 484–5, 503
Aldrich, P. 944–5
alienation 84, 647, 702–3, 844–5, 1051
alignment of goals 147
Alimo-Metcalfe, Beverley 376–7
all-channel communication network
559–60, 561
Allcorn, S. 534
Allen, A. 163
Allen, R.S. 157, 475, 960, 966
Altman, W. 163, 903, 952
Alvesson, M. 366, 377–8
ambiguity 145
role 481, 539, 709, 1062
AMT (Advanced Manufacturing
Technology) 672–3
ANA (Actor–Network Analysis) 610,
663, 668, 1051
anal stage 347–8
analytical approach 171, 317
Anastasi, A. 353, 811
Andersen, A. 98
Anderson, M. 150, 463
Andrews, B. 348
Ansoff, H.I. 158–9
anthropology 24, 29–30, 1051
see also cultural differences
anxiety see stress
apathy/withdrawal 422, 476, 1064
apparent effectiveness 263
appeals against appraisal 767
application form 807
appraisal see performance appraisal
appreciation 315, 412
approaches to leadership see leadership
approaches to organisation and
management 8, 65–109
benefits to manager 93
case study 102–6
developments 66–7
management theory 66
postmodernism 87–9, 1060
relevance to behaviour 89–90
scientific value 91
social action 71, 85–7, 1062
structuralism 63, 78, 88, 904, 1063
survey of theories 91–2
see also bureaucracy; classical
approach; contingency
approach; decision-making;
delegation; human relations
approach; Japan/Japanese;
management; organisations;
systems approach
approaches to personality see under
personality
Argyris, C. 25, 75, 82, 417, 598, 834,
962
Armitage, K. 721, 807
INDEX
Note: All references are to Britain, unless otherwise indicated. Page references in bold indicate glossary definitions
and chapters.
Armson, S. 707
Arnold, J. 709
Arnott, J. 119
Arroba, T. 558
artefacts level of culture 892
Ash, K. 335, 921
Ash, M.K. 236, 256, 258
Ashmos, D.P. 523
Asia
example companies 629, 997
leadership 311
national cultures 42, 45, 48–51
outsourcing to 778
see also China; Japan
assembly lines see scientific
management
assessment
centres 749, 811, 1051
formal and informal 948
organisational culture 643
portfolio 412
self- 948, 974
training needs 758
see also measurement and tests;
performance
appraisal
assimilative learning 414
association
associative organisations 106, 122,
1051
and exercise theory of learning 403
see also conditioning
assumptions about control and power
834–5
Atkins, M.J. 415
Atkinson, J. 651
Atkinson, P.E. 891
Atkinson, S. 950
attachment/affiliation 473, 483, 902
attention 412, 450–1
attitudes 326, 362–6, 1051
employee 156
management see Theory X
training in 760
to work and job satisfaction 721–2
working practices 371–2
see also behaviour; values and beliefs
attribution theory 403, 1051
excellence 960–1
internal 455, 456, 911
motivation 489, 499
perception 455–6
audit
Audit Commission 600, 613
cultural 400
organisational 874, 976, 1059
augmented feedback 948
Australasia 371, 380, 708
national cultures 48, 51
authoritarian/autocratic leadership
style 266, 1051
see also Theory X
authority 1051
commensurate with responsibility
851–2
-compliance management 241–4
control and power 850–2, 856
delegation 850–1, 858
location 642–3
management/leadership 197, 245,
247, 312
manager’s attitudes see Theory X
principle 609
relationships 603, 613–15, 850–1
functional 547, 613, 614, 1055
lateral 548, 1057
line 547, 613, 614, 1057
staff 548, 613, 614, 615, 1063
see also subordinates
types and organisations 121–2
see also authoritarian; consensus;
control and power; hierarchical
structure; hierarchy of needs
model
autocratic leadership see authoritarian/
autocratic leadership style
autocratic management 243, 245, 297,
534, 669–71
Autoglass Limited 317–18, 780–7
automating technology 612, 665, 970,
1052
autonomy
autonomous work groups (AWG)
102, 724
control and power 724, 849
excellence 960
job enrichment 715–16
lack of 708
motivation 504
see also delegation; empowerment
availability, management 253, 254
avoidance
motive 487
uncertainty 45, 47–9, 85, 155
awareness 42–3, 359
away days 950
AWG (autonomous work groups) 102,
724
B
back-up roles 558
Bailey-Scudamore, I. 194
Bain & Co. 734
Bains Report 600
balance 37–8
of attitudes 365
balanced scorecard 156–7, 974
delegation 858, 859
need for 167–8
order and flexibility 848–9
principle of 610
short- and long-term 315
structural, need for 611–12
team and individual 568
see also work/life balance
Bales, R.F. 563–4
Bali, R. 917, 924, 937
Bamber, D. 76
Bandler, R. 448
Barnard, C. 85
Barnes, P. 976
Barnevik, P. 609
Barrett, M. 370
Barrett, R.S. 810
BARS (behaviourally anchored rating
scales) 767
Barsoux, J.L. 90, 190, 451, 649
human resource management 756,
779
organisational behaviour 42, 43
organisational climate 899
Bartlett, A. 619
Bartram, D. 357
Bass, B.M. 204, 303, 531
Bass Taverns 689
Bassett, G. 36, 700, 730
Batterson, C. 410
Bauby, J.-D. 390–1
Beardwell, I. 799
Beattie, J. 415
Beer, M. 524–5
Beggs, A. 847
behaviour
analysis frameworks 565–6, 567
budgetary control 870–1
constructive 421, 475–6, 1053
control and power 403, 771, 832,
833, 834, 837, 864–5, 1052
culture see under culture,
organisational
employment relations 775, 776–7
frustration-induced 475–7
general managers 209–10
guidelines 528
hidden 574–5
inequity and 496–7
integrating 944–8
interview 813
leadership 286, 289–90, 292–4
management development 944–8
manager 209–10, 211
modification 407, 522, 910, 912, 918
see also conditioning
motivation 475–7
organisational see organisational
behaviour
perception 446
relationship 301
skills 950
tasks 301
technology and 132–3
work groups and teams 534, 535,
538–9
see also behavioural science;
behaviourism and learning;
codes of conduct; management
behaviour and effectiveness;
roles and styles
behavioural science 23, 29–30, 705,
751, 1052
see also cultural differences; culture,
organisational; personality;
social system
1066
INDEX
behaviourally anchored rating scales
(BARS) 767
behaviourism and learning 362, 403–9,
751, 1052
anchored rating scales 767
limitations of 408–9
see also conditioning
Belbin, R.M. 214
job descriptions 803
leadership 283, 291
Self-Perception Inventory 558
team-roles 519–20, 556–9, 562, 577,
578, 579–84
beliefs see values and beliefs
Bell, C.H. 888, 889
Beloff, H. 370
belonging, sense of 528, 902
benchmarking 92, 400, 874, 974, 976,
1052
benefits
change, organisational 918
delegation 852–3, 856
empowerment 859, 863–4
manager 93
mutual 123
performance appraisal 763–4
training 757
benevolent management 245, 247,
867, 947
Benne, K.D. 564–5
Bennis, W. 30, 315–16
Bentall, R.P. 345
Berkeley, W. 172
Berne, E. 448–50
Berry, A.J. 870
Bertalanffy, L. von 82–3
best practice 367–8
Bethlehem Steel Corporation 69–70
bet-your-company culture 893
bias 769–70, 960
Big Five personality traits 344–5
Bijker, W.E. 667
Billsberry, J. 214
Binet, A. 356
Biniface, M. 545–7
Birchall, D.W. 623
Birkinshaw, J. 596, 633, 637
Bishop, S. 572, 976
Blair, A. 173
Blair, M. 547
Blake, R.R. 290, 292, 575
see also Managerial/Leadership Grid
Blakemore, K. 368
Blanchard, K. 129, 295, 300–1
Blau, P.M. 122–3
Blauner, R. 84, 664, 702, 703
Block, R.J. 440
Blosch, M. 669
boards of directors 780
Boddy, D. 666
Boden, M. 415–16
body language 450–1, 453–4, 813
Body Shop see Roddick, A.
Bond, M.H. 48
Bonnington, Sir C. 523
bonuses 70, 505
Bouchikhi, H. 17–18, 634, 651
Boulding, K. 83
boundary functions and stress 708
Bourgeois, J. 525
Bourn, J. 204
Bourne, M. 538, 979
Bowey, A.M. 86–7
Boydell, T. 399
BPR (business-process re-engineering)
867, 873, 875, 968–71, 1052
BPS (British Psychological Society) 353,
360, 810
Brache, A.P. 975–6, 981
Bradley, H. 94
brainstorming 511, 567, 570–3, 1052
Brandt, D. 554
Brannick, T. 412
Branson, Sir R. 255, 730
Bratton, J. 820
Braverman, H. 71, 665
Brech, E.F.L. 67, 68, 150, 199
Brennan, E. 543–5
Brewin, C.R. 348
Brewis, J. 956
Briggs, K. and Briggs-Myers, I. see
Myers-Briggs Type Indicator
Briley, S. 375
Britain see preliminary note to index
British Airways 258
British Gas 596
British Institute of Management see
Institute of Management
British Psychological Society 353, 360,
810
British Quality Foundation 973
British Standards Institute 102
British Telecom 735–6
Broad, M. 707
Broadbent, J. 870
Brooks, I. 43, 47, 534
Brown, A.D. 898
Browning, G. 781
Bruch, H. 267–8
BT (British Telecom) 735–6
Buchanan, D. 665, 666
Buddhism (Zen) 96
budgetary control 870–1
Budhwar, P.S. 778
Buffet, W. 166
building society 276–8
bureaucracy/bureaucratic 43, 58, 74–8,
88, 1052
control and power 775, 840, 841,
1052
criticised 75–6
empowerment 658
evaluated 76–8
hierarchical structure 75, 76–7
main characteristics 74–5
management style 245
organisations 121, 122, 598
orientation 27, 33, 1052
relevance today 78
Burgoyne, J. 394, 399
Burke, E. 227
Burns, B. 714
Burns, J.M. 301, 303, 304, 642–3
Burns, T. 641–2, 644, 655
Burt, C. 356
business concerns classification 123
Business Consulting Services 737–8
business ethics see ethics
Business Excellence Model 971–5
business process re-engineering see BPR
Butcher, D. 601, 766, 771, 812, 950
Butler, J. 401
Butler Co. 669–71, 685
C
CAD, CAE and CAM (computer-aided
design, engineering and
manufacturing) 672–3
calculative involvement 844–5
call centres 778
Callon, M. 668
Cameron, I. 337, 368
Canada 48, 162, 487, 649, 863
Cane, S. 519, 529, 701
Cannon, T. 167
capability, role 539
capital 31
human 4, 369, 1055
intellectual 755
capitalism see mass production;
scientific management
Capon, C. 782
career
development 372–6, 982
ladder 373
management programme 375
new forms of 373
planning 890
progression 952
promotion 40, 105
Peter Principle 40, 1060
stage 346–7
uncertainty and stress 708
caring 37, 555
Carroll, A. 172–3
Cartwright, J. 34, 37, 474, 891
case studies and examples 20–2, 951
approaches to organisation and
management 102–6
control and power 880–4
guidelines on tackling 21–2
human resource management 790–2
human resource planning 825–6
job satisfaction and work
performance 741–3
leadership 327–9
learning 425–31
management 227–34
management behaviour and
effectiveness 274–8
motivation and rewards 510–12
objectives of use 21
organisational behaviour 56–62
organisational development 924–7
organisational goals, strategy and
responsibilities 182–3
INDEX
1067
case studies and examples (continued)
organisational structure 629–30
patterns of structure and work
organisation 658–60
technology 679–84
work groups and teams 545–52
work/life balance 735–6
Castellanos, F. 253
Castells, M. 686–8, 689
Cattell, R.B. 344, 345, 357, 810
Caulkin, S. 75
causal relationships 647
causal variables 248
CCT (compulsory competitive tender)
119
central tendencies 45
centralisation 603
advantages 608
management 197
manager’s attitudes see Theory X
network 500, 559–60, 561, 1052
personal control 775, 840, 841, 1060
see also decentralisation; government
Centrica Plc 596
Cha, S.E. 898–9
chain of command see scalar chain
chain communication (Y) network
559–60, 561
challenging function 567
champion style of leadership 309
Champy, J. 968
Chan, F. 90
chance management style 245, 945,
947
Chaney, B. 720
change
demographic 336
diversity 367–8
environmental 85, 621, 907, 911
expectations 375
norms, group 522
as threat to power 914–15
change, organisational 889, 890, 909–21
attitudes 365
consultants and stress reduction 712
contingency approach 648
forces 909–10, 911
group culture 534
human resource management 755
human and social factors 916–20
individual differences 336–8
IT 917, 923–4
leaders 282–3, 921
management 105, 198, 912, 913,
915–17, 920–1, 988–90
minimising problems 919–20
need for 911
planned 10–13, 812, 910–13, 918
promotion of 412
radical 215
resistance to 913–15, 918
resources 797, 798, 915
sources 911
stress 711
technology 83, 672–4, 679–84, 685,
911, 920
work organisation
see also organisational development;
technology
Chapman, M. 419
Chapman, P. 840
character see personality
charismatic leadership 121, 302–3,
304, 327–9
charismatic organisation 106, 121,
122, 1052
Charles, HRH Prince of Wales 162
Chartered Institute of Personnel and
Development 379, 502, 747,
755, 772, 783
Chartered Management Institute 162,
265
continuing professional
development 953
empowerment 860
job satisfaction 701, 727
leadership 283, 304, 314
motivation 499
see also Institute of Management
Charters, J. 896
charts, organisational 621–2, 650
Chatman, J.A. 898–9
checkers 555
checklist, manager’s 267
chemical company case example 274–5
Chen, C.C. 500
Cheng, T. 90, 899
Child, J. 595, 597, 620–1, 636, 647,
685, 840
child
childhood 37, 340–1, 346
development 409–10
ego state 449–50
China 48–9, 95, 98, 500, 650
choices and managerial work 211, 947
Chowdhury, S. 137, 280, 463, 978
Christensen, C.M. 915
Christensen, J. 699
Christy, R. 170
Church, A. 888
CIPD see Chartered Institute of
Personnel and Development
circle communication network
559–60, 561
clarification 566, 567
goals and objectives 200–1, 603–4,
796, 833, 854–5, 946
Clarke, C. 309–10
Clarke, K. 943
classical approach 53, 67–74, 87, 88,
634, 1052
control and power 834
evaluation of 68–9
learning 402
sets of principles 68
work groups and teams 518
see also bureaucracy; scientific
management
classical conditioning 363, 1052
classification
control and power 838–40
goals 148–9
organisations 122
Claydon, T. 799
Clegg, B. 267
Clegg, S.R. 87
Clements, P. 337
climate, motivational 888
climate, organisational 218, 809,
889–903, 1059
see also morale
Cloke, E. 18, 30, 137
hierarchy 601, 624, 835
managers 215
organisation and management 71, 77
organisational development 150–1,
914
closed questions 814
closure and perception 442, 445
Club 24 400
clusters of countries 45
Clutterbuck, D.
coaching 418, 419
control and power 849
organisation
culture 898, 900
development 617, 912
strategies and excellence 962, 981
CM (Creative Model of Management)
417
CNC (computer numerical control) 350
coaching 319, 417–19, 430, 771
experiences of 312–13
leaders 312
management development 943
see also training and development
coalition, organisation as 116–17, 688
codes of conduct 162–3, 177–8, 451
co-determination rights 780
coercive compliance 149
coercive power 277, 281, 308, 844–5,
1052
leadership 306, 312
Coghlan, D. 412, 566
cognition
distortion 496–7
theories
abilities 950
learning 368, 396, 402, 409–13,
415, 1052
personality 350–2
see also content theories of
motivation; process
theories of motivation
thinking 213, 412, 570, 571
Cohen, L. 372–3
Cohen, S. 397
cohesiveness, group 472, 528–33, 1055
development and maturity 531–2
membership 529–30
organisational factors 531
potential disadvantages of strong
532–3
work environment 530–1
collective bargaining see under trade
unions
1068
INDEX
collective dreaming 315
collective programming 47–9
collective societies 50, 500
Collins, L.K. 969
Collins, P.D. 640
collusion 528
comcon (all-channel) network 559–60,
561
command see chain of command
commitment and loyalty
attachment 473, 483, 902
belonging, sense of 528, 902
empowerment through 861
human resource management 783,
784, 919
job satisfaction 717
Leadership and Management Model
956–7
motivation and rewards 478
organisational development 901–3
psychological 903
pyramid 483
securing 902–3
to training 758
see also psychological contract
committees 41
commonweal organisations 123
police 861–3
see also government
communication
blocks to creativity 416–17
cultural differences 454
empowerment 874
excellence 974
informal 371
international 42
leadership 282, 318
management 105, 200, 210
change 916
conflict 908
networks 560–1
non-verbal 450–1, 453–4, 813
organisational culture 891
perception 447–8
successful company 37
technology see ICT
verbal 348, 448, 450–1
work groups and teams 527, 529,
530, 536, 559–61
see also consultation; feedback; ICT;
network/networking;
telecommunications
community
approach to management
development 944
and environment 165
layer of culture 46
level (institutional) 533, 598, 599,
1052
of purpose 750
well-being 118
see also external environment
company worker role 577
comparisons 44–5, 836
compatibility
goal 147–8
group members 529, 530
lack of see incompatibility
competence/competency
-based approach
human resource management
748–9, 753, 760, 1053
management development 943,
955–6, 985–6, 988
recruitment and selection 753,
814–15, 1005–6
building 988–90
emotional 359
empowerment 874
level (Peter Principle) 40, 1060
technical 182, 211–12, 800, 801,
1063
see also effectiveness;
intelligence/ability; skills
competitiveness
agenda, shared 215
compulsory tendering 119
edge 215
flexible 779
international 42
social responsibilities 165
completer–finisher team-role 557, 577,
581
complexity
levels of increasing 83
models of learning 414–15
motivation 478–9
tasks 488, 561
compliance 148–9, 241–4, 844–5
compromiser management style 245
compromising function 566
compulsory competitive tender 119
computers
case studies 682–4, 825
design, engineering and
manufacturing 672–3
development phases 673–4
introduction 933–7
numerical control (CNC) 350
work groups and teams 543–5
see also Internet; IT; technology;
telecommunications
conceptual ability 41, 182, 212, 1053
conceptualisation 346, 411
conditioning
classical 363, 1052
operant 364, 403, 405–7, 1059
conduct, codes of 162–3, 177–8, 451
Confederation of British Industry 734,
783
confidence see trust
confidentiality 787
conflict 18, 814, 889, 890, 903–9, 1053
contrasting views 904–6
definition/meaning 904–5
environmental 907
group 908
of interests 85
inter-group 533
management 908
negative outcomes 905
organisational structure 620
positive outcomes 905
reduction 540–1
role 481, 538–41, 708, 907, 1062
stress 539, 540–1, 708–9, 711
source of change 911
sources 906–8
strategies for managing 906–8
tension 346–7
work (activities) 906–7
conforming pressure 570
Confucian work dynamism 48–9, 95, 96
Conger, J. 304–5
Connex 397
consensus 642
criteria 455–6
motivation and rewards 474
pressure 570
source of power 846
testing function 566
consideration 252–3, 289–90
consistency 365, 455–6, 843
Constable and McCormick Report
954–5
constant personality 340–1
constraints and management work
211, 945, 947
constructive behaviour 421, 475–6,
1053
constructive flexibility 779
consultation/consultative 835
control 865
management 245–6, 247, 292,
297–8, 867, 947
rights 780
see also employment relations; trade
unions
consumers/customers
activism 162
Business Excellence Model 972, 973
consumerism 336
delighted 125
excellence 960
goals 149
leadership and 317
networks 688
organisational structure 607
partnerships 974
power 623
responsibility to 164–5
role conflict 708
satisfaction 125, 255
shamrock organisation 654
TQM 965
content theories of motivation 426,
479–89, 1053
achievement 82, 487–9, 500
see also hierarchy of needs model;
hygiene/maintenance
contextual factors
high-context cultures 50–1
historical 894
job design 704, 728–9
INDEX
1069
contextual factors (continued)
learning 392–3
low-context cultures 50, 51
management 205
organisations 114–15
recruitment and selection 800
stimuli 440
technology adoption 685
contingency approach 203, 634–49,
1053
contribution 648
control 648, 835
criticisms and limitations 647–8
culture as factor 649
defined 634, 647
differentiation and integration 645–6
evaluated 646–8
flexible see flexibility
leaders see under leadership
models of organisation 131
organisation and management 67,
70, 84, 87, 88
size of organisation 635–6
technology 638–41
theory 86
continuity principle 610
continuous improvement/learning 39
Continuing Professional
Development 412, 854, 953–4,
1053
continuous measurement 771
contract 373
efficiency/rewards 702, 732–3
employment 774–7
ethical (social value) 702
knowledge 702, 732
moral 39, 702
past 914
performance appraisal 769
shamrock organisation 653
task structure 702, 733
termination 777
workers 336
see also psychological contract
contracting-out 119, 120
control and power 14, 18, 257, 766,
778, 831–86
accountability 856
assumptions about 834–5
authority 850–2, 856
autonomy 724, 849
behaviour 403, 771, 832, 833, 834,
837, 864–5, 1052
bureaucratic 775, 840, 841, 1052
case studies and examples 880–4
centralised see centralisation
change as threat to 914–15
classification 838–40
compliance 148
contingency approach 648, 835
culture 802, 892, 895, 1060
organisational 775, 840, 841–2,
846, 848–9, 1053
definitions/meanings 832–4, 843,
1053, 1060
differential, sex 80, 370
distance 47–9, 311
effectiveness 842–3, 856, 869
elements 835–6
empowerment see delegation;
empowerment; flexibility
finance and accounting 867–71,
883–4
flexibility 843, 848–9
forms of 837–8, 864
human relations approach 834–5
involvement 844–5
lack 525, 702–3, 711
leadership 281–2, 296, 306–7, 308,
866–7
learning 401
legitimate 257, 306, 308, 782, 847,
979, 1057
locus of 403, 455, 1058
management 197, 199, 201, 214,
250–2, 843–5, 868–9
motivation 487, 489
need for 859
normative 777, 1059
order and flexibility 848–9
organisation see legitimate above
output 771, 837, 840, 841, 1060
personal (centralised) 775, 840, 841,
1060
personal (informal) 135, 306, 782,
847, 848, 1060
perspective 845–6
planning 833, 835–6
pluralistic approaches/perspective
709, 846–8, 1060
process perspective of technology
664
production 869
referent 258, 306, 308, 1060
remote 545–6
remunerative 777, 1060
resistance to 864–7
responsibility 856
reward 257, 306, 308, 1060
sharing 376
social 846–7, 848
strategies 840–2
technology 638–51
work groups and teams 527, 545–6
see also coercive power; conflict;
delegation; empowerment;
expert power; hierarchy of needs
model; influence; leadership;
senior/top management; span
of control
controversial nature of control 833–4
convergence 414, 689
conversations, importance of 710
conversion process 124, 125
Cook, M. 451
Cook, S. 163
Cooley, C. 346
Coombs, R. 668
Cooper, C. 354, 709
co-operation 85, 688, 919
see also cohesiveness; co-ordination;
involvement
Coopey, J. 401
co-ordination
lacking see conflict
management 197, 198, 202
organisations 116
principle 68, 609
team-role 557, 580
work activities 526
see also co-operation; work groups
and teams
Corbridge, M. 956
core
job characteristics 715
layer of culture 46
operational 117–18
Cork, Sir R. 4
Cornford, D. 673–4
corporate social responsibility 9,
167–8, 1053
corporate strategy 138, 157, 158, 1053
corrective action 836
correspondence principle 609
Costa Coffee 985–6
costs
control 96
ICT 674
opportunity 852
ownership 173–4
recruitment and selection 817
rising 621
stress 707
see also finance and accounting
Coulson-Thomas, C. 969
counselling 713, 771, 890
country club management 241–4
covert culture 897
Covey, Stephen 3
CPD (continuing professional
development) 412, 854, 953–4,
1053
craft technology 641
Crainer, S. 91, 93, 189
action learning 951
appraisal 765
delegation 850
groups and teamwork 519, 555
Hawthorne experiments 81
Herzberg’s theory of needs 487
human resource management 748
leadership 281
managerial change 912
organisation and management 245,
250
patterns of structure 633, 650
scientific management 72
Cranfield School of Management
950–1
Creative Model of Management (CM)
417
creativity and innovation 372, 415–17,
1053
achievement need 488
blocks 416–17
excellence 960
Japan 96–7
1070
INDEX
leadership 310
learning 415–17
motivation 500–2, 504
objective 156
organisational effectiveness 960
stages of process 416
teams 556
technology underpinning 132
theatrical 573
thinking 571
TQM 965
working in groups and teams 576
see also technology
credibility of leadership 307
critical activities 842–3
Crompton, R. 372
cross-cultural approach 42–3
see also cultural differences/national
culture
Crow, S.M. 728
Crozier, A. 428
cultural blocks to creativity 416–17
cultural differences/national culture
29–30, 34, 44–51 passim
attitudes 363
awareness of 42–3
communication 454
human resource management 51,
756, 778–9
importance of 90
job satisfaction 701, 704
leadership and 310–12
management 190
motivation 474, 500
organisational development 899
patterns of structure 649
perception 439, 454
time 50
cultural goals 148
culture, organisational 801, 889, 890,
891–9, 1059
assessment (OCA) 643
attitudes 364–5
audit 400
behaviour 42–51
cross-cultural approach needed
42–3
cultural impact models 44–7
culture-bound 43–4
diversity (Trompenaars) 49–51
five dimensions of culture 47–9
change and resistance to 914, 916
control 775, 840, 841–2, 848–9,
1053
definition/meaning 891
dress 451
empowerment 875
goals 894
importance 896–9
influences on development 894–5
job satisfaction 711, 728
learning 401, 420
levels 892
management 251–2
performance 898–9
person 803, 892, 1060
power 802, 846, 892, 1060
recruitment and selection 800
reshaping 215
role 803, 892, 1062
tasks 803, 892, 1063
TQM 967, 970
types 892–3
as understanding 44
web of 985–6
work groups and teams 520–1, 527,
534
see also norms
cultures, metaphor 32
Cunningham, I. 394, 754
customers see consumers
cycle of behaviour and perception 446
cyclical nature of learning 396, 410,
411–12
Cyert, R.M. 85
D
Dace, R. 98
Dainty, P. 150, 463
Daisley, J. 425
data protection legislation 775
Davies, P. 952–3
Davis, K. 855
Davis, L. 411
Dawson, S. 647, 664
Deal, T.E. 893
Dean, R. 986
Dearlove, D. 72, 245, 306, 487, 633
decentralisation 541, 603, 1053
advantages 608–9
advisable 609
control through 849
network 500, 559–60, 561, 1053
see also centralisation; empowerment;
flat structure; matrix structure
decision-making 88, 771
alternatives 145–6
approach 67, 71, 85, 87, 88, 1053
decision centres 842
goals 156
group 246, 247–8, 298
late and inappropriate 620
leadership 297, 298
participative 96
power 846
recruitment and selection 801,
815–16
resource allocation 156
roles of manager 207, 208, 945, 947
sub-system 129
declaration on learning 393–4
defence mechanisms 459
fixation 349, 422, 1054
projection 408, 457, 459, 1061
rationalisation 349
regression 349, 422, 1061
defence, perceptual 408, 457, 459, 1060
defensive groups 534
definition, principle of 609
Delany, K. 748
delayering 861
see also flat structure
delegation 282, 832, 849–64, 881,
1053
accountability 838, 850–1, 856
art of 857, 858
authority 850–1, 858
basis of 851
benefits 852–3, 856
and control, balance between 859
enthusiastic 880–3
excessive zeal for 849
lack and reasons for 708, 849, 853–4
leadership style 301
manager-subordinate relations 214,
850–2
systematic approach 854–6
training 85, 852, 854, 855, 857
see also autonomy; empowerment
Delphi technique 571–3
demand
flexibility 651–2
forecast 797, 798
work 210, 711, 947
Deming, W.E. 96, 104, 964, 966
democracy 137, 779
democratic leadership style 266,
291, 312, 1053
demographic changes 336
department managers see line
management
departmentalism see specialisation
Departments, government 955
Employment 717
see also Investors in People
Trade and Industry (DTI) 97, 721,
725, 955, 976
dependence on others 853–4
see also delegation; relationships
depersonalisation of orders 294
descriptive approach to social
responsibility 171
deserter management style 245
design 601–3, 796
see also job design; organisational
structure and design
deskilling 665, 666
Dessler, G. 295, 299–300, 311
determinism, technological 64, 84, 87,
663–4
development 200
centres 376
developer management style 245
motivation and rewards 474
planning 705
stage in learning 401
technology 639–40
see also management development
and performance; organisational
development; training and
development
Development Dimensions
International 314
Dick, P. 860
INDEX
1071
Dieleman, M. 749
differences see cultural differences;
individual differences
differentiation and integration 645–6
difficulties
job/task 488, 804–5
structure 613, 619
digital economy 623
see also computers; e-business;
e-language; e-learning; ICT;
Internet; IT
direct control/direction 833, 903
leadership 275, 299–300, 311, 1053
management 201–2
unity of 197, 198
see also legislation; rules and
regulations; supervision
direct observation 363
direct questions 814
Direct Telecommunications 630
disability discrimination law 775
discipline 197, 777
see also bureaucracy
disclosure duty 777
discord, group 525
discrimination see stereotyping
displaced aggression 421, 475, 476,
1054
dissatisfaction 485
disseminator role of manager 208, 947
distinctiveness criteria 455–6
distortions of perception 456–7
distributive justice 167
disturbance
handler role of manager 208, 945,
947
see also conflict
divergent learning 414
diversity 301, 1054
cultural 49–51
defining 337–8
Diversity Change Model 367–8
management 42, 207, 336
Thinking Environment 412
see also individual differences
dividing to rule 215
division of work/labour 18, 71, 197
arbitrary 208–9
organisational structure 603, 605–8
see also scientific management
Dockrell, W.B. 415
doing 555
and managing distinct 200–2
Dollard, J.C. 408
domestic and family work 368, 371,
373, 379–80
Donaghy, R. 771
Donkin, R. 950
Donovan Report 86
double-bind situation 377
double-loop learning 417
Douglas, M. 212, 568, 758
downsizing 612, 734, 903
Drake, R. 368
dreaming, collective 315
dress 451
drive, personal 950
Drucker, P.F.
leadership 259, 287, 921
management
by objectives 249
human resource 756, 788
limitations 268
scientific 72
social history of 190
tasks 199–200, 202, 205, 214, 216
time 265
organisations
basic principles 819
responsibilities and goals 144,
155–6, 165
strategy 160, 978
structure 597, 601, 602, 904
Drummond, H. 33, 195, 834, 871, 966
DT (Direct Telecommunications) 630
du Gay, P. 681
dual labour market theory 369
Due Billing, Y. 366, 377–8
Dunderdale, P. 960
duties 169, 777
Dwivefi, A.N. 937
dynamics
group 154, 573, 585, 1055
information 451
interpersonal perception 445–8
personality 340–1
E
Earl, M. 160
early life 37, 340–1, 346
e-business 13, 18–19, 1054
change management 913
dot-com investment frenzy 166
strategies 160–1
economic/economy 29
environment 959
future 127
goals 148, 155
see also profit
motivation see rational–economic
concept of motivation
organisations 106, 122, 123, 1054
performance see performance
rewards 473
SST (socio-economic shaping of
technology) 663, 667
sub-systems 129
theories of gender 369
view of job satisfaction 705
Eden, C. 633
education (schooling) 955
gender 367, 370
and intelligence 356
stereotyping 457
teacher as manager 191–2
training linked to 759
see also learning; training and
development; universities
Effect, Law of 405
effectiveness
and activity 265–6
apparent 263
control and power 842–3, 856, 869
defined 263
and efficiency 260, 959
human resource management 780–1
leadership 82, 312, 313–14
least preferred co-worker scores 296
management 259–65, 945, 948
development 962, 979
general criteria 264–5
measures of 135, 260, 945, 948
3D model 261–4
see also management behaviour
and effectiveness
performance and profit 165–6
personal 263
recruitment and selection 801,
817–19
relationships 135
T-groups 574–5
work groups and teams 523, 533–4,
575–7, 959
see also efficiency; organisational
effectiveness; success
efficiency
contract 702, 732–3
and effectiveness 260, 959
inputs and outputs 260, 945, 948
lack of 71–2, 259, 620
management 233, 260, 945, 948,
1058
organisational 378
production 135
see also effectiveness; rewards and
incentives; scientific
management
effort expectancy model 492, 493
EFQM (European Foundation for
Quality Management) 971–5
Egan, G. 36, 897
ego 348
-defensive attitudes 362
performance 409
states 449–50
see also self
EI (emotional intelligence) 337–8, 359,
377
elaborating function 566
e-language 453
e-learning 392, 430, 697, 761, 1054
electronic panopticon 612, 665, 1054
Electronic Point-of-Sale 678, 679–82
elements
functional 537, 604, 1054
of management 196–7, 199
Eliot, T.S. 171
Elliott, R.D. 916
Ellis, S. 860
e-mail see Internet and web
Emmott, M. 38
Emotional Competence Inventory 359
emotions/emotional 135, 257
ability 337–8, 359, 377
affiliation needs 473, 483
blocks to creativity 416–17
1072
INDEX
body language 450–1, 453–4, 813
competence 359
control provoking 664
expression 346, 566
gender and politics 366–8
intelligence 337–8, 359, 377
leaders and 312
learning and 391–2
love needs 480–1, 484
organisational change 916–17
projection 459
resilience 950
societies 50
sub-system of individual members
129
see also frustration; stress
emotivism 169
empiricists 355–6
employee(s)/staff
absenteeism 700, 707, 741
-centred supervisors 290
commitment 901–3
involvement 722, 758, 764, 771
Japanese 96–7
loss of see turnover, labour
loyalty see commitment and loyalty
organisation 548, 1063
change 915–20
structure 607
ownership 505
performance appraisal 156, 251
see also MBO
power see empowerment
profile 735
relationships 548, 613, 614, 615,
1063
see also employment relations;
trade unions
as resource see human resource
management
retention 374–6
rewards see pay; rewards and
incentives
satisfaction 283
in 7-S framework 284, 961
stable tenure 198
stakeholders 164
surveys 102–3
training see training
welfare 161, 901
work see job; work groups and teams
see also delegation; human resource
planning; morale; motivation
and rewards; performance,
organisational; recruitment
and selection; subordinates,
relations with
employment relations 707, 771–7,
781, 1054
behaviour 775, 776–7
contract, regulating 774–7
legislation 774–7
new kind of 773
pluralistic perspective 86, 709,
773–4, 1060
policy 772
responsibility for 777
unitary perspective 86, 709, 773–4,
904, 1064
see also employee(s)/staff; human
resource management;
subordinates, relations with;
trade unions
empowerment 19, 654, 859–63, 873–6,
1054
benefits 859, 863–4
and bureaucracy 658
change 916
competence 874
definition/meaning 860–1
effective/ineffective 856
job satisfaction 723
leadership 282, 303
management development 214,
943–4
need for 859, 873
true 861
work group 104
see also control and power;
delegation
encouragement 412, 566
end-results 248, 253, 254–5
energising others 376
engineering
company in Malaysia 629
computer-aided 672–3
technology 641
see also re-engineering, process
Engineering Employers’ Federation
710
English Nature 400
enlargement, job 658, 714, 718, 1057
enrichment, job 658, 704, 714–17,
718, 1057
entrepreneurial role 208, 945, 947
environment 28, 35
blocks to creativity 416–17
change 85, 621, 907, 911
and community 165
cultural differences 50
culture, organisational 895
economic 959
future 127
goals, strategy and responsibilities
161
influences 124, 125
and intelligence 355
job satisfaction 701, 704
management 206
patterns of structure 641–6
Burns and Stalker study 642–3
Lawrence and Lorsch study 644–6
mixed forms 643–4
and perception 446–7
Thinking Environment 412
work groups and teams 530–1
see also external environment;
internal environment
Enz, C.A. 701
EOC see Equal Opportunities
Commission
EPOS (Electronic Point-of-Sale) 678,
679–82
Equal Opportunities Commission 379,
725, 804, 812
equality 336, 378
Equality Direct 336, 379
motivation and rewards 474
opportunities 336, 367–8, 379, 725,
804
pay, legislation on 775
thinking 412
see also equity; gender
equity/fairness 198
fair day’s work 71, 72
fair and equitable treatment 253,
254, 258
lack of see inequity
perception 497–8
process 361
rewards 492, 493, 901
tests 361–2
theory of motivation 474, 489,
496–8, 500, 907, 1054
see also equality
Eric and Kipsy case study 56–62
Erikson, E. 94, 346–7
Ernst, D. 688
errors of perception 456–7
Erstad, M. 863
essential nature of work 200–2, 566,
568–9
esteem needs 480–1, 483, 484
ethics, business (and morality) 8, 11,
1052, 1054
agenda 174–5
business circles 175
codes of conduct 162–3, 177–8, 451
consequentialist view 169
contract 39, 702
ethical foundation 150
group 570
human resource management
750–1, 764
investment 166
involvement 764, 844–5
job satisfaction 705, 718, 733
performance appraisal 764
social responsibility 9, 166–7,
168–70, 171–6, 1006
see also values and beliefs
ethnicity see cultural differences
ethnocentric approach 778
Etzione, A. 122, 145, 148, 156, 844–5
Eurasia Electronics 997
Europe and EU (European Union) 42, 43
dress codes 451
employment relations 775
employment strategy 772
human resource management 751,
779–80
industrial democracy 779
job satisfaction 743
leadership 327–9
management development 955, 980,
988–90
INDEX
1073
Europe and EU (European Union)
(continued)
national cultures 45–51 passim
organisational development 924–7
organisational goals, strategy and
responsibilities 161
patterns of structure 649–50, 651
perception 439
recruitment and selection 804
working time regulations 775–6
works councils 779–80
European Foundation for Quality
Management 971–5
European Work Organisation Network
988–90
evaluation
empowerment 876
human resource management 783, 785
Leadership and Management Model
956–7, 958
performance 219
role 577
technology 678
training 759, 771
see also performance appraisal
Evetts, J. 373
evolutionary change 912
EWON (European Work Organisation
Network) 988–90
example, leading by 303
excellence 898
attributes 960–1
EFQM model 971–5
see also quality
excitement, sense of 902
exercise and association theory of
learning 403
exit interviews 818
expectancy theories of motivation
436, 489–95, 500, 1054
implications 495
Lawler’s revised 494–5
Porter and Lawler’s 492–4
Vroom’s 489, 490–2, 504
expectations 38
changing 375
and experience, fit between 732–3
group 528
motivation and rewards 471, 472–4
see also content theories of
motivation
needs and 471, 472–4, 475
see also hierarchy of needs model
role 480, 537–8, 539, 1062
see also goals and objectives
experience
coaching 312–13
early life 37, 340–1, 346
and expectations, fit between 732–3
learning from 400, 438–9
management development 945
personality 340–1
security of past 914
experimentation 411
expert power 258, 306, 308, 1054
see also bureaucracy; knowledge
explicit knowledge 356, 396, 1054
exploitive authoritative management
system 245, 247, 867, 947
external environment 109, 189, 1054
change 85, 621, 907, 911
conflict 907
interactions with organisations
126–7
management 206
organisational behaviour 907
organisations 126, 127
see also community; open systems;
organic system; responsibility;
stakeholders
external factors/attributes 392, 440–1,
455, 456
external response to stress 712
external threat 529, 530
external training 759, 760
extrinsic motivation 419, 472, 1054
see also process theories of motivation
extroverts 343–4, 345, 350–1, 402, 414
Eysenck, H. 343–4
F
Fabrique Décor 658–9
facilitating learning 417–19
facilitator role 861
fairness see equity/fairness
Falcon Car Company 743
fallacy of single objective 155–6
families 379–80
see also domestic and family work
Farnham, D. 114, 815
Farr, G. 998, 999
Farrar, M. 975
Farren, C. 472, 954
favourability of leadership situation
286–7, 295, 296–7
Fayol, H. 43, 67, 68, 152, 194
management process 196–8, 199
fear of unknown 914
feedback 574
360° 365–6, 378, 702, 765–6, 1051
continuous 771
control and power 832
development 948
intrinsic 948
job enrichment 715–16
learning 410, 411, 949
motivation 488
performance appraisal 764, 770,
771, 786–7
task 301
upward 702, 765, 1064
feelings see emotions
Feltham, R. 361
feminine leadership style 376–8
Fenton, M. 205
Ferris, J. 880, 881–2
Fiedler, F.E. 295, 296–7, 309
Field, F. 173
field dependence/independence 438
figure and ground 441, 445
figurehead role of manager 207, 945,
947
finance and accounting 906
approach to management
development 944
budgetary control 870–1
control and power 867–71, 883–4
flexibility 651
providers 164
resources objective 156
rewards 505
tax changes 911
see also costs; economic; investment;
money; pay; profit
Fincham, R. 845
Finlay, P. 306
first expectancy 494–5
first-order factors 123
Fisher, C.D. 747
Fisher, S. 558
Fitzgerald, S. 318, 787
Fitzpatrick, T. 689
fixation 422, 476, 1054
flat structure 7, 545, 612, 1054
commitment 903
difficulties 613
individual differences 336, 373
information technology 613
teamwork 521
see also matrix structure
Fleming, L. 512
Fletcher, W. 254, 454
flexibility
competitive 779
constructive 779
control and power 843, 848–9
demand for 651–2
flexible working 380, 704, 718,
724–7, 736–8
human resource management 756
individual differences 374, 379
IT 688
management work 211
need for 51
structural 87
technology 674, 685
workforce 653–4
working arrangements 651–2, 669,
1054
job satisfaction 704, 718, 724–7,
736–8
see also contingency approach;
shamrock orgnisation
Flores, G.N. 93, 499
fluid intelligence 357
Follett, M.P. 236, 294
followers 295, 300–1
Foppen, J.W. 259
Ford, H./Fordism 72
see also mass production
forecasting see future
formal assessment 948
formal goals 128, 147–8, 1054
formal groups 469, 525–7, 1054
formal organisations 98, 115–17, 135,
1054
defined 116
and informal compared 136
1074
INDEX