Mullins L.J. Management and organisational behaviour, Seventh edition
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The book is written with a minimum of technical terminology and the format is clearly
structured. Each chapter is fully supported with illustrations and contains:
■ a short introduction and learning outcomes;
■ a set of contemporary ‘critical reflections’;
■ a synopsis of key points;
■ review and discussion questions;
■ personal awareness and skills exercises;
■ assignment(s) and/or case(s);
■ detailed notes and references.
While a prior knowledge of behavioural science would prove useful to the reader, it is
not assumed. Neither is such knowledge a necessary prerequisite for an understanding
of the concepts and ideas discussed in this book. Broader social science perspectives
form an integral part of the explanation and discussion of management and organisa-
tional behaviour.
It is hoped that the comprehensive coverage and progressive presentation of contents
will appeal to students at undergraduate, graduate or post-experience level in business or
management, or on related professional courses. It is also hoped that the book will
appeal not only to those aspiring to managerial positions, but to practising managers and
supervisors who wish to expand their views and knowledge of the subject area.
The study of organisational behaviour
There are a number of alternative approaches to the study of organisational behaviour.
For example, in addition to a managerialist approach, Drummond refers to two other
intellectual standpoints, interpretative and critical.
The interpretative standpoint views ambiguity, paradox and contradictions as part
of the natural experiences of organisations, and with an emphasis upon understanding
the subtleties and dynamics of organisational life.
The critical standpoint believes that reality is very real and people have only a mar-
ginal amount of freedom, and regards management science as bogus, a means of
legitimising economic exploitation.
6
While acknowledging the existence and potential contributions of both these stand-
points, the main thrust of this book is to present a managerial approach to
organisational behaviour. It is concerned with interactions among the structure and
operation of organisations, the process of management and the behaviour of people at
work. The underlying theme of the book is the need for organisational effective-
ness and the importance of the role of management as an integrating activity.
No single book could hope to cover adequately all aspects of what is a wide and essen-
tially multidisciplinary field of inquiry, and it is not the intention to attempt to cover
all aspects of individual or social behaviour. It is regrettable but inevitable therefore
that some topics are excluded or given only limited coverage and it is not possible to
meet fully the preferences of all readers. In order to attain a reasonable depth, this
book concentrates on selected topics of particular relevance to problems of organisa-
tion and the management of people in work situations, and which meet the needs of
the intended audience.
The nature of organisational behaviour and the practice of management should be
considered not in a vacuum but within an organisational context and environment.
The activities of a work organisation and the management of people are directed
towards an end, towards certain goals. Chapters 4 (The Nature of Organisations) and 5
(Organisational Goals, Strategy and Responsibilities) help to provide an integrated, bal-
anced setting for this book and for your studies of the subject area.
CHAPTER 1 INTRODUCTION
5
The scope of
this book
There are, of course, related areas of specialisms such as human resource management
(HRM) which also bear upon management action and organisational effectiveness.
However, this book is not about employment law and neither is it the intention to
attempt to compete with specialist HRM books. Rather, Chapters 19 and 20 serve to
recognise the importance of the context in which the process of management and organ-
isational behaviour takes place and to provide an overview and signpost some main HRM
areas of interest. Together with Chapters 4 and 5, these chapters aim at broadening the
scope of the subject matter beyond the concerns of traditional organisational behav-
iour texts – a distinctive feature of this book.
The consistently supportive and positive feedback from reviewers and users of previous
editions has been very much appreciated. Accordingly this edition retains the same
underlying theme, aims and approach that have been a hallmark of the success of the
book. Continuing attention has been given to the overall layout, style and appearance.
Readers familiar with the previous edition may wish to note the following features
of this seventh edition.
■ The opportunity has been taken for a comprehensive and detailed review of all con-
tents, including attention to chapter titles and introductions; the organisation, flow
and coherence of all material; and restructuring both within and between chapters.
■ Significant changes include ‘Organisational Practices’ brought forward to Chapter 2
from Chapter 16; and delegation and empowerment removed from Chapters 6 and
16 and consolidated and expanded in Chapter 21.
■ Changes have been made to the titles of a number of chapters in order to reflect
more closely the nature of their contents.
■ There is considerable new material including greater attention to topical issues such as
the changing nature of organisations and management, cultural influences and organ-
isational behaviour, business ethics, diversity, leadership, management development,
flexible working, stress, human resource management and work/life balance.
■ There are a number of additional and replacement appendices (now called
Management in Action), assignments and case studies.
■ There are in excess of 450 new or revised references.
■ Each chapter now includes opening quotations which helps focus attention on an
underlying feature of that chapter.
■ The section on ‘About the Contents’ on pages 8–15 now includes a note of main
links with other chapters.
■ In order to accommodate the additional and updated contents, careful attention has
been given to the deletion of older and possibly outdated material and references,
unless believed to be clearly of continuing relevance today. This has demanded
many hard choices but has been influenced by the overriding consensus to maintain
the book at a reasonable and manageable size.
■ Together these changes hopefully provide not only a sharper and fresher approach
but also a more contemporary and robust focus of attention as well as enhanced
readability.
In addition to the above there are three significant new features in the book:
■ Personal awareness and skills exercises
Each chapter now includes an exercise designed specifically to help further the
development of your personal awareness, and your social and work-based skills. The
underlying basis of management and organisational activity is human behaviour
and the interactions of people. However, we need to remind ourselves that people
PART 1 MANAGEMENT AND ORGANISATIONAL BEHAVIOUR
6
THE SEVENTH EDITION
bring their own perceptions, feelings and attitudes towards the organisation, sys-
tems and styles of management, their duties and responsibilities, and the conditions
under which they are working. An important first step in understanding the behav-
iour of other people is to know and understand yourself. Enhancing your personal
awareness and skills should make study and learning more fulfilling, improve your
confidence and augment your ability to work well with other people. It should also
help boost your employment opportunities. Increasingly, graduate recruiters are
placing greater emphasis on key personal and social skills, and attitudes. To this end
it is recommended that you maintain a log of the skills attained during your
course of study that you can show in future job interviews.
■ Technology online
Technology impacts on almost all aspects of management and organisational behav-
iour. Technology solutions are interactive web exercises which encourage students to
explore how technology might be used to solve specific managerial problems.
■ Business Press
A new Business Press section provides contemporary articles relating to business and
management situations featured in the Financial Times, including links with other
most relevant chapters. There are also questions for each article allowing you to crit-
ically discuss the issues raised in the articles.
Key integrative features of this book
Underlying key issues of management and organisational behaviour have always been
an important integrative feature of this book, and continue to be addressed in this edi-
tion. These include attention to:
■ organisational democracy with, for example, greater attention to employee partici-
pation and empowerment, and the personal touch;
■ structures of people, concerns for the re-evaluation of work/life balance including
demands for flexible working arrangements;
■ the importance of the context of culture and the impact of external environmental
influences;
■ ethical and social values, the need for organisations to be more transparent and for
more open relationships;
■ strategic approaches to human resource management and the effective management
of people;
■ renewed focus on effective organisational performance including primary objectives
of survival, growth and development, and profitability;
■ interrelationships among management, organisational behaviour, goals and strategy,
human resource management and organisational effectiveness.
CHAPTER 1 INTRODUCTION
7
FT
About the contents
The book is divided into eight interrelated Parts, see Figure 1.1, and 23 chapters.
This chapter explains the nature, aims and main features about this book, and intro-
duces you to the changing nature of the work organisation, and to the study of
management and organisational behaviour.
Chapter 2: The Nature of Organisational Behaviour looks at the nature of organisa-
tional behaviour and the importance of the people–organisation relationship. Chapter
2 draws attention to main influences on the behaviour and performance of people in
the work situation, and the central focus of management.
PART 1 MANAGEMENT AND ORGANISATIONAL BEHAVIOUR
8
Links with other chapters
Chapter 5 debates the idea of a social responsibility of management
Chapter 7 discusses Theory X and Theory Y strategies of managerial behaviour
Chapter 11 identifies the concept of ‘selective perception’
Chapter 14 explains the Johari Window framework of behaviour
Chapter 16 includes reference to culture as a contingent factor
Chapter 18 discusses applications of quality circles and the nature of the work/life
balance
Chapter 23 explores the nature of organisational effectiveness
Part 1
Management
and
Organisational
Behaviour
Part 2
THE
ORGANISATIONAL
SETTING
Part 3
THE ROLE OF
THE MANAGER
Part 6
ORGANISATIONAL
STRUCTURES
Part 7
MANAGEMENT
OF HUMAN
RESOURCES
Part 8
IMPROVING
ORGANISATIONAL
PERFORMANCE
Part 5
GROUPS AND
TEAMWORK
Part 1
MANAGEMENT AND
ORGANISATIONAL
BEHAVIOUR
Part 4
THE
INDIVIDUAL
Figure 1.1 Interrelated parts of the book
Chapter 3: Approaches to Organisation and Management contrasts major trends in
the development of management thinking and provides a basis for consideration
of topics discussed in following chapters. Chapter 3 reviews different approaches
to organisation and management, and the relationship between theory and manage-
ment practice.
Chapter 4: The Nature of Organisations recognises the importance of the organisa-
tional setting and external environment within which the process of management
takes place. Chapter 4 examines the organisation as a complex social system, and inter-
relationships among its operations, structure and management.
Chapter 5: Organisational Goals, Strategy and Responsibilities draws attention to
the importance of organisational goals and strategy for the operations and manage-
ment of the organisation. Chapter 5 considers organisational ideologies and objectives,
the concept of social responsibilities of management and business ethics.
CHAPTER 1 INTRODUCTION
9
Links with other chapters
Chapter 4 examines the organisation as an open system
Chapter 6 sets out principles of management to help general discussion on
management theory
Chapter 13 discusses the importance of group norms and social relationships
Chapter 15 details common principles of organisation applicable to all situations
Chapter 16 explains contingency models of organisation and management
Chapter 19 discusses the unitary and pluralistic perspectives of organisations
Chapter 22 reviews the nature of organisational conflict
Links with other chapters
Chapter 1 draws attention to the changing nature of work organisations
Chapter 3 reviews developments in management thinking and organisational behaviour
Chapter 5 discusses the significance of organisational goals and objectives
Chapter 6 discusses management in private and public sector organisations
Chapter 13 explains the importance and nature of groups and teams
Chapter 16 refers to contingency models of organisation and management
Chapter 17 explores the nature of technology and organisations
Chapter 23 includes a discussion of the learning organisation
Links with other chapters
Chapter 2 discusses the new psychological contract including responsibilities to
employees
Chapter 4 explains the context of the organisational setting including a systems view of
organisations
Chapter 7 examines the approach of Management by Objectives (MBO)
Chapter 15 reviews the nature of organisation structure and design
Chapter 21 looks at the concepts of power, involvement and compliance
Chapter 22 examines the nature and management of organisational change
Part 2
The
Organisational
Setting
Chapter 6: The Nature of Management examines the process of management as the
cornerstone of the people–organisation relationship and fundamental to effective per-
formance. Chapter 6 reviews the essential nature of managerial work, the nature and
main activities of management, and the execution of work.
Chapter 7: Managerial Behaviour and Effectiveness recognises the responsibility of
managers to manage and to achieve results through the efforts of other people.
Chapter 7 considers different systems and styles of managerial behaviour, the effective
utilisation of human resources and managerial effectiveness.
Chapter 8: The Nature of Leadership explores the process of managerial leadership as
a central feature of improved organisational performance. Chapter 8 looks at the exer-
cise of leadership power and influence, leadership as an aspect of behaviour, and the
importance of situational variables.
PART 1 MANAGEMENT AND ORGANISATIONAL BEHAVIOUR
10
Links with other chapters
Chapter 6 discusses management as getting work done through the fforts of other people
Chapter 7 examines managerial behaviour and effectiveness
Chapter 12 includes an account of expectancy theory of motivation
Chapter 13 examines the nature of work groups and teams
Chapter 14 discusses task functions and maintenance functions of leader-member
behaviours
Chapter 23 refers to the Leadership and Management Model as a framework for effective
role model leadership
Part 3
The Role of the
Manager
Links with other chapters
Chapter 4 distinguishes between production and service organisations, and explains
the systems approach to organisations
Chapter 7 examines managerial behaviour and effectiveness
Chapter 15 sets out Urwick’s principles of organisation and also different levels of
organisation
Chapter 21 discusses the nature of delegation and empowerment
Chapter 22 explores the nature of organisational culture and climate
Chapter 23 examines management development including Management Standards, and
the Leadership and Management model
Links with other chapters
Chapter 2 refers to successful management as the ability to handle people effectively,
and also to the psychological contract
Chapter 6 examines the nature of management
Chapter 8 discusses the nature of managerial leadership
Chapter 12 explains Maslow’s hierarchy of needs model
Chapter 13 refers to role expectations and self-established role prescriptions
Chapter 19 discusses the Investors in People Standard for training and development
Chapter 9: Individual Differences draws attention to the importance of the individ-
ual’s contribution to the performance of work organisations. Chapter 9 focuses on
individual differences, the significance of personality and attitudes, and the recogni-
tion of individual talent and potential.
Chapter 10: The Nature of Learning explores the significance of learning to organisa-
tional behaviour, and as an important factor in managing change and motivating
employees. Chapter 10 explains the nature of the learning process, knowledge manage-
ment, the learning organisation and evaluates theories of learning.
Chapter 11: The Process of Perception considers the nature of the perceptual process
and the importance to the manager of the study of perception. Chapter 11 explains
factors influencing perception and draws particular attention to an understanding of
problems regarding the perception of other people.
CHAPTER 1 INTRODUCTION
11
Links with other chapters
Chapter 3 refers to the sex power differential in the Hawthorne experiments
Chapter 10 examines an understanding of the ways in which people learn
Chapter 11 discusses the process of perception and the impact of gender differences
Chapter 12 explores the nature and causes of frustration-induced behaviour
Chapter 14 explains the Johari Window framework of behaviour
Chapter 18 examines the nature, causes and consequences of stress at work
Chapter 20 details procedures for the recruitment and selection of staff, and the use
of tests
Part 4
The Individual
Links with other chapters
Chapter 9 examines the nature of individual differences
Chapter 12 discusses the motivation of knowledge workers
Chapter 13 refers to possible stress from situations of role ambiguity
Chapter 15 looks at the impact of organisation structures on behaviour at work
Chapter 17 examines the impact of technology on organisations
Chapter 22 explains the learning organisation as a feature of organisation development
Chapter 23 discusses management development as an essential feature of organisational
effectiveness
Links with other chapters
Chapter 2 introduces the concept of the psychological contract
Chapter 7 discusses Theory X and Theory Y strategies of managerial behaviour
Chapter 9 explains the Myers-Briggs Type Indicator
Chapter 10 explores an understanding of the nature of learning and the ways in which
people learn
Chapter 12 examines process theories of motivation
Chapter 14 refers to perception of ‘self’ and how people see and think of themselves
Chapter 12: Work Motivation and Rewards examines those areas that influence the
motivation of staff and which elicit their willing co-operation and improved perform-
ance. Chapter 12 reviews different theories and ideas about motivation and rewards,
and evaluates their relevance to particular work situations.
Chapter 13: The Nature of Work Groups and Teams looks at the nature and signifi-
cance of work groups and teams as a major feature of organisational life. Chapter 13
considers those factors which influence group formation and cohesiveness and the
importance of groups and role relationships for organisational performance.
Chapter 14: Working in Groups and Teams reviews the importance of understanding
the nature of working in groups and teams, and interactions among members. Chapter
14 gives attention to the analysis of behaviour of individuals in group or team situa-
tions, and the assessment of performance and effectiveness.
PART 1 MANAGEMENT AND ORGANISATIONAL BEHAVIOUR
12
Links with other chapters
Chapter 7 refers to the Blake and Mouton Managerial Grid seminars for reviewing
patterns of behaviour
Chapter 8 discusses leadership development and effectiveness
Chapter 12 explains achievement motivation
Chapter 13 examines the nature of work groups and teams
Chapter 18 discusses a group of people in quality circles, and also self-managed work
groups
Chapter 19 draws attention to training in people skills and teamworking
Links with other chapters
Chapter 2 introduces the concept of the psychological contract and also refers to culture
and motivating factors
Chapter 3 discusses the ideas of scientific management and the rational-economic
concept of motivation
Chapter 6 refers to management as getting work done through other people
Chapter 7 examines the approach of Management by Objectives (MBO)
Chapter 11 explains Attribution theory as part of process theories of motivation
Chapter 18 discusses work organisation and job design, and job enrichment
Links with other chapters
Chapter 3 refers to the power of group membership and the Hawthorne experiments,
and also to the effects of changing technology
Chapter 4 explains social processes and the informal organisation
Chapter 8 examines the process of leadership linked to the activities of groups
Chapter 14 examines working in groups and teams
Chapter 15 looks at formal organisational relationships and the matrix form of
organisation
Chapter 18 discusses role stress as an influence on job satisfaction and performance
Part 5
Groups and
Teamwork
Chapter 15: Organisation Structure and Design provides an overview of the nature
and importance of structure for effective management and organisational performance.
Chapter 15 details key factors to be considered in the design of structure, and considers
the relationships between organisation structure and people.
Chapter 16: Patterns of Structure and Work Organisation recognises the situational
variables that influence the most appropriate organisation structure and systems of
management. Chapter 16 examines the importance of alternative forms of structure,
the demand for flexibility.
Chapter 17: Technology and Organisations explains the pervasive nature of technol-
ogy within contemporary organisations and a variety of perspectives. Chapter 17
considers the importance of organisational and human dimensions of the adoption
and implementation of new technology.
CHAPTER 1 INTRODUCTION
13
Links with other chapters
Chapter 3 discusses the idea of common sets of principles on organisation
Chapter 4 looks at the informal organisation and also refers to information technology
as a dimension of structural design
Chapter 5 explains the importance of organisational goals and objectives
Chapter 7 refers to the changing nature of the work organisation and the hierarchy
Chapter 13 discusses role relationships and interactions, and role incongruence
Chapter 16 examines patterns of structure and work organisation
Part 6
Organisational
Structures
Links with other chapters
Chapter 2 draws attention to national culture and principles of contingency theory
Chapter 4 discusses types of organisations and their purpose
Chapter 5 refers to the fallacy of the single business objective
Chapter 15 examines organisation structure and design
Chapter 18 considers the influence of flexibility on job satisfaction of staff
Chapter 21 discusses the nature and importance of delegation and empowerment
Chapter 22 examines the significance of the culture of the organisation
Links with other chapters
Chapter 2 explains the nature of organisational behaviour and draws attention to the
importance of people
Chapter 3 discusses the system approach to the analysis of organisations
Chapter 4 draws attention to the influence of technology, information technology and
the management of technical change
Chapter 18 discusses main dimensions of job satisfaction including reference to
alienation at work
Chapter 19 explores the role of personnel/HRM specialists
Chapter 22 draws attention to human and social factors associated with the need for
organisations to adapt to new technological developments
Chapter 18: Job Satisfaction and Work Performance considers the meaning and
nature of job satisfaction and the relationship between staff and their jobs. Chapter 18
reviews dimensions of job satisfaction, main approaches to improving job design, and
relationships between job satisfaction and work performance.
Chapter 19: Human Resource Management draws attention to the importance of the
promotion of good human relations for improved organisational performance. Chapter
19 provides an overview of the human resource management function, personnel poli-
cies and activities, and the nature of employee relations.
Chapter 20: Resourcing the Organisation recognises that the effectiveness of an
organisation depends very largely upon the staff it employs. Chapter 20 looks at the
importance of effective systems and procedures for resourcing the organisation, and a
planned and systematic approach to recruitment and selection.
PART 1 MANAGEMENT AND ORGANISATIONAL BEHAVIOUR
14
Links with other chapters
Chapter 9 discusses the features and limitations of testing
Chapter 11 draws attention to verbal and non-verbal cues, and also to possible
perceptual distortions and errors
Chapter 14 explains buddy rating or peer rating as the basis of sociometry, and also
scoring measures for leaderless group discussions
Chapter 18 discusses a quality of working life (QWL) strategy
Chapter 19 examines Human Resource Management
Part 7
Management
of Human
Resources
Links with other chapters
Chapter 2 referes to a number of interrelated influences on behaviour
Chapter 4 draws attention to developments in technical systems and dangers of
information overload
Chapter 5 discusses the importance of social responsibilities of organisations
Chapter 12 explores the nature and causes of frustration-induced behaviour, and also
discusses job design
Chapter 14 discusses the importance of effective teamworking
Chapter 16 considers demands for greater flexibility in patterns of work organisation
Chapter 21 explains the nature, importance and benefits of empowerment
Links with other chapters
Chapter 3 refers to the unitary and pluralistic view of organisations
Chapter 5 debates the importance of social responsibilities of management
Chapter 7 examines the approach of Management by Objectives (MBO)
Chapter 11 draws attention to the possible effects of perceptual distortions
Chapter 13 explains role incongruence and role conflicts
Chapter 18 discusses a quality of working life (QWL) strategy
Chapter 20 examines resourcing the organisation
Chapter 23 explores the nature and importance of management development