Organisational Behaviour and Analysis: An Integrated ApproachLating Perceptions of Others 122 Cross-cultural Effects on Perception: a Brief Note 124 Overview and Conclusions 125 Chapter 5: Attitudes and Emotions 129 Introduction 130 Attitudes 130 The Functions of Attitudes 131 Attitude Formation 132 Attitude Change 134 Attitudes and Behaviour 136 Attitude Measurement 140 Employee Opinion Surveys 141 Work-related Attitudes 142 Emotions 147 Emotions: Towards a Definition 148 The Emotion Process: A Working Model 148 Development of the Emotion 151 The Outcomes (Consequences) of the Emotion 152 The Moderators of Emotion 152 Overview and Conclusions 155 Integration 1: Integrating Individual Characteristics 160 Personality and Intelligence 160 Personality and Attitudes 160 Perception and Attitudes 161 Personality, Perception and Attitudes 161 Section 3: The Intrapersonal Level (Individual Processes) 165 Chapter 6: Memory and Learning 166 Introduction 167 Memory 167 Learning 172 Theories of Learning 174 Knowledge Management 188 Overview and Conclusions 189 Chapter 7: Work Motivation and Job Design 194 Introduction 195 Motivation in a Work Context 195 Motivation: A Definition and Explanation 196 Needs and Expectations of Work 198 Barriers to Work Motivation 200 Theories of Work Motivation 201 Content (Needs) Theories of Motivation 202 Content Theories: Integration and Overview 209 Content Theories: A Cross-cultural Perspective 211 Job Design and Motivation 214 Overview and Conclusions 223 Chapter 8: Work Motivation: Process Theories 227 Introduction 228 Expectancy Theory 228 Equity Theory 233 Goal-setting Theory 235 Process Theories: An Integration and Overview 238 Assessing Motivation and Dealing with Motivational Problems 239 Behaviour Modification: An Alternative to Using Motivation Theory 240 Overview and Conclusions 244 Chapter 9: Individual Decision Making 248 Introduction 249 Decision Making In Perspective 249 Types of Decision 250 Models of Decision Making 252 Post-decision Behaviour 261 Factors Affecting Decision Making 264 Overview and Conclusions 268 Chapter 10: Workplace Stress and Work-life Balance 273 Introduction 274 Stress: Basic Considerations 275 A Working Model 281 Stressors 282 The Outcomes of Stress 288 The Moderators of Stress 293 Stress Management 298 Overview and Conclusions 305 Integration 2: Integrating Individual Characteristics and Processes 309 Links between Personality and Individual Processes 309 Links between Intelligence and Individual Processes 309 Links between Perception and Individual Processes 310 Links between Attitudes/Emotions and Individual Processes 310 Section 4: The Interpersonal Level 315 Chapter 11: Groups, Teams and Teamworking 316 Introduction 317 A Definition of Groups 317 Types of Group 317 The Meaning and Functions of Groups 320 Group Influences on Individual Behaviour 321 Group Formation and Development 324 Group Characteristics 327 Group Effectiveness 337 Relations between Groups: Intergroup Conflict 339 Groups and Job Design 341 Overview and Conclusions 345 Chapter 12: Leaders and Leadership: The Foundations 349 Introduction 350 The Nature of Leadership 350 Two Approaches to the Study of Leadership 351 Leadership and Management 354 The Significance of Leadership to Organisations 356 Leadership Theories and Models 358 Trait Theory 359 Style Theories 361 Universal versus Contingency Theories 365 Chapter 13: Leaders and Leadership: Contingency Theory and Recent Approaches 368 Introduction 369 Contingency Theories of Leadership 369 An Overview of Contingency Theories 376 Recent Perspectives on Leadership 378 Leadership in a Cross-cultural Context 383 Overview and Conclusions 388 Chapter 14: Power, Politics and Conflict 393 Introduction 394 Power 394 The Origins (Sources or Bases) of Power 395 The Basis of Power 401 Misconceptions About the Use of Power 402 A Overview of Power and its Use 404 Organisational Politics 405 Factors Giving Rise to Political Behaviour 406 The Pervasiveness of Organisational Politics 408 Political Tactics 408 Political Behaviour: An Overview 413 Organisational Conflict 414 Conflict: Traditional and Contemporary Views 414 The Nature of Organisational Conflict 417 Conflict Episodes 419 Conflict Management 422 Overview and Conclusions 426 Chapter 15: Organisational Communication 430 Introduction 431 The Importance of Communication 431 The Communication Model 432 Barriers to Effective Communication 438 Communication in Organisations 444 Different Forms of Organisational Communication 449 Overview and Conclusions 457 Integration 3: Integrating Group Characteristics and Processes and the Links between Individuals and Groups 462 Links between Characteristics and Processes at Group Level 462 Links between Individual and Group Levels Characteristics and Processes 463 Section 5: Organisational Level 469 Chapter 16: Organisational Goals and Effectiveness 470 Introduction 471 Organisational Goals 471 The Nature of Goals 474 Goal Formulation 478 The Mechanics of Goal Setting 478 Goal Adaptation and Change 486 Organisational Effectiveness 487 Approaches to Effectiveness 488 Overview and Conclusions 494 Chapter 17: Organisational Structure: Basic Concepts 500 Introduction 501 Organisational Structure 501 The Importance of Structure 502 Dimensions of Structure 506 Recent Developments in Organisational Structure 515 The Digital Age and the Virtual Organisation 523 Overview and Conclusions 528 Chapter 18: Organisational Design 531 Introduction 532 Organisational Design: Classical versus Contingency Approaches 532 Contingency Factors in Organisational Design 536 Designs for International Organisations 550 Types of Cross-national organisation 550 Overview and Conclusions 558 Chapter 19: Organisational Control 563 Introduction 564 The Purpose of Organisational Control 564 Alternative Views on Control in Organisations 565 The Cybernetic Model of Control 568 Behavioural Control 572 Traditional Methods of Behavioural Control 574 Recent Developments in Behavioural Control 579 Resistance to Control 584 Overview and Conclusions 586 Chapter 20: Organisational Cultures and Climates 590 Introduction 591 Organisational Culture 591 The Nature of Organisational Culture 592 Characteristics of Cultures 595 Perspectives on Culture 602 Culture Change and Culture Management 611 A Brief Note on National Cultures 615 Organisational Climate 616 The Nature and Origins of Climate 617 Climate: A Model of Antecedents and Outcomes 618 Overview and Conclusions 623 Chapter 21: Organisational Change and Development 629 Introduction 630 The Significance of Organisational Change 630 Types of Organisational Change 631 The Triggers to Organisational Change 632 External Triggers to Change 633 Internal Triggers for Change 636 Resistance to Change 637 Approaches to Introducing Organisational Change 642 The Planned Change Approach 642 Organisational Development 647 The Emergent Approach to Organisational Change 657 Continuous Change: The Learning Organisation 658 Overview and Conclusions 660 Integration 4: Integrating Macro Level Characteristics and Processes and the Macro and Micro Levels of Organisation 664 Introduction 664 Integrating Macro Level Characteristics and Processes 665 Integrating Macro and Micro Levels of Organisation 666 The Effects of the Micro Level on the Macro Level 670 Overview and Conclusions 674 Glossary 681 Bibliography 695 Author Index 000 Subject. |
