Mullins L.J. Management and organisational behaviour, Seventh edition
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technology and 132–4
traditional 106, 1017
work organisations analysed 129–31
see also management; private
enterprise; organisations public
sector organisations
organising, management 197, 199,
200, 201
organism metaphor 32, 83
orientation
bureaucratic 27, 33, 1052
instrumental 27, 33, 473, 1056
personal 473
relational 262, 473
solidaristic 27, 33, 1062
tasks (TO) 262, 297
work 33–4, 370–1
Orliowski, W. 663
Orpen, C. 707
Ostrovsky, A. 573
Otley, D. 870
Ouchi, W.G. 240, 837
outcomes
changes and inequity 496–7
job enrichment 715
learning 403, 405
needs-related 491
performance-related 490, 491
positive and negative 905
tests 361
outer layer of culture 45–6
outputs
control 771, 837, 840, 841, 1060
efficiency 260, 945, 948
management 105, 945, 948
open-systems model 124, 125
see also production
outsourcing 42, 778, 903
Overdorf, M. 915
overload, role 481, 539–40, 1062
overt culture 897
over-working and stress 712
Owen, C. 734
Owen, J. 460
ownership 173–4, 505, 907
P
pacesetting leaders 312
pacifier leader 310
panel interview 812–13
panopticon, electronic 612, 665, 1054
paradigms, contrasting 18
paradox, perceptual 457
parent ego state 449–50
Pareto principle 266
Parker, Sir P. 202, 236, 281
Parker, C. 536, 545–7
Parkinson, C.N. 40
Parkinson’s Law 41–2, 266, 1060
Parris, J. 644
participation/participative
change 919
control 865
decision-making 96
empowerment through 861
group management system 246, 247,
867, 947
Japanese 96–7
job satisfaction 722
leadership 276, 297, 299–300, 301,
311, 376, 1060
learning and 392–3
management 917, 924–7
see also involvement
particular societies 50
partnership
Business Excellence Model 972, 973
customer 974
and gender 368
leadership and 318
learning and 392–3
Patching, K. 20, 888, 941, 944
paternalism 242, 243–4, 371
path–goal leadership contingency
theory 295, 299–300, 311
Paton, G. 460
patterns of structure and work
organisation 12, 633–61
alternative forms 649–50
case studies and examples 658–60
flexibility, demand for 651–2
shamrock organisation 55, 652–3,
1062
telecommuting 652
see also contingency approach;
delegation; structure
Paul, H. 699
Pavlov, I. 403–4
pay/remuneration
change 913–14
control and power 832, 844–5
equal, legislation on 775
golden handcuffs 670–1
Income Data Services 478
management 197
National Minimum Wage 775–6
performance appraisal 768
performance-related 725
remunerative power 777, 1061
see also rewards and incentives
Payne, J. and S. 832
P-creativity 415
PDAs (personal digital assistants) 134,
706
Pearn, M. 394
Pedler, M. 394, 399, 963
peer
Centres 374, 376
group pressure 372, 866
rating 747, 809, 1060
Peiperi, M. 863
Pena, L. 499, 917, 969, 971
Pendleton, D. 558
Pentecost, D. 965
people 31, 315
Business Excellence Model 972, 973
concern for 241–2
development 401–2, 420
efforts 200, 202
importance of 30–1, 597–8, 965–6
key factor 960
management 256–9, 974
attitudes towards see Theory X;
Theory Y
behaviour and effectiveness
238–40, 251–2
cultivating human touch
Managerial/Leadership Grid 211,
241–5, 285, 1057
see also human relations approach;
human resource management
-moulding organisations 124
organisational change 920
and organisations 115, 367, 597–8
perception 251, 445–8, 451
process 219–20, 978
responsibility for 708
skills (soft) 212–13, 759
sub-systems 129, 130, 945, 946
TQM 965–6
see also behaviour; control and
power; employee(s); human
relations approach; individual
differences; Investors in People;
person/personal; personality;
self; subordinates
perception 11, 386, 434–69, 1060
attribution theory 455–6
behaviour 446
beyond reality 444
blocks to creativity 416–17
body language 450–1, 453–4, 813
conflict 906
cultural differences 439
defence 408, 457, 459, 1060
definition/meaning 437
distortions and errors 456–7
effort-reward probability 492
equity 497–8
expectancy 491, 492, 493
external factors 440–1
of goals 147–8
groups and teams 135, 520
halo effect 407, 458, 1055
illusions 442–5
influence 307
internal factors 437–9
internal forces 455
language 439
management 213
organisation and judgement 452–3
other people 445–8, 451
people 251
personal 135
personality 438
process 435
projection 408, 457, 459, 1061
rewards 438, 492
role 492, 493, 539
selective 435–6, 450–1, 913
stimuli 44–2, 459
transactional analysis 397, 448–50,
1064
of women 459–62
see also stereotyping and
discrimination
INDEX
1085
perfect team 558
performance appraisal 700, 762–71,
786–7, 1060
360° feedback 365–6, 378, 702,
765–6, 1051
benefits 763–4
continuous measurement diagram
771
empowerment 875
establishing system 766–7
frequency 765
methods 767–9
principles and ethics 764
problems, potential 769–70
questions to be addressed 764–5
stress reduction and 712
see also evaluation
performance, organisational
aspirations, high 246, 248
in Business Excellence Model 972,
973, 978
contingency approach 636–7
control 833–4
criticism of contingency approach
647
culture 898–9
development 982–4
effectiveness 959
employment relations and 772
evaluation 219
expectancy model 492, 493
goals 498, 499, 764
high-performance team 562
human resource management 867–9
improving see control and power;
management development and
performance; organisational
development
individual compared with
group/team 569
job satisfaction 700, 717
management 39, 786–7
management see management
development and performance
measurement 505
motivation and rewards 474–5, 505
performance-related outcomes 490,
491
and profit 165–6
pyramid 483
-related pay 725
review 949
scientific management 70
tests 353, 360–1
see also cohesiveness, group; control
and power; effectiveness; job
satisfaction and work
performance; management
development and performance;
monitoring; organisational
development; performance
appraisal; quality; standards
performing (in group) 475, 529, 532,
567, 1060
permanence of group members 529, 530
Perrin, L. 151–2, 870
Perrow, C. 638, 640–1, 655
person/personal
centralised control 775, 840, 841,
1060
characteristics of subordinates 300
construct theory 350–2
culture 803, 892, 1060
development 39
digital assistants 134, 706
effectiveness 263
factors in work groups and teams 536
goals 103, 135, 147–8, 155
history 245
intelligence 358
layer of culture 46
mastery 963
orientation 473
personhood theory 18
power (informal) 135, 306, 782, 847,
848, 1060
specification 740, 802, 804–5, 806,
1060
see also people; personality; self
personality 29, 303, 339–55,
1060
personality 29, 303, 339–55, 1060
approaches
application 352–3
cognitive (personal construct
theory) 350–2
idiographic 306, 342–3, 346–7,
1056
nomothetic 306, 342–5, 1059
cultural differences 34
definition/meaning of 339–40
delegation 858
development stages 347–8
dynamics 340–1
and early life 340–1, 346
and learning 402, 414
management development 942
perception 438
psychoanalytic 347–50
questionnaires 353, 809, 810
screen 41
test 349–50
see also individual differences;
Myers–Briggs Type Indicator;
people; person/personal; self;
stress; traits, personality
personnel management 747
action programme 797, 798, 801
see also employee(s); human resource
management
pervasiveness of technology 688
PESTEL analysis 22, 126–7, 1060
Peter Principle 40, 1060
Peters, T. 338, 803
attributes of excellence 960–1
culture and performance 898
management 252
patterns of structure 602, 636, 887
Petrick, J.A. 901
Petronius 654
Pettigrew, A.M. 666
Pfau, B. 766
Pfeffer, J. 780, 846
phallic stage 347–8
Philip, HRH Duke of Edinburgh 35, 41
Phillipchuk, J. 487
philosophy
basic management 252–6
human resource management
749–50
QWL as 718–19
physical appearance 452–3, 457
physical environment/setting 529,
530, 959
physical resources see resources
physical stress 712
physiological needs 480–1, 483, 484
Piaget, J. 396, 409–10
Pickard, J. 723
Pilbeam, S. 956
Pinkerton, T. 652
Pinter, H. 421
Piore, M. 687
Pitman, Sir B. 146, 651
Pivcevic, P. 453
planning
active planned study 420
career 890
change
criticism of contingency approach
648
organisational 812, 910–13, 918
control and power 833, 835–6
excellence 974
human resource management 783,
784–5
see also human resource planning
leader and 318
Leadership and Management Model
956–7, 958
life 890
management 197, 199, 945, 947
recruitment and selection 801–2,
812
scientific management 70
strategic 92
succession 952–3
technology adoption 677
time management 266
training 758
work 104, 201
see also policy; strategy
plant team-role 557, 577, 580
plateau, stage in learning 401
pluralistic perspective 86, 904, 1060
control and power 709, 846–8
human resource management 773–4
job satisfaction 709
Police & Criminal Evidence Act (PACE)
861–3
policy (organisational) 134, 135, 1060
Business Excellence Model 972, 973
defined 153
employment relations 772
goals and objectives 152–4
1086
INDEX
human resource management 153,
749–50
manuals 116
training 758
see also planning; strategy
politics/political
ascendancy 667–8
future 126–7
gender 366–8
goals, strategy and responsibilities
learning 401
management as 193
metaphor 32
organisational/office 123, 401, 847
science 29
source of change 911
stereotyping 457
technology, approaches to 663,
667–8
pollution 165
Pollyanna principle 438
polycentric approach 778
Porter, L.W. 265, 482–3, 489, 490,
492–6, 504, 988
portfolio 336, 373, 412
position power and leadership 296
positive action 253, 254
positive ideas 567
positive outcomes, conflict 905
positive reactions 564
positivism 408
see also behaviourism and learning
Posner, B.Z. 307
postmodernism 87–9, 1060
postural echoing (mirroring) 451
Potter, J. 282, 920–1
Powell, M. 822
power see control and power
powerlessness 525, 702–3, 711
pragmatist manager 414
Prahalad, C.K. 215
Pratt, A. 192
Pratt, S. 309–10
prediction see future
Preece, D. 666, 669, 672–6 passim, 678,
690
preferred ego state 449–50
prejudice see bias; racism; sexism;
stereotyping and discrimination
presenteeism (being seen) 380
Preston, A. 733
Preston, R. 997–8
primacy effect 451
primary activity/function of organisation
123–4, 894
prime beneficiary of organisation
122–3
principles
common see classical approach
learning 408–9
management 197–8
organisation 609–10
relevance of 610
see also ethics; ideologies and
principles
private enterprise organisations 102,
1061
interface with public 119–20
management 194, 203–5
organisations 118
privatisation 103, 118–20, 596, 1061
problem-solving 475
see also brainstorming
process
action theory 87
blocks to creativity 416–17
Business Excellence Model 972, 973
change 915
conflict management 909
culture 893
educational see learning
fairness 361
level of power 845
management 195-8, 199, 974
development 949–53, 982–4
motivation see process theories of
motivation
overemphasised in bureaucracy 75
people 219–20, 978
perception 435
production 839
QWL as 718
re-engineering 92
business see BPR
selection see under recruitment and
selection
technology 639–40, 663, 664, 666
process theories of motivation 426,
479–80, 489–99, 1061
attribution 489, 499
equity 474, 489, 496–8, 500, 907,
1054
goal 445, 489, 498–9, 1055
knowledge workers 500–2, 504–5
see also expectancy theories of
motivation; extrinsic motivation
producer networks 688
product 358
division of work 605–6
goals 149
intellectual ability 358
management 56
and service different 121
production
-centred supervisors 290
concern for 241–2
control 869
departments 645
efficiency 135
large batch see mass production
lean 96, 960
Managerial/Leadership Grid 211,
241–5, 285, 1057
organisations 120–1
process 839
productive organisations 123
technology 639–40
unit and small batch 639–40, 839
productivity
happy and productive worker 704,
729–30
objective 156
see also effectiveness
professional core of shamrock
organisation 653
professional human resource practice
751
profit 119, 154–5, 156
employment contract 776
human resource management 755
lack of 158
sharing 505
source of change 911
programming, neuro linguistic 448,
1059
progression stage in technology
adoption 676
projection 408, 457, 459, 1061
projects 397
team 617–18
promotion (career) 105
Peter Principle 40, 1060
protective organisations/groups 106,
122, 528, 1061
Proudfoot Consulting 259, 475, 833,
942
Prowle, M. 977
Prudential 536, 545–7
psychological contract 30, 37–9, 474,
903, 1061
individual differences 338, 374
job satisfaction 702, 732
organisational behaviour 30, 37–9,
348–9
see also commitment and loyalty
psychology/psychological approach
24, 28, 29, 1061
British Psychological Society 353,
360, 810
contract see psychological contract
critical states 715
Gestalt 451
growth see self-actualisation
growth, restricted 75
learning 393
see also conditioning
organisational development 903
perception 438–9
personality (psychoanalysis) 347–50
psychometric/psychological tests
323, 352–3, 360–2, 810, 1061
psychosocial sub-system 129
psychoverbal communication 448
sex differences 369
study 420
see also behaviourism and learning;
personality; stress
public disclosure legislation 170, 775
public houses 678, 679–82, 790–1
public responsibility 156
public sector organisations 102, 1061
absenteeism 707
bureaucracy 77–8
change, organisational 917
codes of conduct 163
control and power 837–8
INDEX
1087
public sector organisations (continued)
corporate approach 158
excellence 975
interface with private 119–20
leadership 314
management 194, 203–5
organisations 118–20
performance indicators 977
service 122
see also privatisation
pull and promotion 40
punishment 405, 406, 407
Purcell, K. 367
purpose 750
see also functions
push and promotion 40
pyramid, `rising’ 41
Q
Q-data 344
qualities see traits, personality
quality 102
circles 97, 571, 671, 1061
job satisfaction 704, 727–8
control 869
decisions 297, 298
management, total see TQM
working life (QWL) 717–20, 808,
890, 896, 910, 965–7
see also excellence; standards;
work/life balance
questions and questionnaires
attitudes 363–4
incisive 412
personality 353, 809, 810
recruitment and selection 813–14
types of 814
QWL (quality of working life) 717–20,
808, 890, 896, 910, 965–7
R
rabble hypothesis 518
Rabey, G. 797
racism 363, 364–5
harassment 355
legislation 336, 767, 775
recruitment and selection 812
Radakiewicz, E. 734
radical perspective 215
structuralist 63, 78, 88, 904, 1063
Radical/Marxist perspective on
technology 663, 665–6
Railtrack 585
Rajan, A. 310
Randall, J. 710
Rapoport, R. 725–6
rational–economic concept of
motivation 69–70, 423, 477,
1061
see also scientific management
rationalisation 570
rationality 85, 474, 965
Raven, B. 306–7, 846
raw material, information as 688
Rawcliffe, S. 725
Rawson, M. 600
readiness of followers/group 295, 300–1
reality 364
organisational behaviour 622–3
perception beyond 444
virtual 689
Reason, J. 348
recency effect 451
recession 623
recognition
and credit 253, 257
of individuality 338
recruitment and selection 41, 796,
800–26
advertising 806, 807
application form 807
assessment centres 749, 811, 1051
attitudes 371
attracting suitable applicants 801,
802, 806–8
decision-making 801, 815–16
discrimination 778–9
effectiveness 801, 817–19
emotional intelligence 337–8
graphology 747, 809, 1055
human resource management 751
Japanese 96
job analysis 740, 801, 802–3, 806,
1056
job satisfaction 705
legislation and 778–9
management development 949
organisational development 898
peer rating 747, 809, 1060
planning 801–2, 812
selection process 801, 808–17
competency-based approach 753,
814–15, 1052–3
costs 817
decision 801, 815–16
grading 816
group exercises 810–11
induction and follow-up 801, 802,
816–17
job difficulties and distastes 804–5
methods 808–9
person specification 740, 802,
804–5, 806, 1060
reporting on 816
tests and questionnaires 810
see also interview, recruitment
see also human resource planning
rectifying deviations 836
Reddin, W.J. 261–4, 979
Reddix Hospital 935–7
Redmond, D. 860
Redstart Computers 682–4
redundancies 798
re-engineering, process 92
business see BPR
Rees, W.D. 265
Reeves, T.K. 34, 700, 706, 710, 721,
838, 839
referent power 258, 306, 308, 1061
reflection 378, 411, 412
reflective remarks 814
reflector manager 414
refreezing 522, 910, 912, 918
regiocentric approach 778
regional layer of national culture 46
regression 349, 422, 476, 1061
regulation see legislation; rules and
regulations
Reigle, R.F. 643, 897
Reiley, A.C. 67, 68
reinforcement, negative 405–6
Reis, D. 499, 917, 969, 971
rejection 257
measuring see sociometry and
sociograms
relationships 473
action theory 87
authority see under authority
behaviour 301, 775, 776–7
causal 647
effective 135
formal 603, 613–15
functional 547, 613, 614, 1055
informal 520–1
lateral 548, 1057
leadership 307, 309
management 198, 265, 359
line 547, 613, 614, 1057
network and power 847–8
personality 346
relatedness needs 484
relational orientation (RO) 262, 473
responsibility 777, 850–1
staff see under employee(s)
stress 539, 540–1, 708–9, 711
supportive 246–7
work groups and teams 526, 528
see also emotions; employment
relations; human relations
approach; people; subordinates,
relations with; working in
groups and teams
relativism, ethical 169
relaxation and stress reduction 712
reliability 361, 403
religion 48–9, 95, 96, 122, 642
remote team-working 545–6
remuneration see pay
renaissance leaders 303
renewal, constant 215
reorganisation see change
Repertory Grid 350–2
research departments 645
resistance
to change 913–15, 918
to control 864–7
resources
allocation 156, 908
allocation role of manager 208, 945,
947
balancing 219
Business Excellence Model 972, 973
change 797, 798, 915
conflict management 908
empowerment 875
excellence 974
existing, analysis of 797, 798
1088
INDEX
goals 156
human see human resource
management
investigator team-role 557, 577, 580
leverage 215
limited 906
and organisations 115
power 846
sharing 619
see also recruitment and selection
respect 252–3
responses
bond, stimulus 403–4, 405–6, 408,
409
management 213
negative/poor 476, 564, 621
responsiveness to others 567
to stress 712
responsibility
authority commensurate with 851–2
corporate see social responsibilities
employment relations 777
global 162
human resource management 752–5
management 197, 214
motivation 488
principle 609
public 156
relationships 777, 850–1
stress 708
TQM 907
see also delegation; ethics; social
responsibilities; stakeholders;
values and beliefs
restrictive practices 774
restructuring 102, 475, 476, 597
see also BPR; change; job redesign
and improvement;
organisational structure and
design
results 248, 253, 254–5
retail 72–3, 732–3
see also Marks & Spencer
retention, staff 374–6
Revans, R. 951
review
control systems 843
delegation 855–6
excellence 974
goals and objectives 712
performance 949
recruitment and selection 801
training 759, 771
revolutionary change 912
rewards and incentives
change, organisational 919
conditioning 405–7, 408
empowerment 875
fair 901
need 483
organisational development 899,
901
perception 438, 492
power 257, 306, 308, 1061
profit as 154–5
stress reduction 712
in successful company 37
TQM 966, 968
see also motivation and rewards; pay
Rice, A.K. 83
Richardson, B. 157
Riches, A. 152, 521, 576, 796, 917
Rickson, F. and B. 568–9
Ridderstrale, J. 77, 840
Rigby, D. 91–2, 152
rights 336, 750
co-determination 780
employment 775
human 164, 170, 775
works council 779
Rimmer, T. 818
Ringelmann effect 569
Ringi process 96
Rio Cosmetics Ltd 741
risk
aversion 45
management 160–1
risky-shift 510, 569–70, 1061
-taking and excellence 960
Ritchie, S. 510
rituals 895
Robbins, S. 44, 381, 833–4, 843
Robert Half International 719
Robertson, I.T. 709
Robey, D. 648
Robinson, G. 195, 204, 284
Roddick, A. (Body Shop) 470, 894
culture 502, 894
leadership 307
power 846
Rodgers, P. 736–7
Rodgers, R. 250
Rodrigues, C.A. 310
Roe, R.A. 717
Roffey Park 374, 376
Rogers, C. 346
roles and styles 86, 479, 1062
ambiguity 481, 539, 709, 1062
analysis 890
conflict see under conflict
culture 803, 892, 1062
expectations 480, 537–8, 539, 1062
group see team below
incompatibility 481, 539, 1062
incongruence 479, 537, 616, 708,
1062
leadership 207, 286, 291–2, 309–10,
945, 947
learning 413–14
management 189, 207–9, 218–20,
237, 256–9, 1058
development 945, 947, 979
see also management; management
behaviour and effectiveness
models 408
monitoring 208, 557, 581, 947
organisational effectiveness 959
overload 481, 539–40, 1062
perception 492, 493, 539
relationships 536–8, 708–9
sanctions 539, 541
-set 479, 536–7, 1062
in 7-S framework 284, 961
stress 539, 540–1, 708–9, 711
sub-system 129
systems and structures mixed with
644
team 496, 536–41, 1063
Belbin on 519–20, 556–9, 562,
577, 578, 579–84
underload 482, 540, 1062
see also functions under tasks
Rose, A. 119–20
Rose, M. 71–2
Rosener, J. 376
Rosenfeld, R.H. 624
Rosenzweig, J.E. 129, 912
routine organisation 641, 895
see also scientific management
Royal Mail Group 397, 427–31
RSA (Royal Society of Arts etc) inquiry
168, 971
Rudmore Press 997–9
rules and regulations 75, 116, 528, 848
see also legislation; norms, group
Rummler, G.A. 975–6, 981
Russia 49, 51
Rust, J. 345
rusty halo effect 458
Ryterband, E.C. 531
S
Sabel, C. 687
safety needs 480–1, 483, 484
Salaman, G. 401
sales departments 645
sanctions, role 539, 541
Santosus, M. 396
satisfaction
anticipated 490
communication in groups 560
customer 125, 253, 255
employee 283
expectancy model 492, 493
group members 155
intrinsic 473
needs 482, 484
see also job satisfaction and work
performance
satisficing 85
saturation of communication network
560
Saunders, M. 413, 478, 483
Sayles, L.R. 84
scalar chain 197, 544, 603, 611–12,
1052
scalar principle 68
Scardino, M. 462, 894
Schein, E.H. 113, 116, 892
Schmidt, W.H. 292–3, 311, 905
Schneider, S.C. 90, 190, 451, 649
human resource management 756,
779
organisations 42, 43, 899
Schofield, K. 479
Scholes, K. 132, 151, 754–5
INDEX
1089
schooling see education
‘schools’ of management thought 90,
91
Schulmeyer, G. 925
science
management 87–8, 193
scientific value approach 91
see also behavioural science;
technology
scientific management/assembly-line
production (Taylorism) 55,
69–74, 84, 479, 1062
control and power 834
principles 69–71
reactions against 70
relevance 71–4
stress 714
see also classical approach;
Hawthorne experiments
Scott, W.R. 122–3
SCT (social construction of technology)
663, 667–8
Sculli, D. 90
secondary goals 149
second-order factors 123
Segrist, C.A. 209
selection 520
see also recruitment and selection
selective perception 435–6, 450–1, 913
self see ego; individual differences;
person/personal; personality
self-actualisation 82, 350
needs 480–1, 483, 484
self-assessment 948, 974
self-awareness 359
self-censorship 570
self-concept 346–7
self-development 420, 954
self-disclosure 574
self-employed 372–3
self-established role 538, 539
self-estrangement 702–3
self-interest 163, 168, 303
self-knowledge 950
self-management 359, 718, 723–4
self-motivation 239
self-organisation 649
self-Perception Inventory 558
self-regulation 576
self-reporting of attitudes 363–4, 805
self-worth of others enhanced 376
Sell, R. 873–6
selling leadership style 292, 301
Senge, P. 399, 962–3
Senior, B. 619
senior/top management 117, 118, 600
change management 920–1
control see authoritarian; authority;
autocratic management; control
and power; leadership
culture, organisational 894
human resource management 753,
754, 755, 764–5
human resource planning 799
work groups and teams 525
sensing 351, 414, 438
sensitivity training 573–5, 585
sensory limits/thresholds 437–8
Senter, A. 802
service organisations 123, 203
different from other industries
120–1
division of work 605–6
management 203
see also hospitality industry; NHS;
retail
service provision, electronic 673
7-S framework 284, 960–1, 981
sex differences see gender
sexism 336, 337
shamrock organisation 55, 652–3,
1062
shaping
conditioning 407
gender 335, 370, 1055
team-role 557, 577, 580
technology 663, 667
shareholders 164
sharing/shared
goals 284
information 376
knowledge 77
power 376
resources 619
vision 963
Shaw, G.B. 172
Shaw, M.E. 560
Sheats, P. 564–5
Sheldrake, J. 65
Shercliff, T. 737
Shinto 95
Shipley, D. 487
shops see retail
Shortland, F. 162
short-life organisations 897–8
short-term 315
short-term wins 916
Shovelton, Dame H. 838
Siddall, P. 899
Sieff, Lord I.M. 239, 282, 746, 894
Siemens Nixdorf 924–7
silver bullet danger 569
Silverman, D. 85
similarities of people 341–2
Simms, J. 806
Simon, H.A. 68, 85, 145–6, 156, 199
Simon, Th. 356
Simons, T. 701, 813
simple tasks 561
single objective fallacy 155–6
single-loop learning 417
Sisson Systems 791–2
situational factors 213, 813
leadership 270, 286, 294–5, 300–1,
1062
work 33–4, 536
size 635–6, 894
work groups and teams 519–20, 529
skills 760
behavioural 950
change management 912
deskilling 665, 666
hard 212–13
information 760
learning 315, 401, 420, 761
manager 157–8
modules 430
multi-skilling 87
occupational skills tests 360–1
in 7-S framework 284, 961
shortages 501, 757
social 182, 212, 1062
soft (people) 212–13, 759
study 420
teamwork 523, 568–9
variety and job enrichment 715–16
see also competence; deskilling;
specialisation; training and
development
Skinner, B.F. 403, 405–7, 408
Skipton, M.D. 67
Slater, L. 781
Sloan, A.P., Jr 87
Slocum, J.W., Jr 30, 31
SMART approach 767, 769
Smith, D. 119
Smith, P. 938
Smith, R. 258
Smith, S. 681, 791–2
sociability 800, 801, 811
see also human relations approach;
relationships
social action 71, 85–7, 88, 1062
social awareness 359
social construction of technology 663,
667–8
social control see authority; control and
power
social factors and job satisfaction 701,
702
social goals/objectives 155
social implications of stereotyping 458
social learning 367, 392–3, 408, 1062
social loafing 569
social order 197–8
social organisation see human relations
approach
social power 846–7, 848
social responsibilities, corporate 9,
161–78, 1053
codes of conduct 162–3
human resource management 751,
752–5
IBM code of conduct 177–8
integrated approach 171
related legislation 170
values and ethics 9, 166–7, 168–70,
171–6, 1054
see also organisational goals, strategy
and responsibilities
social skills 182, 212, 1062
social sub-systems 129
social system 29
socialisation 37, 340–1, 346, 370–2
society
Business Excellence Model 972, 973
concepts and personality 346
1090
INDEX
network/networking 688–9
see also sociology
socio-cultural future 126–7
socio-economic shaping of technology
663, 667
socio-emotional interaction 564
sociology 24, 28, 29–30, 1062
see also sociability; society
sociometry and sociograms 503,
562–3, 1062
socio-technical system 70, 83–4,
128–9, 663, 664–5, 1062
conflict management 909
golden handcuffs 670–1
information technology 670
sales reps 671
see also technology
soft skills 212–13
solidaristic orientation 27, 33, 1062
solidarity 564
solo leader 291
solvers 555
Soper, L. 984
Sorge, A. 45, 649
source traits 344, 345
South Africa 579–84, 713
Southorn, E. 76
span of control 135, 543, 603, 609,
610, 1063
importance of 611
technology 638–40
spatial capacity intelligence 358
Spearman, C. 356–7
specialisation/specialist 605
bureaucratic 74
control through 848, 852
human resource management 751–2
organisational development 906
principle 609
team-role 557, 581
specific ability 360
specific cultures 50
speech 348, 448, 450–1
speed of reaction 215
spirit of groups and teams 520
spokesperson role of manager 208, 947
spontaneous process, learning as
390–1
Spotforth, F. 880
Springboard Development Programme
425–7
Square Deal plc 182–3
S–R (stimulus response bond) 403–4,
405–6, 408, 409
SST (socio-economic shaping of
technology) 663, 667
stability
factors and attributions 455–6
maintenance 914
personality 343
see also control and power
staff see employee(s)
stairway initiative 400
stakeholders, organisational 145,
163–6, 173, 1063
stakeholder theory 9, 167–8, 1063
see also community; consumers;
employee(s); government
Stalker, G.M. 37, 641–3, 644, 655
Standard Chartered Bank 778
standardisation 361, 848
standards
British Standards Institute 102
control and power 835–6
Investors in People 761–2, 783–5,
956
management 956, 987
setting function 566
testing 361
training 761
see also quality
standing orders 116
Stanford-Binet test 356
Stanley, T.J. 562
Starke, F.A. 136, 623
Starr, J. 419
static information 451
status and gender 368–72
Staw, B.M. 729
Steel, H. 558
Steele, M. 975, 981
Steers, R.M. 482–3
Stein, N. 769
Stephenson, C. 94
stereotyping and discrimination 406,
457–8, 1063
attitudes 364–5
danger of 44, 45, 570
individual differences 377
leaders 311
legislation against 336, 766–7, 775,
778–9, 804
recruitment and 371
see also under gender
Stern, S. 72, 93, 310, 758, 943
Sternberg, E. 167, 168
Steven, G. and V. 678, 690
Stevens, A. 815
Stewart, R.
management 202, 205
behaviour and effectiveness 207,
210–11, 237, 260, 267, 942
control 848–9
delegation 854
development 912, 979
organisations 78
development 897, 915, 948
structure 598, 601
Stewart, T.A. 931
Stiles, P. 39
stimuli
intellectual 303
perception 440–2, 459
response bond 403–4, 405–6, 408,
409
total pattern of 440–1
Stokes, H. 897
Stone, A. 997, 998–9
Storey, J. 679
stories and myths 895, 896
storming 475, 529, 532, 1063
strategy/strategic 157–61
Business Excellence Model 972, 973
change see change, organisational
conflict 906–8
control and power 840–2
corporate 138, 157, 1053
e-business 160–1
employment 772
framework 158
human resource management
748–9, 756
management 214–15, 239–40, 772
need for 157–8
opportunities and risk management
160–1
organisational goals 161
planning 92
7-S framework 284, 961
stress reduction 112
SWOT analysis 22, 141, 159–60,
1063
synergy 158–9
see also implementation;
organisational goals, strategy
and responsibilities; policy;
quality
strengths (SWOT analysis) 22, 141,
159–60, 1063
stress 354–5, 650, 704, 706–13, 717,
733–4, 1063
coping with 710–13
counselling 713
identifying 712
lack of delegation and autonomy
708
levels 709–10
list of stressors 711
managerial 708
nature of 706–7, 712
physical 712
pressure 707, 711
role relationships and conflicts 539,
540–1, 708–9, 711
strategies for reducing 112
types (acute and chronic) 712
see also morale
strong groups, disadvantages of 532–3
Stroop, William: experiment 444, 465
structural flexibility 87
structuralism 63, 78, 88, 904, 1063
structure
and action theory 87
control and power 832
and leadership 289–90
management development 978–9
organisational effectiveness 959
people and 115, 960
in 7-S framework 284, 961
sub-systems 129, 130, 945, 946
systems and styles mixed with 644
see also organisational structure and
design; patterns of structure and
work; technology
INDEX
1091
Stubbington, D. 863
study skills, learning 420
Stum, D.L. 483
styles see roles and styles
subcontracting 87
sub-groups/cliques 520, 529
subordinates, relations with
development of 301
forces in 293–4
numbers of see span of control
perception of influence 307
personal characteristics 300
see also delegation; employment
relations; leadership
sub-systems
management development 129, 130,
945, 946
organisational 114, 129–30, 1012
technology/task 129, 130, 945, 946
see also departmentalism; group;
Hawthorne experiments; work
groups and teams
success
early 303
factors, critical 374
leadership 317–18, 787
manager 260
technology 638–40
TQM 906
work groups and teams 529, 530
see also effectiveness
succession, planning 952–3
summarising function 566, 567
Summers, J. 154, 721
Sumprint Ltd 826
supervision 70, 728, 848, 869
managing supervisors 742, 754
suppliers 165, 688, 974
support/supportive
delegation 855
lack and stress 711
leadership 275, 299–300, 311, 1063
management development 943–4
operational 117, 118
organisational 117, 118
relationships 246–7
surface traits 344
Surmacz, J. 396
surveillance 671
electronic panopticon 612, 665,
1054
Electronic Point-of-Sale 678, 679–82
surveys
employee 102–3
job 706–11
research and feedback 890
survival objective 154, 155
Sweeten, G. 761
SWOT analysis 22, 141, 159–60, 1063
symbolism 303, 895
Symons, J. 536
synergy 158–9
systems approach 203, 634, 1063
delegation 854–6
IT control 839–40
leadership in 7-S framework 284,
961
management see under management
development and performance
organisation and management 67,
69, 82–4, 88
organisational effectiveness 959
styles and structures mixed 644
systems theory 83, 86
systems-control 87
see also control and power; decision-
making; mechanistic system;
open systems; organic system;
socio-technical system;
sub-systems
T
TA (transactional analysis) 397,
448–50, 1064
tacit knowledge 356, 396, 1063
Tackey, D. 769
Taffinder, P. 281, 303
talent 219
see also creativity and innovation
talking, need for 710
tall hierarchical structure 545, 612,
1063
Tam, H. 163
Tampoe, M. 500–1, 504–5
Tannenbaum, A.S. 832
Tannenbaum, R. 292–3, 311
targets see goals and objectives
tasks
behaviour 301
communication 561
complexity 488, 561
culture 803, 892, 1063
functions in groups and teams 505,
529, 530, 564–5, 566, 1063
functions in organisations 537, 603,
604–5, 639–41, 1063
goals and objectives 102, 104
identity and job enrichment 715–16
leadership 288–9, 290, 296
management 199–200, 205
nature and leadership 300
orientation (TO) 262, 297
significance and job enrichment
715–16
structure 296, 702, 733
sub-systems 129, 130, 945, 946
technology 639–41
working in groups and teams 505,
529, 530, 564–5, 566, 1063
see also job; roles and styles; work
Tate, W. 757
Tavakoli, I. 152
Tavistock Institute 83, 128
Tawny Taverns 679–82
Tayeb, M. 42, 46
Taylor, D. 572
Taylor, F.W./Taylorism see scientific
management
T-data 344
Teague, P. 779
teams see work groups and teams;
working in groups and teams
technical competence 182, 211–12,
800, 801, 1063
technical level 533, 598, 599, 1063
change 134
requirements 104–5
specialist profile 582
sub-systems 129
see also socio-technical system;
technology
technology 13, 31, 88, 116, 662–95,
1064
AMT (Advanced Manufacturing
Technology) 672–3
analysis 640–1
approach 70, 86, 1064
automating 612, 665, 1052
behaviour 132–3
business process re-engineering see
BPR
case studies and examples 679–84
change 83, 672–4, 679–84, 685, 911,
920
contexts and processes 685
contingency approach 638–41
control 664, 689, 839–40
craft 641
culture, organisational 894
definitions 663–4
determinism 64, 84, 87, 663–4
development 639–40
effects 104
environment 529, 530–1, 959
evaluation 678
flexibility 674, 685
future 126–7
high 643
human resource management 755
ICT networks and society 686–9
informating 612, 665, 1056
information see IT
innovation 132
management 198
marketing 639–40
organisations 132–4
patterns of structure 638–41
Perrow on major dimensions
640–1
Woodward study 638–40
planning 677
process 639–40, 663, 664, 666
scope and role 663
social construction 663, 667–8
socio-economic shaping 663, 667
sub-systems 129, 130, 945, 946
tasks 639–41
as text and metaphor (TTM) 663,
668–9
theorising 663–9
training 680–1
work groups 534–6
see also adoption of technology
phases; computers; socio-
technical system; technical level
1092
INDEX
telecommunications 166, 630
telecommuting 652
teleworking 726–7
see also communication; computers;
e-business; e-language;
e-learning; ICT; Internet; IT;
technology
television programme 644, 648
telling leadership style 292, 301
tension 346–7, 564
tenure, stable 198
Terman, L.M. 356
termination of contract 777
terms of reference, delegation 854–5
territory violation 907
tests see measurement and tests
text, technology as 663, 668–9
TGO (Tasks, Goals and Objectives)
102, 104
T-groups (sensitivity training) 516,
573–5, 585, 890, 1064
theatrical creativity 573
Thematic Apperception Test 488
theorising technology 663–9
theorist manager 414
Theory E 861
Theory M 477
Theory X 82, 209, 445, 720, 853, 1064
leadership 290, 292, 866–7
management 238–40, 947
Theory Y 82, 209, 720, 853, 1064
leadership 290, 292, 866–7
management 238–40, 241, 947
Theory Z 211, 240–1, 1064
Thermo-X 923–4
thinking 213, 412, 570, 571
Thomas, B. 966
Thomas, M. 969
Thomas, R. 664, 706
Thompson, J. 43, 51, 157
Thompson, P. 904
Thomson, L. 178, 220, 320
Thorlakson, A.J.H. 863
Thorndike, E.L. 403, 405
Thornhill, A. 413
thought 213, 412, 570, 571
threats 529, 530
SWOT analysis 22, 141, 159–60,
1063
3D model of management effectiveness
261–4
3M management succession 952–3
360° feedback 365–6, 378, 702, 765–6,
1051
Thurstone, L.L. 357
Tilles, S. 157
time
change, timing of 648
cultural differences 50
delegation 852
element and goals 147
flexible working hours 724–6
job timing 266
Just in Time (JIT) 97
management 210, 265–8, 274–5
and motion studies 70
see also scientific management
scales, common 607
working time regulations 775–6
Toffler, A. 831, 913
Tofts, A. 305
Tolman, E.C. 409
Tomorrow’s Company 971
top down approach 944
top management see senior/top
management
Top-to-Toe case study 183
Torrington, D. 724, 748, 778, 799
total pattern of stimuli 440–1
Total Quality Management see TQM
total requirements of job 135, 740,
802–3, 804–5, 1064
Townsend, R. 239, 622, 802–3, 905
TQM (Total Quality Management) 215,
728, 862, 1064
business process re-engineering see
BPR
decline in use of 92
Kaizen 96, 964–5, 1057
management development 964–8
motivation and rewards 474
training and 762
trade unions 122
collective bargaining 775, 777
flexible working hours 724–5
human resource management 751,
770, 772–3, 783
social responsibilities 165
stress and `bad boss’ hotline 713
TUC 713, 783
see also employment relations
traditional management 210
traditional organisations 106, 121,
122, 375, 1064
training and development 105, 798
attitude 760
benefits 757
career development 372–6, 982
cross-cultural 49–50
delegation 852, 854, 855, 857, 858
evaluation 759, 760
HRM see under human resource
management
inadequate 942
investment 198
Japanese 96, 97
leadership 288, 318–20
learning 392–3, 414
management development 943,
949–50, 954–5, 963–4
management of 758–61
methods 759
motivation 489
need for 134, 758
on- and off-the-job 949
organisational development 760,
899, 903
planning 758
review 759, 771
sensitivity see T-groups
standards 761
stress reduction 712
technology 680–1
see also coaching; education; grid
training; learning; performance
appraisal; skills
traits, personality 344–5
Big Five 344–5
expectancy model 492, 493
leadership approach to 261, 286,
287, 1061
transactional analysis 397, 448–50,
1064
transactional leadership 279, 301–2,
305, 1064
transfers and deployment 798
transformation process 124, 125
transformational leadership 279, 286,
301–4, 305, 1064
transition, stage in learning 401
Trapp, R. 152
trial and error 405
Trist, E. 83, 128, 534, 665
Trompenaars, F. 43, 45, 46, 49–50, 756
trust and confidence 252–3, 857, 902
empowerment 875
leadership 303, 316
organisational development 902, 919
TTM (technology as text and
metaphor) 663, 668–9
TUC (Trades Union Congress) 713, 783
Tuckman, B.W. 532
Tulgan, B. 832
Turner, C. 880–3
turnover, labour 700, 717, 735, 741,
800–1
exit interviews 818
reduction 805
Twain, M. 421
twenty-first century, management 198
twins 356
two-factor theory see hygiene/
maintenance
Tyson, S. 751, 774
U
Ulrich, D. 137, 755
unanimity, illusion of 570
uncertainty
avoidance 45, 47–9, 85, 155
empowerment 873
human resource planning 797
leadership 282–3
power and coping with 846
and stress 708
unconscious mind 349
under-employment and stress 712
underload, role 482, 540, 1062
understandable goals 147, 842
unfairness see inequity
unfreezing 522, 910, 912, 918
unions see trade unions
uniqueness 341–2
lack of 648
unit and small batch production
639–40, 839
INDEX
1093
unitary perspective 86, 709, 773–4,
904, 1064
unitary-fragmented control systems
838–9
United States
bureaucracy 76
contingency 649
culture, national 47–51 passim, 439
flexible working hours 726
human relations approach 78–80
human resource management 778–9
Japanese management 90, 96, 240
job satisfaction 723
labour force 42
leadership 311
management 209–10, 256–8, 964
motivation and rewards see
hygiene/maintenance
multinationals 43
organisational development 898
organisational goals, strategy and
responsibilities 162–3
patterns of structure 640, 642, 650
quality circles 727
stress 707
work groups and teams 537, 540
see also scientific management
unity of command 197
universal societies 50
universal theories 43
universalism 750
universities 290, 392, 395, 618, 644,
719
unstable factors and attributions 455–6
upward feedback 702, 765, 1064
urgency, sense of 916
Urwick, L. 67, 68, 198, 609–10, 619–20
Useem, M. 281
utilitarian compliance 149
Utley, D.R. 93, 499
V
valence in expectancy theory 490–2
validity 361, 403
value
group norms 520–1
human resource planning 798–800
knowledge 397
mission statements 151–2
reward in expectancy model 492
scientific 91
social 702
values and beliefs 150–1, 362
change, organisational 915
goals and objectives 129, 145–6
level of culture 892
management behaviour 215
management style 245, 960
premises, goals as 145–6
responsibilities and 166–7
work groups and teams 520–1
see also ethics; ideologies and
principles; social responsibilities
van ZylKobus Lazenby, E. 713
Varey, R.J. 891
variability and technology 640
variables 248, 297, 641, 647
Veccio, R.P. 283, 634–5, 648, 654
verbal communication 348, 448,
450–1
verbal intelligence 358
Vernon, P.E. 357
vertical control see hierarchy of needs
model
vertical job enlargement 714
vet as manager 192
victimhood 713
VIE (expectancy/valence theory) 490–2
Vine, P. 713
virtual reality 689
virtual teams 535–6, 1064
virtue ethics 169
vision 92, 151, 303, 916
Vliet, A. van de 156–7
Volkwein, J.F. 899
Vroom, V.H.
contingency model 295, 297–9
expectancy theory 489, 490–2, 504
needs theory 485
W
Wajcman, J. 663
Walker, C.R. 84
Walker, J. 733
Wall, T. 864
Wallum, P. 818
Walmsley, C.J. 256, 257
Walsh, J. 372
Walsham, G. 666
Walton, R.E. 901
Warner, M. 45, 649
Waterman, R.H. 887, 898
excellence 960–1
management 252, 256, 724
patterns of structure 602, 636
Watertown Arsenal 70
Watson, C.M. 284
Watson, H. 734
Watson, J.B. 403
Watson, T.J. 87–9, 193, 844, 871, 903
weaknesses 621
allowable 556, 557
SWOT analysis 22, 141, 159–60,
1063
wealth maximisation 167
Weaver, D. 987
Weaver, T. 477
Web see Internet
web, cultural 895–6
Weber, M. 43, 74–5, 78, 114, 600
Wedgewood-Oppenheim, F. 558
Weeks, J. 256, 903
welfare, staff 161, 901
well-being of community 118
Wertheimer, M. 441
Wessex Computers 825
West, M. 374
West, M.A. 415
Western Electric see Hawthorne
experiments
Whately, R. 171
wheel communication network
559–60, 561
Whiddett, S. 815
whistleblower 170
White, I. 102–6
White, J. 558
White, P. 585
white space 975
Whitehead, M. 288, 304
Whitmore, Sir John 502, 901
Whyte, W.F. 537, 540
Wilkinson, A. 723, 860
Wilkinson, B. 666
Willcocks, G. 861, 968
Williams, D. 630
Williams, S. 94
Williamson, J. 713
Willis, L. 425
Willmott, H. 33–4, 190, 216, 843, 978
Wilson, D.C. 624
Wilson, F. 542, 818
control systems 832, 839
organisational behaviour 27, 52, 896
repertory grid technique 350, 352
Wilson, J. 576, 724
Wilson, P.R. 453
Winstanley, D. 750–1
Wise, R. 573
withdrawal/apathy 422, 476, 1064
Witkin, H.A. 438
Wolfson, Sir B. 472, 722, 757
women see gender
Wood, J. 30
Wood, S. 864
Woodall, L.J. 751
Woodman, R.W. 30, 31
Woodward, J.
control systems 838, 839
organisation structure 604–5, 610,
638–40, 655, 906
technology 638–40, 663–4
Woodworth, R. 470
Woolliams, P. 756
work
arrangements, flexible 651–2, 669,
1054
conflict 906–7
control 869
and effectiveness 265–6
environment 530–1, 701
essential 200–2, 566, 568–9
ethic 33–4, 370–1
gender 370–2
groups see work groups and teams;
working in groups and teams
humanisation 81, 378
ineffective 267–8
making 41
management 199–200, 206–7, 264,
945
behaviour 209–11
changes 912
common 196–7
development 945, 946–7
1094
INDEX