Introducing Organizational Behaviour

Transcription

1 Introducing Organizational Behaviour

2 Other books by the authors J. Beck and C. Cox (eds), Advances in Management Education C. L. Cooper, The Stress Check C. L. Cooper (ed.), Developing Managers for the 1980s R. N. Ottaway, Humanizing the Workplace

3 Introducing Organizational Behaviour Mike Smith, John Beck, Cary L. Cooper, Charles Cox, Dick Ottaway and Reg Talbot Department of Management SC ences, University of Manchester Institute of Science and Technology M

4 Mike Smith, John Beck, Cary L. Cooper, Charles Cox, Dick Ottaway and Reg Talbot 1982 Softcover reprint of the hardcover 1st edition 1982 All rights reserved. No part of this publication may be reproduced or transmitted, in any form or by any means, without permission. First published 1982 by THE MACMILLAN PRESS LTD London and Basingstoke Companies and representatives throughout the world ISBN DOI / ISBN (ebook) Typeset in Great Britain by STYLESET LIMITED Salisbury Wiltshire The paperback edition of this book is sold subject to the condition that it shall not, by way of trade or otherwise, be lent, resold, hired out, or otherwise circulated without the publisher's prior consent in any form of binding or cover other than that in which it is published and without a similar condition including this condition being imposed on the subsequent purchaser.

5 Contents List of Figures List of Tables 1 Introduction: The Relevance and Scope of Organizational Psychology to Management IX X 1 SECTION 1: THE INDIVIDUAL WITHIN THE ORGANIZATION 2 The Manager and His Job Profile of a manager The owner-manager of a small firm The woman manager Analysis of the management job Motivation and Job Satisfaction Drive-reduction theories 29 Maslow's hierarchy of needs 30 Hertzberg's two-factor theory and job enrichment 34 McClelland's achievement motivation 40 Process theories of motivation 46 A pragmatic approach to motivation Personality and Learning in Organizations Introduction The humanistic view of personality Freud Learning and the behaviourists Epilogue

6 VI Contents 5 Stress at Work: The Manager The job of management The manager's role in the organization Interpersonal relations at work Career prospects Organizational climate Home-work interface stresses The type-a manager The management of stress SECTION 2: THE GROUP WITHIN THE ORGANIZATION 6 Forming Judgements of Others The process of perception Factors in perception A theory of perception Social perception Improving social perception The interview 7 Communication and Attitude Change Formal-informal and upwards-downwards communication The basic communication process 8 Working in Groups The basic problems confronting any work group What is a 'group'? The dynamics of the relationships between group members The development of a group Deviancy in groups The bases of social power in groups Decision-making in groups Training for effective participation in groups Summary

7 Contents VB 9 Leadership and Supervision 160 Trait theories of leadership 161 Theories of leadership and management style 163 Situational and interactive theories of leadership and management Structures of Organizations 184 Introduction 184 Weber and Michels 185 Early writers on management 187 Structure and social behaviour 189 Contingency theory 191 Structure and the environment 194 Organizations of the future 199 SECTION 3: THE ORGANIZATION AND CHANGE 11 Creativity 207 Introduction 207 The creative product 208 The creative idea 212 The creative process 213 Further characteristics of the creative problem-solving process 220 The creative person 224 The creative situation Participation and Technology 240 Developments in the European Economic Community (EEC) 242 Developments in other countries 249 What have we learned from this work 252 The nature of future British developments Organizational Change 261 Introduction 261 The difficulty of bringing about organizational change 262

8 Vlll Contents Some helpful perspectives on change How change takes place Many change agents required for change Organizational development (OD) Change strategies and interventions Conclusion SECTION 4: OTHER MATTERS 14 Additional Areas in Organizational Behaviour 281 Author Index 289 Subject Index 293 The authors and publishers wish to thank the following who have kindly given permission for the use of copyright material. American Management Associations for a chart from 'Organizational Stress and Individual Strain' in The Failure of Success edited by A. J. Marrow 1972 by AMACOM, a division of American Management Associations. All rights reserved. British Institute of Management for tables from reports 'Prome of the British Manager', Management Survey Report, No. 38 by Melrose-Woodman, (1978), and 'The British Manager: Careers and Mobility', Management Survey Report, No. 39, by Guerrier and Philpot (1978). The Controller of Her Majesty's Stationery Office for two tables from Occupational Segregation, Department of Employment, London (1979). E. P. Dutton & Co. Inc. for a figure from Man and Society in Calamity by Pitirim A. Sorokin. Copyright 1942 by E. P. Dutton & Co. Inc. Renewed 1970 by Helen P. Sorokin. Gower Publishing Company Ltd for an extract from Problem Solving Through Creative Analysis by T. Rickards (1974). Harvard Business Review for a table adapted from How to Choose a Leadership Pattern by Robert Tannenbaum and Warren H. Schmidt (HBR May-June, 1973). Copyright 1974 by the President and Fellows of Harvard College. All rights reserved. International Publications Ltd for the diagram 'The 3-D grid'. Irvington Publishers Inc. for figures 3.3 and 3.4 from The Achieving Society (1976) by D. C. McClelland. McGraw-Hill Book Company for a figure from A Theory of Leadership Effectiveness by Fiedler and a table from Psychology of Industrial Behaviour by C. H. Smith andj. H. Wakeley (1972). Penguin Books Ltd for a figure from Creativity in Industry by P. R. Whitfield (Pelican Books, 1975). Copyright 1975 by P. R. Whitfield. Professors M. M. Webber and H. W. J. Rittel for an extract from their essay 'Dilemmas in a General Theory of Planning' reprinted by the Design Methods Group, California, from the original publication in Policy Sciences, No.4 (1973). Every effort has been made to trace all the copyright holders but if any have been inadvertently overlooked the publishers will be pleased to make the necessary arrangements at the first opportunity.

9 List of Figures 2.1 Super and Hall's model of career paths Need deficit at three levels of management Satisfiers and dissatisfiers at work Achievement motivation and coal imports at London Achievement motivation and US patents Categories of stress Organization in perception Information-processing model of communication Types of communication network A taxonomy of group activities A spectrum of conformity Communications to deviants Group decision-making Relationship between the managerial grid and theory X and theory Y 9.2 Three sets of needs from action-centred 168 leadership Fiedler's classification of leadership situations The 3D grid A continuum of managerial styles Dimensions in designing an organization The pollution problem The right-angle triangle problem I The right-angle triangle problem II Solutions to right-angle triangle problem II Problem-solving process The consequences of high participation Field of change forces 269

10 List of Tables 2.1 Qualifications of managers Comparison of educational level of managers in ten countries Attitudes concerning job mobility Participation rates for women, Cross-national comparisons of women's share of higher-level occupations Average proportion of managers' time spent on various activities Mintzberg's managerial roles Approximate percentage of the population showing various behaviours under starvation conditions Importance ratings for various satisfiers Summary of phrases which characterize psychoanalytic and humanistic schools of thought about personality Classification of members' roles within groups Management decision-making processes Buckley's mechanistic, organic and sociocultural systems Taxonomy of ideas Characteristics of wicked problems Characteristics of open and closed problem situations The personality behind innovation Structured aids to creative problem-solving 236