Mullins L.J. Management and organisational behaviour, Seventh edition
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see also bureaucracy; control and
power; organisations
formal process, learning as 390
formal relationships 603, 613–15
formal role expectations 539
forming 475, 529, 532, 1055
Forte, Lord C. 597
Forte, R. 754
Foskett, J. 737
Fox, A. 86, 773, 774
Francesco, A.M. 43, 44, 500, 778
freedom
of action 855, 857
of information legislation 775
loss of 913
Freeman, E. 173
Freemantle, D. 251–2
French, E. 380
French, J.R.P. 306–7, 846
French, W.L. 888, 889, 912
Freud, S. 346, 347–9, 459
Friedman, D.A. 673–4
Friedman, M. 167, 172, 173
Friesen, G.B. 146–7, 860–1
frustration 421, 702, 1055
-induced behaviour 475–7
Fullan, M. 282–3, 309, 314
Fullerton, J. 337
Fulmer, R.M. 316
functions/functional
element 537, 604, 1054
flexibility 651
foremen 70, 72
goals 146–7
harmonising 524–5, 566, 567
human resource management 751–2
integrating 708
leadership 261, 286, 287–9, 1055
principle 68
relationships 547, 613, 614, 1055
roles 558
task
organisations 537, 603, 604–5,
639–41, 1063
work groups and teams 505, 529,
530, 564–5, 566, 1063
Furnham, A. 344, 370, 558
future/forecasting/prediction
behaviour 363–5
expectations see goals and objectives
leadership 137, 315–16
learning 428–9
manager 134, 214–15
motivation 471
organisations 126–7, 137
staffing needs 797
Tomorrow’s Company 971
of work 773
G
Gadd, K. 897
Galbraith, J. 662
Gallwey, W.T. 409
Galton, F. 355
Galunic, G. 256, 903
gap analysis 977, 978, 1055
Garcia, B. 806
Gardner, H. 358–9
Garratt, B. 394, 399, 401, 963
Garrett, A. 818
Garvin, D.A. 400
gatekeepers 371, 566, 615
Gay, P. du 681
Gekko, G. 172
gender (mainly women) 366–80
career development 372–6
discrimination
glass ceiling 331, 462, 1055
legislation 336, 766–7, 775
perception 458, 459–62
economic theories 369
education 367, 370
emotions and politics 366–7
homosociability 371–2
leadership, feminine 376–8
managers and leaders, women 287,
372, 376–8, 462
networks, women’s 375
positive approaches 378–80
psychological sex differences 369
sex power differential 80, 370
sexual harassment 354, 368
shaping 335, 370, 1055
socialisation 370–2
status and position 368–72
stereotyping 458
technology 667
work 370–2
see also glass ceiling above
see also domestic and family work;
equality; masculinity
general intellectual functioning 360
general managers 209–10
see also manager
General Systems Theory (GST) 83
genetics and intelligence 355–6
genotypic factors 123
geographical location see location
German system (works councils) 779–80
Gestalt principles 451
Ghoshal, S. 39, 267–8, 619
Gibson, J.M.B. 119, 336–7
Giordano, R. 596
Giuliani, R. 795
Glaser, R. 410
glass ceiling 331, 367, 462, 1055
globalisation 42–3, 198, 623
contingency approach 637
global layer of culture 46
global responsibilities 162
human resource management 751,
755
technology 686, 689
see also cultural differences
Goaddoué, J. 972
goals and objectives 145–57
achieving 104
alteration 149
clarification 200–1, 603–4, 796, 833,
854–5, 946
classification 148–9
conflict management 908
control 843
culture, organisational 148, 894
delegation 854
deployment 974
economic 148, 155
see also profit
excellence 974
formal 128, 147–8, 1054
functions 146–7
goal model approach 126, 145, 1055
group 135
human resource management 766
ideologies and principles 150–1
individual and organisational
integrated see Theory Y
informal 128, 147–8, 1056
integration 147–8
job satisfaction 705
leadership 284
path–goal 295, 299–300, 311
management 200
process 195–6
mission statements 133, 151–2, 1058
motivation and rewards 471–5
process theories of 445, 489,
498–9, 1055
organisational structure 603–4
people and 115
performance 498, 499, 764
personal 105, 135, 147–8, 155
policy 152–4
QWL as 718
review and stress reduction 712
setting 498, 728
shared 284
single, fallacy of 155–6
social 155
structure 596–7
training 758
understandable 147, 842
values and beliefs 129, 145–6
see also expectations; MBO;
organisational goals, strategy
and responsibilities; profit;
Theory X; Theory Y
Goffee, R. 377
Gold, B.A. 43, 44, 500, 778
Gold, J. 820
golden handcuffs 670–1
golden rule management 256–9
Goldsmith, J. 18, 71, 77
control 849
managers 215
organisation 137
behaviour 30
culture 898, 900, 914
development 150–1, 912
hierarchy 601, 624, 835
strategies and excellence 962, 981
Goldsmith, M. 316
Goldthorpe, J.H. 33, 86, 535
Goleman, D. 312, 359
Goodman, M. 416
INDEX
1075
Goss, D. 353, 776
gossip 135, 847
government 165, 601
see also legislation; local government;
public sector organisations
Grahl, J. 779
Graicunas, V.A. 610
Grant, A.M. 419
grapevines and gossip 135, 847
graphology 747, 809, 1055
Gratton, L. 3, 31, 137, 152, 498
gap analysis 977, 978
people management 251, 253, 315,
747, 868, 902
Gray, J.L. 136, 353, 623
Grayson, D. 162, 389, 478
Green, J. 77, 212, 256, 452, 532–3,
568, 847, 864
Greene, A.-M. 337
Greene, J. 419
Greenhalgh, L. 237
Gregory, R.L. 444
grid training 890
see also Managerial/Leadership Grid
Grieves, J. 888
Griffith, V. 258–9, 524–5
Grinder, J. 448
Grint, K. 51
Gross, R.D. 348, 362, 369
group 28, 35, 462, 1055
dynamics 154, 573, 585, 1055
formal 469, 525–7, 1054
informal 469, 526–7, 1056
norms see norms, group
see also cohesiveness; work groups
and teams
grouping principle and perception
441–2, 445
groupthink 570, 1055
GROW model of coaching 419
growth
and development objective 154, 155
factors (motivators) 82, 431, 1058
intellectual 409–10, 504
needs 483, 484
psychological 75, 82
Guerrier, Y. 421
Guest, R.H. 84
guidance, delegation 855
guidelines 154, 528
see also policy; rules and regulations
Guilford, J.P. 357–8
Guirdham, M. 434, 446, 523, 555, 569,
857, 858, 902
Gullett, C.R. 842
Gwyther, M. 707
H
habit and resistance to change 913
Hackman, J.R. 715, 716–17
Hall, E.T. 46, 50–1, 439
Hall, M.R. 46, 50, 439
Hall, P. 535, 569
halo effect 407, 457, 458, 1055
Hambrick, D. 570
Hamlin, B. 335, 921
Hammer, M. 968
Hammerstein, A. von 927
Hampden-Turner, C. 45, 49, 601
Handy, C.B. 517, 701, 708
organisations 652–4, 892, 959
Handy Report 954–5
Hanger Insertion Programme 72–3
Hannagan, T. 251, 499, 597–8, 870
Hannington, T. 205
happy/productive worker 704, 721,
729–30
harassment 318, 354–5, 368, 1055
hard skills 212–13
Hardman, R. 573
harmonising function 524–5, 566, 567
Harris, M. 372, 667, 669
Harrison, M. 675–8
Harrison, R. 374, 398, 400, 401, 892, 897
Hart, J. 908
Hartman, S.J. 728
Harvey-Jones, Sir J. 281, 662
Hawthorne experiments 78–81, 370,
520–1
Hay Group 359
Hay Management Consultants 400
Hayes, D. 666, 713
Haythornthwaite, R. 573
Hazard, H. 21, 951
HCM (human capital management) 4,
369, 1055
H-creativity 415–16
Head Start 356
headhunting 806
health
organisational 900–1, 905
and safety 538, 706, 710
see also stress
Health and Safety Executive 706, 710
Heider, F. 365, 455, 489
Heim, A. 360
Heineken 523, 524, 898
Helgaton Ltd 102–6
helicopter 550–2
Heller, R.
European strategies 961–2
management
by objectives 251
development 214–15, 943
human resources 722, 730
Japanese 90, 241
TQM 966
organisations
change 910
culture 898
structure 597, 602, 623
teamwork 523, 524
Hellriegel, D. 30, 31
Helms, M.M. 157, 475, 960
Henry, J. 416
Herbertson, I. 42
Herman, S.W. 33
Hersey, P. 129, 295, 300–1, 302
Herzberg, F. 480, 499, 705
two-factor theory of motivation 82,
431, 484, 485–7, 700, 714
Hicks, H.G. 842
Hicks, L. 365
learning 389–431
perception 434–67
Springboard 425–7
Hickson, D. 649
hidden behaviour 574–5
hierarchical structure 104, 601, 624, 835
bureaucratic 75, 76–7
decreasing see flat structure
importance of 600–1
obsolete 610
tall 545, 612, 1063
see also authority; control and power;
leadership; scalar chain
hierarchy of abilities 357
hierarchy of needs model (Alderfer)
484–5
hierarchy of needs model (Maslow)
81–2, 238, 426, 480–3, 484, 500,
1055
applying 483
evaluation 482–3
job satisfaction 482, 705, 717
modified 483–5
motivation and rewards 480–5
survival 154
hierarchy of needs model (Stum) 483
high-context cultures 50–1
high-performance team 562
Hill, F.M. 969
Hill, W.E. 437
Hiltrop, J.M. 39, 903
Hirst, L. 736
historical context 894
HIV/AIDS 777
Hoames, J. 934–5
Hochschild, A.R. 380, 726
Hockney, C. 460
Hodges, A. 162, 389, 478
Hofstede, G. 45, 46, 47–9, 311, 500
Holden, L. 799
holistic approach 944
Hollinsworth, M.J. 284
Holloway, A. 797
Holpp, L. 519
home and work see work/life balance
homosociability 371–2
Honey, P. 394, 402, 413–14
Hooper, A. 282, 920–1
horizontal job design 714
horizontal perspective see BPR
Horlick, N. 477
Horn, C.A. 774
Horney, K. 349
Horton, S. 114
Horwitz, F.M. 773
hospitality industry (mainly hotels)
attitudes 365
employment contract 776
job satisfaction 701, 717, 723
management 227–34
patterns of structure 642
recruitment and selection 805
work groups and teams 537, 540
see also public houses
1076
INDEX
hospitals see NHS
hostility 345
hotels see hospitality
hours of work 724–6
House, R.J. 295, 299–300, 311
housekeeper style of leadership 309–10
Hovertec plc 550–2
Howe, M.J.A. 356
HRM see human resource management
HSE (Health and Safety Executive) 706,
710
Huczynski, A. 665
Hudson, A. 713
Hull, F. 640
human capital management 4, 369,
1055
human element see people
human relations approach 64, 67,
78–82, 87, 88, 634, 1056
control and power 834–5
criticised 86
evaluated 80–1
Hawthorne experiments 78–81, 370,
520–1
neo-human relations 68, 81–2, 88,
1058
sex power differential 80, 370
see also employee(s); group; human
resource management; human
resource planning; people; work
groups and teams
human resource management 13, 39,
746–94, 1056
action 783, 785, 919
activities 750
case studies and examples 790–2
competencies-based 748–9, 753,
760, 1052
conflict management 908
cultural differences 51, 756, 777–8
definition/meaning 747–9
effectiveness 780–1
empowerment 875
function 751–2
German system 779–80
importance 755–6
international dimensions 778–80
job satisfaction 729
management development 979
manager 752, 797, 798, 801
personnel management debate 747
policies 153, 749–50
shared responsibility 752–5
strategic approach 748–9
time taken on 210
TQM 965
training and development 756–62,
791
management of 758–61
see also Investors in People
work groups and teams 529, 530
see also employee(s); employment
relations; human
relations approach; people;
performance appraisal; training
and development
human resource planning 735,
795–826, 1056
case studies and examples 825–6
management development 949
manager 799, 976
problems 799–80
stages 797–8
value of 798–800
see also employee(s); recruitment and
selection
human rights legislation 164, 170, 775
human sub-systems 129
humanisation, work 81, 378
Humble, J.W. 868
hunger need 487
Hunt, A. 371
Hunt, J.W. 346, 647
Hunter, J.E. 250
Hutton, W. 173
hybrid (mechanistic and organic)
structure 643–4
hygiene/maintenance (two-factor)
theory of motivation 82, 431,
484, 485–7, 700, 1056
Hyman, J. 754
I
IBM 846
bureaucracy 76
Code of Conduct 162, 177–8
culture, organisational 47–9
flexible working 736–7
individual management model
217–20
leadership development 318–20
people management 252, 253
iceberg, organisational 31
ICT (information and communication
technology) 134, 623, 674,
686–7
job satisfaction and work performance
703–6
management development 963–4
see also IT
identification 18, 474
ideologies and principles 130, 150–1,
1059
see also ethics; values and beliefs
idiographic approaches to personality
306, 342–3, 346–7, 1056
IDS (Income Data Services) 478
if–then matrix relationship 635, 636
illusions 442–5, 570
imagination and creativity 415–16
imitation 408
IMM (individual management model)
217–20
Immink, M. 737–8
impersonality of bureaucracy 75
implementation
implementer team-role 557, 581
leadership 310
organisational development 890–1
policy 153
see also strategy
implied ego state 450
impoverished management 241–2
impression management 451
improvement 974
job satisfaction 705
organisational performance see
control and power; management
development and performance;
organisational development
see also continuous improvement;
job redesign and improvement
incentives see rewards and incentives
incidental learning 391–2
inclusion 401
income see pay
incompatibility 481, 539, 1062
see also conflict
incongruence, role 479, 537, 616, 708,
1062
independent communication network
560
indirect control 903
individual authority relationships
613–15
individual differences 10, 27–8, 35,
333–88
attitudes 326, 362–6, 1051
see also behaviour; values and
beliefs
change, resistance to 913–14
changing management of 336–8
goals and objectives see Theory X;
Theory Y
job satisfaction 701, 704
management and model (IMM) 197,
217–20
needs 438–9, 577
perception 435
personal (centralised) control 775,
840, 841, 1060
roles in group 564–5
societies 50
see also behaviour; conflict; cultural
differences; emotions; gender;
intelligence/ability; job
satisfaction and work
performance; motivation and
rewards; people; person/
personal; personality; self; stress
individual goals integrated with
organisational see Theory Y
individual management 217–20
see also manager
individualism 38, 303, 729
culture, national 500
see also Australasia; Canada;
Europe and EU; United States
culture, organisational 47–9
work groups and teams 525
see also individual differences;
learning; motivation and
rewards; perception
induction and follow-up 401, 801,
802, 816–17
industrial relations see employment
relations; trade unions
INDEX
1077
Industrial Tribunals legislation 775
ineffectiveness 267–8
inefficiency 71–2, 259, 620
inequity 496–7, 505, 907
see also equity
inferred attitudes 363–4
influence
change as loss of 914–15
control through 848–9
leadership 215, 303, 306–7, 308
see also control and power
informal assessment 948
informal communication 371
informal goals 128, 147–8, 1056
informal groups 469, 526–7, 1056
informal leadership 135
informal organisations 100, 134–6,
598, 1056
control 866
functions 135–6
see also human relations approach
informal (personal) power 306, 782,
847, 848, 1060
informal relationships 520–1
informal role expectations 539
informal social relations 520–1
informal territory ownership 907
informating technology 612, 665,
1056
information 18
and communication technology see
ICT
control 869
dynamic 451
job satisfaction 705
management 198
processing, perception as 436
as raw material 688
right of 779
roles of manager 208, 945, 947
seeking/giving function 566
sharing 376
skills 760
static 451
sub-systems 129
technology see IT
and Thinking Environment 412
TQM 965
see also knowledge
Inglis, S. 951
initiation 566
stage in technology adoption 675–6
initiative 198, 567
innovation see creativity
inputs
changes and inequity 496–7
efficiency 260, 945, 948
open-systems model 124, 125
inspirational leadership 281–2, 286,
303, 304–6, 377, 1056
Institute of Administrative
Management 39, 195, 198, 943
Institute of Chartered Secretaries and
Administrators 151, 194, 954
Institute of Employment Studies 374
Institute of Management 35, 237
flexible working 724
job satisfaction 719, 724
management development 944,
954–5
stress 708
TQM 964
see also Chartered Management
Institute
Institute of Personnel and
Development 379, 502, 747,
755, 772, 783
Institute for Social and Economic
Research 709–10
institutional level of power 845
instrumentality
attitudes 362
expectancy theory 490–1
motivation and rewards 474
orientation 27, 33, 473, 1056
see also expectancy theories of
motivation; scientific
management
integration/integrating
activity, management as 34–6, 195–6
approach to social responsibilities
171
behaviour model 944–8
and differentiation 645–6
functions and stress 708
goals 147–8
individual and organisation see
Theory Y
management development 944–8,
951–2
technology 689
integrity, personal 376
see also ethics; social responsibilities;
values and beliefs
intellectual capital 755
intellectual functioning 360
intellectual growth stages 409–10
intellectual property 397
intellectual stimulation 303
intelligence/ability 355–9
expectancy model 492, 493
intervention and IQ 356
measurement/tests 356, 358, 360–2
organisational effectiveness 959
types of 358
conceptual 41, 182, 212, 1053
emotional 337–8, 359, 377
see also competence; skills
intentions 471, 534
see also goals and objectives
interaction/interactionism
analysis 504, 563–5, 1056
group and team members 555–6,
563–5
leadership 376–7
see also conflict
inter-group conflict 533
internal environment 85, 189, 206,
911, 1056
see also culture, organisational
internal factors and perception 437–9
internal forces/attributes 455, 456, 911
internal marketing 617
internal motivation and rewards 474
internal processes and learning 392
internal response to stress 712
internal training 760
international careers 372
internationalism see globalisation
Internet and Web 397, 686–7, 706, 927
e-language 453
e-learning 392, 430, 697, 761, 1054
intranet 397, 682–4
recruitment 807–8
see also e-business
interpersonal role 207, 945, 947
see also human relations approach
intervening variables 248
interview, exit 818
interview, recruitment 352–3, 801
panel 812–13
style and questions 813–14
intimate allies 316
intranet 397, 682–4
intrinsic feedback 948
intrinsic motivation 419, 472, 1056
intrinsic satisfaction 473
introduction of technology 618, 677,
1056
see also adoption of technology
phases
introverts 343–4, 345, 350–1, 402, 414
intuition 193, 351, 438
inventory control 869
inverted organisation 617
investment 42, 166, 914
technology adoption 676–7
Investors in People 214, 699, 1056
human resource management and
Standard 761–2, 783–5, 956
job satisfaction 722
leadership 285, 314, 956
invisible culture see norms, groups;
values and beliefs
involvement 919
alienative 844–5
calculative 844–5
control and power 844–5
employee 722, 758, 764, 771
empowerment 718, 861
manager 253, 254
moral 764, 844–5
TQM 965
see also participation
invulnerability, illusion of 570
irreplaceability 846
Irvine, L. 906
isolation 702–3
IT (information technology) 117,
133–4, 673, 686, 1056
change, organisational 917, 923–4
control systems 839–40
Electronic Point-of-Sale 678, 679–82
enslaving 706
informating technology 612, 665,
1056
1078
INDEX
knowledge workers 500–2, 504–5
organisational structure 613, 623,
670
work groups and teams 535
see also computers; ICT; technology;
telecommunications
Ittner, C. 977
Iyengar, B.K.S. 410
J
Jacklin, C. 369
Jackson, C. 361
Jago, A.G. 295, 298–9
James, G. 453, 568, 764, 965
Jamison, C. 708
Janis, J.L. 570
Japan/Japanese
culture 48, 49, 50, 439
management 43, 90–1, 93, 95–8, 104
quality circles 727
Theory Z 211, 240–1, 1064
see also TQM
Jay, A 523
Jebb, F. 601
Jerome, J.K. 699
job
analysis 740, 802–3, 806, 1056
applicants see recruitment and
selection
content 82
demands of 210, 711, 947
description 135, 740, 802–3, 804–5,
1057
design see job design; job redesign
and improvement
Diagnostic Survey (JDS) 716
difficulties and distastes 804–5
enlargement 658, 714, 718, 1057
enrichment 658, 704, 714–17, 718,
1057
involvement 717
role experts 815
rotation 658, 714, 718, 1057
satisfaction see job satisfaction and
work performance
time 266
title, manager as 191
see also career; employee(s);
recruitment and selection; tasks;
work
job design 105, 658, 700, 713–20, 728,
1057
contextual factors 704, 728–9
definition/meaning 714
job enrichment model 658, 704,
714–17, 1057
organisational change 920
job redesign and improvement 658,
704, 714–15, 717–20, 970, 1057
job satisfaction and work performance
13, 646, 697–745, 1057
case studies and examples 741–3
control 853, 866
definition/meaning 700
dimensions 700–3
expectations and experience 732–3
and ICT 703–6
low see alienation; stress
management and 253, 255
see also job design; job redesign;
stress; work/life balance
Johari window 574, 575
Johnson, G. 132, 151, 754–5, 895
Johnson, R. 860
Johnson, T. 454
Jones, A.M. 203
Jones, G. 377
Jones, J. 337, 410
Judge, Sir Paul 282
judgement and perception 452–3
Juncaj, T. 771
Jung, C. 349–50
Juran, A.M. 96
Just in Time (JIT) 97
justice 167, 750
K
Kahwajy, J. 525
Kaizen 96, 964–5, 1057
Kalinauckas, P. 418
Kanban 97
Kandola, B. 815
Kandola, R. 337
Kannett, M. 313
Kant, I. 170
Kanter, R.M. 202, 258–9, 371
Kaplan, R.S. 156
Karlberg (Falcon) 743
Kast, F.E. 129, 912
Katz, D. 123, 362
Kay, J. 166
Keep, J. 335, 921
Kellaway, L. 725
Kelley, H.H. 455, 489
Kelly, G.A. 343, 350
Kennedy, A.A. 893
Kennedy, J.F. 44
Kermally, S. 19, 160–1, 771
Kerr, C. 396–7
Kets de Vries, M.F.R. 349, 472–3
Khan, R.L. 123
Kiely, J. 487
Kilmann, R.H. 966
Kimberly, J.R. 17–18, 634, 651
kinaesthetic intelligence 358
King, H. 418
King, N. 485
King, R. 442
Kingsmill, D. 4
Kinsella, R.P. 398
Kirton, G. 337
Klein, M. 349
Kline, N. 412
Kline, P. 345, 378
KM (knowledge management) 356,
395–9, 950, 1057
Knasel, E. 861, 968
Knights, D. 33–4, 190, 216, 843, 978
knowledge 18
attitudes 362
contract 702, 732
explicit 356, 396, 1054
and information 18
knowers 555
know-why and know-how 396–7
management 356, 395–9, 950, 1057
new forms of 356, 396
see also ICT; Internet; technology
self- 950
sharing 77
successful company 37
tacit 356, 396, 1063
workers and motivation 500–2,
504–5
see also information; learning;
specialisation
Kohler, W. 409
KOL (knowledge in line) 397
Kolb, D. 396, 402, 411, 413–14
Koontz, D. 533
Kotter, J.P. 37, 207, 209–10, 288, 916,
979
Kouzes, J.M. 307
Kreitner, R. 302, 311, 471, 497, 966
Kriegel, R. 554
Kyle, G. 737
L
La Pierre, R.T. 363
labour see employee(s)/staff
laissez-faire (genuine) leadership style
266, 291, 1057
Lampel, J. 399
Lane, T. 84, 134, 963–4
Langford, V. 265, 979
language 439, 453
body 450–1, 453–4, 813
neuro linguistic programming 448,
1059
Larcker, D. 977
large batch and mass production
639–40, 839
Lashley, C. 861
lateral relationships 548, 1057
Latin America 47, 48, 50–1, 97, 650
Latour, J. 668
law see legislation
Law, A. 134, 668, 706
Lawler, E.E. 504, 832, 865
expectancy theories of motivation
489, 490, 492–5, 496
Lawrence, P.R. 641–6, 655, 780
Lawton, A. 119–20
layers (strata) of culture 45–6
L-data 344
leaderless group discussions 811
leadership 10, 44, 253, 280–331, 1057
achievement-oriented 276, 299–300,
311, 1051
action-centred 262, 1051
approaches 285–306
Autoglass example 317–18
behaviour 286, 289–90, 292–4
best form lacking 309–10
Business Excellence Model 972
case study 327–9
charismatic 121, 302–3, 304, 327–9
conflict 908
INDEX
1079
leadership (continued)
contingency theories/models 286,
295–300, 311
Fiedler’s 295–6
path–goal 295, 299–300, 311
Vroom and Jago 298–9
Vroom and Yetton 296–8
control and power 281–2, 296,
306–8, 866–7
cultural dimensions 310–12
definition/meaning of 281–2
democratic 266, 291, 312, 1053
development 215, 314, 579–84
directive 275, 299–300, 311, 1053
effective 82, 312, 313–14
emotional intelligence 359
feminine 376–8
followers or groups, readiness of
295, 300–1
functional/group/content 261, 286,
287–9, 1055
future 137, 315–16
grid see Managerial/Leadership Grid
group see work groups and teams
below
IBM Leadership Development
318–20
importance of 282–3
informal 135
inspirational 281–2, 286, 304–6,
377, 1056
laissez-faire (genuine) 266, 291, 1057
management 104, 105, 189, 237,
283–5, 1057, 1058
development 956–9
Leadership and Management
Model 956–8
Managerial Leadership Grid 211,
241–5, 285, 1057
organisational effectiveness 959
participative 276, 297, 299–300,
301, 311, 376, 1060
power and influence see control
above
qualities or traits 286, 287
relationship 307, 309
roles and styles 207, 286, 291–2,
309–10, 945, 947
situational 270, 286–7, 294–7,
300–1, 1062
styles 286, 291–2, 866–7
successful 317–18, 787
supportive 275, 299–300, 311, 1062
training 288, 318–20
transactional 279, 301–2, 305, 1064
transformational 279, 286, 301–4,
305, 1064
uncertainty 282–3
work groups and teams 288–9, 529,
530, 536
see also authoritarian/autocratic
leadership style; delegation;
management; manager;
senior/top management
leading questions 814
lead-manage-do 218–19
lean production 96, 960
learning 10, 350, 389–433, 1057
action 430, 852, 951, 1051
applied to organisations 420
behaviour see behaviourism and
learning
case studies and examples 425–31
coaching/mentoring 417–19, 430
cognitive theories 368, 396, 402,
409–13, 415, 1052
complex models 414–15
creativity 415–17
cycle 396, 410, 411–12
definition/meaning and nature of
390–4
e-learning 392, 430, 697, 761, 1054
from experience 400, 438–9
facilitating 417–19
feedback 410, 411, 949
formal and spontaneous 390
knowledge management 356, 395–9,
950, 1057
needs theory 500
off-the-job 949
organisational 82, 401–2
outcomes 403, 405
role and style 413–14
significance 393
skills 315, 401, 420, 761
social 367, 392–3, 408, 1062
styles 413–14
teams 963
see also conditioning; continuous
improvement/learning;
education; knowledge; training
and development
learning organisation 77, 358, 394–5,
861, 962–4, 1057
Learning and Skills Councils 761
least preferred co-worker (LPC) 295–6
Leavitt, H.J. 129, 559
Lee, R.A. 20
Lee-Ross, D. 717
Leeson, N. 621
Legge, K. 679
legislation/legal regulation
companies 538
data protection 775
disability 767, 775
discrimination 336, 766–7, 775,
778–9, 804
employment protection 728–9
employment relations 774–7
empowerment of police 861–3
equal pay 775
freedom of information 775
future 127
gender 368, 766
health and safety 538
human resource management 751
human rights 164, 170, 775
Industrial Tribunals 775
local government 163, 170, 538
public disclosure 170, 775
race relations 336
racism 336, 767, 775
recruitment and selection 800, 801
social responsibilities 170
source of change 911
working time 775–6
see also rules and regulations
legitimate power 257, 306, 308, 782,
845–6, 847, 979, 1057
Leighton, A. 428
lemon-squeezer style of leadership 310
Lerner, P.M. 847
Lester, T. 91–2, 245
Levine, J.M. 561
Levine, S.R. 282
Levitt, T. 120
Lewin’s behaviour modification model
407, 522, 910, 912, 918
Lewis, B. 951
Lewis, P. 413
LGDs (leaderless group discussions)
811
liaison role of manager 207, 945, 947
library management 275–6
life
early 37, 340–1, 346
-long learning 392, 954
see also CPD
planning 890
quality of working 717–20, 808, 890,
896, 910, 965–7
stage 346–7
see also experience; work/life balance
Liff, S. 337, 368
Likert, J. 246–7
Likert, R.
leadership 290, 292
management systems 245–8, 867,
979
neo-human relations approach 82
Lilley, D. 942–3
limitations on action, risks as 160
Lindley, P.A. 357
line management 377, 617
human resource 752, 753–4, 755,
764–5
organisation 377, 548, 603, 615–17,
1057
relationships 547, 613, 614, 1057
Lineham, M. 372
listening 37, 419
Litterer, J.A. 642, 643
Littlewoods 336–7
Lloyd, H. 984
Lloyds TSB 651, 652
local government
Acts 163, 170, 538
change 934–5
flatter structures 613
management 600, 943
training 372
location 606, 852, 894
Locke, E.A. 489, 498
locus of control 403, 455, 1058
London Taverns Ltd 790–1
1080
INDEX
long-term 315
memory 415
loose-tight properties 960
Lorange, P. 750, 834, 870
Lord, W. 345
Lorsch, J.W. 641, 644–6, 655
loss, sense of 916–17
Losyk, B. 812
Lotus Notes 666
Lound, E. 951
love needs 480–1, 484
Loveridge, R. 369
loyalty see commitment
LPC (least preferred co-worker) 295–6
LSCs (Learning and Skills Councils) 761
Lucas, E. 150, 501, 652, 706, 835, 920
human resource planning 808, 809
Lundin, S. 699
Luthans, F. 207, 210, 260, 444, 700
Lynch, R. 127, 158, 602, 755, 896
Lysons, K. 135, 527
M
McBain, R. 39
McBrierty, V. 398
McCall, M. 209
McCann, D. 448
McCanse, A.A. 242, 244, 290
McClelland, D.C. 82, 480, 487–9, 500,
503, 848
McCormack, M. 554, 795
Macdonald, J. 120–1
Mcdonald’s 258, 891
McDougal, M. 375
McElwee, J. 822
McEwan, T. 171
McGregor, D.
leadership 290, 292, 307, 310–11
management 66, 245, 249
motivation 499
neo-human relationships 82
organisational goals 148, 831
see also Theory X; Theory Y
McGuire, T. 453
machine metaphor 32, 72
see also scientific management
macho/tough-guy culture 893
McHugh, M. 43, 51, 917
MacKay, C. 953
Macken, G. 237, 944
McKenna, E. 706
McKenna, P.J. 531
McKenna, R. 176, 837, 838
MacKenzie, D. 663
McKinsey 7-S framework 284, 960–1,
981
MacLennan, N. 418
McLoughlin, I. 667, 669
Macoby, E. 369
McPhee, N. 28
Maguire, M.A. 837
Mahoney, J. 175
mainstreaming 379
maintenance
function 188, 290, 505, 564, 565,
1058
motivation see hygiene/maintenance
organisation 123
stability 914
Maister, D.H. 531
Maitland, A. 952–3
Maletz, M.C. 924–7
Malhotra, Y. 398
Mallon, M. 372–3
management 9, 28, 176, 187–235, 1058
activities see under work
administration 194–5
behaviour see management
behaviour and effectiveness
by objectives see MBO
case study 227–34
communication see under
communication
conflict 908
control see control and power
culture 251–2
definition/meaning 190–3, 1058
development see management
development and performance
diversity 42, 207, 336
effectiveness see management
behaviour; organisational
effectiveness
efficiency 233, 260, 945, 948, 1058
emergence of 190–1
end of 215
goals 195–6, 200
human resources see human resource
management; human resource
planning
Japanese see under Japan
job satisfaction 253, 255
knowledge 356, 395–9, 950, 1057
leadership, distinct from 284–5
level 533, 598, 599, 600, 1058
see also span of control
line see line management
middle 117, 118, 600, 708
middle-of-the-road 241–4
organisational behaviour 3–24
see also human resource
management; individual
management; organisational
setting; performance,
organisational; structure; work
groups and teams
other people, efforts of 200, 202
performance see management
development and performance
private enterprise and public sector
194, 203–5
process see under process
quality see TQM
role see under roles and styles
science 87–8, 193
scientific see scientific management
service industries 203
succession 952–3
tasks 199–200, 205
teams 215, 241–4
technology 198
time 210, 265–8, 274–5
top see senior/top management
training 758–61
work see under work
see also administration; approaches
to organisation and
management; delegation;
Institute of Management;
leadership; manager;
organisations; subordinates
management behaviour and effective-
ness 9, 233, 236–79
case studies and examples 274–8
definition/meaning 1058
efficiency distinct 260
general managers 209–10, 211
Japanese Theory Z 211, 240–1, 1064
management by objectives see MBO
management systems 245–8
measurement 135, 260
and people 238–40, 251–2
philosophies, basic 252–6
quality see TQM
style 189, 237, 256–9, 1058
3–D model 261–4
time 265–8
work 210–11
see also BPR; excellence; leadership;
management under people;
Managerial/Leadership Grid;
MBO; monitoring; organisation
and management under systems
approach; standards; success;
Theory X; Theory Y
Management Charter Initiative 955–6
management development and
performance 15, 798, 844,
941–1002, 1058
behaviour 944–8
BPR 968–71
case studies and examples 997–9
competency-based approach 943,
955–6, 985–6, 988
CPD 412, 854, 953–4, 1053
definition/meaning 942–4
empowerment 214, 943–4
integrated approach 944–8, 951–2
leadership 956–9
Management Charter Initiative
955–6
organisational development 888,
889, 962
see also organisational development
organisational effectiveness 603,
942, 945, 959–60
process 949–53, 982–4
standards 975–80
systems approach 245–8, 867, 962,
979
sub-systems 129, 130, 945, 946
System 4 246–8
TQM 964–8
training 943, 949–50, 954–5, 963–4
twenty-first century 980
see also excellence; learning
organisation
INDEX
1081
management effectiveness see
management behaviour;
organisational effectiveness
Management Standards 956, 987
manager
attributes and qualities 211–14
born or made? 192–3
control and power 833
delegation 214, 850–2
forces in 293
future 134, 214–15
general, behaviour pattern of
209–10
goal theory 498–9
human resources 752, 797, 798, 801
learning and 393
line 377, 617, 752
management development 945, 946
motivation and rewards 497–8
need for 209
performance and development 156
profile 582–3
roles and Individual Management
Model 217–20
skills and competencies 157–8
as stakeholder 164
women 287, 372, 462
work of 200
see also management; subordinates
Managerial/Leadership Grid 211,
241–5, 285, 1057
Mann, S. 454, 617–18, 847, 960
Manning, G.E. 901
Manochehri, G. 652
manuals, company 102, 116
March, J.G. 85
market standing objectives 155
marketing technology 639–40
Marks & Spencer 846
culture, organisational 894
graduate selection 809, 821–2
human resource management 252,
754
team spirit 585
Martin, P. 510, 902
Marxism (Marx, K.) 78, 667, 702, 904
technology 663, 665–6
masculinity 47–9
Maslow, A.H. 476
see also hierarchy of needs model
mass production 639–40, 839
see also scientific management
matched pair comparisons 44-5
matching jobs to people 819
material order 197–8
maternalism 242, 243–4
maternity return rate 735
mathematical intelligence 358
matrix structure 72, 378, 551, 603,
1058
contingency 635, 636
difficulties 619
global 637
role conflict 540
technology variables 641
in university 618
see also flat structure
Matthews, W. 953
Maurice, M. 45, 649
maximisation of opportunities 160
maximisation of wealth 167
Mayo, A. 394, 398, 401–2, 414
Mayo, E. see Hawthorne experiments
MBO (management by objectives) 220,
249–51, 1058
control 867, 868
evaluation of 250–1
goal-setting 499
MBTI (Myers–Briggs Type Indicator)
313, 1058
MCI (Management Charter Initiative)
955–6
Mead, G.H. 346
meaninglessness 702–3
measurement and tests
achievement 125
continuous 771
effectiveness 135, 260
group acceptance/rejection see
sociometry and sociograms
intelligence/ability 356, 358, 360–2
limitations 361–2
management 135, 200, 260, 945,
946, 948
performance 353, 360–1, 505
personality 349–50
psychometric/psychological 323,
352–3, 360–2, 810, 1061
recruitment and selection 809, 810
Thematic Apperception 488
mechanistic system 571, 642–3, 866,
1058
hybrid with organic 643–4
see also technology
media 162, 305, 721
Mehrabian, A. 453
Mellor, J. 460
membership, group 529–30
memory, long-term 415
mental models 963
mentoring 375, 417–18, 582, 943
mergers, acquisitions and take-overs
159, 911
meritocracy 378
metaphors
organisational 32–3, 72, 83, 888
technology as text and 663, 668–9
Meudell, K. 897, 999
Meyrick, M. 815
Michigan University studies 290
middle layer of culture 46
middle management 117, 118, 600, 708
middle-of-the-road management 241–4
Mildenstein, P. 985–6
Miller, D.S. 285
Miller, E.J. 83
Miller, N.E. 408
Millmore, M. 413
Mills, D.Q. 146–7, 860–1
mind guards 570
Miner, J.B. 66, 91, 539, 541, 947
mining: new work methods 83, 128
Mintzberg, H. 189, 207–9, 647, 979
mirroring (postural echoing) 451
mission statements 92, 133, 135, 163,
1058
value of 151–2
missionary management style 245
Misslehorn, H. 213, 584
mistakes 257, 858
Mitchell, T.R. 456, 471, 641
mixed forms of structure 643–4, 648
mobile phones 166
modelling (imitation) 408
Modena, M. 963, 976
Modern Apprenticeship scheme 372
modern organisation 87–9
Mok, A. 369
Moloney, K. 815
money 477–8
see also finance and accounting; pay;
profit and under motivation and
rewards
monitoring
control and power 835–6
delegation 855–6
performance appraisal 766, 771
role 208, 947
-evaluator team-role 557, 581
selection 819
Mooney, J.D. 67, 68
Moorcroft, R. 198
morale 620, 853, 901
see also alienation; job satisfaction
and work performance;
motivation and rewards; stress
morality/moral see ethics; values and
beliefs
Moran, C.T. 899
Moreland, R.L. 561
Moreno, J.L. 562, 563
Morgan, G. 30, 32, 349, 415, 649, 843,
888
Morris, S. 861, 968
motivation and rewards 11, 104, 418,
470–514, 1058
achievement 82, 487–9, 500
attribution theory 489, 499
behaviour 475–7
case study 510–12
climate 888
commitment and loyalty 478
complexity 478–9
control 865, 866
creativity and innovation 500–2, 504
cultural differences 474, 500
definition/meaning 471–2
delegation 853, 855, 857
expectations 471, 472–4
see also content theories of
motivation
extrinsic 419, 472, 1054
see also process theories of
motivation
force and expectancy theory 491–2
1082
INDEX
frustration-induced behaviour 475–7
goals and objectives 471–5
process theories of 445, 489,
498–9, 1061
inspirational 303
intrinsic 419, 472, 1056
knowledge workers 500–2, 504–5
lacking 620
leadership 282, 318
management 105, 198, 200, 202,
215, 946
money 477–8
see also finance and accounting;
pay; profit
motivators/growth factors 82, 431,
1058
needs and expectations 471, 472–4,
475
see also content theories of
motivation
objectives see goals and objectives
above
organisational effectiveness 959
organisational performance 474–5,
505
potential score, motivating 716
power 848
rational–economic 69–70, 423, 477,
1061
role 539
self-interest 163, 168, 303
ten ways to create 576
theories 478–99
equity 474, 489, 496–8, 500, 907,
1054
goal 445, 489, 498–9, 1055
two-factor see hygiene/maintenance
see also content theories of
motivation; expectancy theories
of motivation; hierarchy of
needs model; process theories of
motivation
training 489, 760
see also expectations; job satisfaction
and work performance; rewards
and incentives
Motorola University 395
Mouton, J.S. 292, 575
Managerial/Leadership Grid 211,
241–5, 285, 1057
Moylan, P. 969
MPS (motivating potential score) 716
Mullins, L.J. 102–6, 1003
multi-cultural teams 44
multi-skilling 87
Mumford, A. 20, 394, 400–1, 402,
413–14
Mumford, E. 702–3, 732
Murdoch, A. 920
Muress, P. 546–7
Murray, R.P. 863
musical intelligence 358
mutual-benefit/mutuality 123, 374
Myers–Briggs Type Indicator
(personality) 313, 350, 1058
and learning 402, 414
and perception 438
N
Nathan, M.L. 523
national culture see cultural differences
National Health Service see NHS
National Learning and Skills Councils
761
National Minimum Wage 775–6
nationality stereotyping 457
Nationwide Building Society 735
nativists 355
nature and nurture debate 355–6
Naylor, J. 195, 251, 896, 897
needs
and expectations 471, 472–4, 475
higher-level 303
individual 438–9
leadership 288–9
physiological 480–1, 483, 484
- related outcomes 491
team 288–9
training 134, 758
types of see hierarchy of needs model
negative behaviour see stereotyping
and discrimination
negative outcomes of conflict 905
negative power 847, 848
negative reactions/responses 476, 564
see also frustration
negative reinforcement 405–6
negative synergy 159
negotiation 208, 780, 945, 947
see also trade unions
neo-human relations 68, 81–2, 88, 1058
Nestlé 375
network/networking 87, 210, 559–61,
686
Actor–Network analysis 610, 663,
668, 1051
all-channel (comcon) 559–60, 561
building 191, 209, 1058
centralised 500, 559–60, 561, 1052
chain and circle 559–60, 561
decentralised 500, 559–60, 561, 1053
definition 687
enterprise 687–8
logic 688
society 688–9
types of 688
wheel 559–60, 561
women’s 375
neuro linguistic programming 448,
1059
neuroticism 343
neutral societies 50
new forms of knowledge 356, 396
new organisations 650
new skills 315
see also learning
new technology see technology
Newborough, G. 245
Newhall, S. 818
Newstrom, J.W. 855
NHS (National Health Service)
bureaucracy and empowerment 658
cultural differences 454
flatter structure 613
knowledge management (IT) 935–7
leadership 305
organisational structure 600
TQM 968
niches 87
Nicholls, J. 295, 902
Nicholson, N. 374
Nikapota, S. 192
Nixon, B. 863–4
NLP (neuro linguistic programming)
448, 1059
nomothetic approaches to personality
306, 342–5, 1059
Nonaka, I. 96, 396
non-defensive groups 534
non-human resources 115
non-monetary reward development
908
non-profit objective 158
non-routine organisation 641
non-verbal communication 450–1,
453–4, 813
Nordstrom, K. 840
normative approach to social
responsibility 171
normative compliance 149
normative power 777, 844–5, 1059
norming 475, 529, 532, 1059
norms, group 135, 463, 520–2, 866,
1055
see also culture, organisational; rules
and regulations
Norris, G. 425–7
Norton, D.P. 156
not-for-profit organisations 119
Nowicki, M. 154, 721
numerical flexibility 651
O
Oakland, J.S. 971
OB see organisational behaviour
Obeng, E. 555
objectives see goals and objectives;
MBO
objectivity
control 609
recruitment and selection 815
testing and evaluation 361, 759
object-moulding organisations 124
observation 409, 411
direct 363
relevant 41–2
see also behaviourism and learning
obstructiveness 567
OCA (organisational culture
assessment) 643
occupational skills tests 360–1
occupational stereotyping 457
OD see organisational development
off-the-job learning 949
Ohio State studies 289–90
Oldham, G.R. 715, 716–17
Omega Organisation 883–4
on-the-job training 949
INDEX
1083
open questions 814
open systems
framework 978
model 108, 1059
organisations 83, 124–5, 131
performance appraisal 765
see also external environment
operant conditioning 364, 403, 405–7,
1059
operational core 117–18
operational foundation 150
operational goals 149
operationalisation stage 677–8
operations 358, 776
opinion seeking/giving functions 566
opportunistic management 241, 243
opportunities
cost 852
management of 160–1
poor response to 621
SWOT analysis 22, 141, 159–60,
1063
Opportunity 2000 367–8
oppressive control 869
optimism 303
oral stage 347–8
order
and flexibility balanced 848–9
goals 148
management 197–8
see also control and power
orders, control by 848–9
O’Reilly, C. 902
organic system 571, 642–4, 866, 1059
organisation see organisations
organisational behaviour 8, 20, 25–64,
30, 889, 1059
behavioural science 23, 29–30, 1052
case study 56–62
change, resistance to 914–15
definition/meaning 26–7
goals and control 833–4
influences on 27–9
management as integrating activity
34–6, 195–6
metaphors 32–3, 72, 83, 888
organisational practices 40
Parkinson’s Law 41–2, 266, 1060
patterns see under contingency
approach
people, importance of 30–1
Peter Principle 40, 1060
psychoanalytic applications 348–9
psychological contract 30, 37–9,
1061
structure 622–4
work orientations/work ethic 33–4
organisational change see change,
organisational
organisational characteristics 246, 247,
979
organisational climate see climate,
organisational
organisational control see control and
power
organisational culture see culture,
organisational
organisational development 14, 799,
887–940, 1059
case studies and examples 924–7
change management 889, 890
components of see delegation;
empowerment; job design;
Managerial/Leadership Grid;
MBO; quality; socio-technical
system; T-groups; Theory X;
Theory Y
definition/meaning 888, 889
implementation 890–1
management development as 888,
889, 962
see also management development
and performance
training 760, 899, 903
see also change, organisational;
climate, organisational;
commitment and loyalty;
conflict; culture, organisational;
learning organisation
organisational effectiveness
excellence 898, 960–2, 971–5
management development and
performance 603, 942, 945,
959–60
organisational factors and job
satisfaction 701, 704
organisational goals, strategy and
responsibilities 9, 122, 124, 125,
126, 134, 137, 145–85, 1059
case studies and examples 182–3
see also goals and objectives;
responsibility; social
responsibilities; strategy
organisational ideology 130, 1059
organisational performance see
performance, organisational
organisational planning 910–13
organisational power 257, 306, 308,
782, 845–6, 847, 979, 1057
organisational practices 40
organisational setting 446–7
see also organisational goals;
organisations
organisational stakeholders see
stakeholders, organisational
organisational structure and design 12,
530, 595–632, 1059
behaviour, organisational 622–4
case studies and examples 629–30
chain of command 197, 544, 603,
611–12, 1052
charts 621–2, 650
control see span of control
deficient 619–21
definition/meaning and nature of
596–7
design 601–3
division of work 603, 605–8
formal relationships 603, 613–15
importance 597–8
inverted 617
learning 401–2
levels 598–600
line organisation 548, 603, 615–17,
1057
objectives clarified 603–4
principles 603, 609–12
project teams 617–18
task functions 537, 603, 604–5, 1063
TQM 967
see also decentralisation;
employee(s); employment
relations; flat structure;
hierarchy of needs model;
matrix structure; patterns of
structure and work organisation;
scalar chain; technology
organisational variables and leadership
297
organisations 8, 28, 35, 96, 113–43,
1059
audit 874, 976, 1059
authority types and 121–2
basic components of 117–18
behaviour see organisational
behaviour
change see change, organisational
classification 122
common factors 114–15
comparative study 127–8
context 114–15
contingency models 131
defined 114
development see organisational
development
effectiveness see organisational
effectiveness
environment, interactions with
126–7
formal see formal organisations
future 126–7, 137
goals see goals and objectives;
organisational goals, strategy
and responsibilities
human resource management 752–3
and individual 38
informal see informal organisations
management style 245, 946
see also approaches to organisation
and management
open see open systems
-oriented system 729
power 257, 306, 308, 782, 845–6,
847, 979, 1060
primary activity 123–4
prime beneficiary 122–3
production and service 120–1
responsibilities see organisational
goals
staff 548, 1063
strategy see organisational goals
structure see organisational structure
study 420
sub-systems 114, 129–30, 1059
technical change 134
1084
INDEX