Management and Organisational Behaviour, 13E 13Th Edition Laurie Mullins - Ebook PDF
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MANAGEMENT AND
ORGANISATIONAL
BEHAVIOUR
THIRTEENTH EDITION
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First published in 1985 in Great Britain under the Pitman imprint (print)
Fifth edition published in 1999 by Financial Times Pitman Publishing (print)
Seventh edition published 2005 (print)
Eighth edition published 2007 (print)
Ninth edition published 2010 (print)
Tenth edition published 2013 (print and electronic)
Eleventh edition published 2016 (print and electronic)
Twelfth edition published 2019 (print and electronic)
Thirteenth edition published 2023 (print and electronic)
The rights of Laurie J. Mullins and Gary Rees to be identified as authors of this work has been asserted by them in accordance with the Copyright, Designs
and Patents Act 1988.
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10 9 8 7 6 5 4 3 2 1
27 26 25 24 23
Part 1
Organisational behaviour
and work 21
1 The people–organisation relationship 22
2 The work environment 56
3 Organisational conflict and stress 90
Part 2
Focus on the individual 121
4 Personality and diversity 122
5 Learning and development 157
6 Perception and communication 190
7 Work motivation and satisfaction 227
Part 3
o us on grou s nd le dershi 269
8 Working in groups and teams 270
9 Leadership in work organisations 307
10 Managing people at work 343
Part 4
Focus on the workplace 379
11 Organisational theory and structure 380
12 Patterns of structure and workplace
design 412
13 Organisational control and power 451
Part 5
Focus on organisational
environment 485
14 Organisational culture and change 486
15 Strategy, corporate responsibility and
ethics 522
16 Organisational performance and
effectiveness 558
Behaviourist and cognitive views of learning 162 Group discussion activities 222
Behaviourist theories of learning 163 Organisational behaviour in action case
Cognitive perspective of learning 166 study 224
Socialisation 167 Chapter 6 – Personal skills and employability
How do we learn? 168 exercise 225
Action learning 171 Notes and references 226
Learning preferences 173
7 Work motivation and
E-learning 174
Knowledge management 175
satisfaction 227
Creativity 178 Overview topic map: Chapter 7 – ‘work
Mentoring and coaching 180 motivation and satisfaction’ 228
Applications of learning theory 184 The significance of motivation 229
Summary – Chapter 5 ‘Learning and Needs and expectations at work 230
development’ 185 Money as a motivator 231
Group discussion activities 186 Extrinsic and intrinsic motivation 232
Organisational behaviour in action case Three-fold classification for review of
study 187 motivation 234
Chapter 5 – Personal skills and employability Competing theories of motivation 236
exercise 187 Content theories of motivation 237
Notes and references 188 Maslow’s hierarchy of needs theory 237
Alderfer’s modified need hierarchy
6 Perception and model 241
communication 190 Nohria’s four drives model of motivation 242
Overview topic map: Chapter 6 – perception Herzberg’s two-factor theory 242
and communication 191 McClelland’s achievement motivation
theory 244
The importance of the study of perception 192
Process theories of motivation 245
The perceptual process 193
Vroom’s expectancy theory 247
Internal characteristics 197
Implications of expectancy theory 248
External influences 198
Equity theory of motivation 249
Perceptual illusions 203
Goal theory 251
Making judgements about other people 204
Relevance today of motivation
Difficulties in perceiving other people 206
theories 254
Perceptual distortions and errors 209
Organisational behaviour modification 255
Attribution theory 212
Motivation of knowledge workers 256
The importance of language and
Job satisfaction 258
communication 214
Comprehensive model of job enrichment 260
Non-verbal communication and body
language 215 Summary – Chapter 7 ‘Work motivation and
satisfaction’ 262
Impression management 219
Group discussion activities 263
Perception and interpersonal
communications 220 Organisational behaviour in action case
study 264
Understanding the organisational process 221
Chapter 7 – Personal skills and employability
Summary – Chapter 6 ‘Perception and
exercise 264
communication’ 222
Notes and references 266
9 Leadership in work
organisations 307
Overview topic map: Chapter 9 – Leadership in
work organisations 308
The significance of leadership 309
Approaches to the study of leadership 311
Qualities or traits approach 311
Functional (or group) approach 314
Part 3 Styles of leadership 315
Focus on groups Continuum of leadership behaviour 316
nd le dershi 269 Contingency theories of leadership 318
Fiedler’s contingency model 319
8 Working in groups and Vroom and Yetton contingency model 320
teams 270 Path–goal theory 321
Overview topic map: Chapter 8 – ‘working in Readiness of the followers or group 322
groups and teams’ 271 Transformational leadership 324
Importance and significance of Inspirational or visionary leadership 325
groups 272 Servant leadership 327
Formal and informal groups 274 Alternative views of leadership 328
Group values and norms 276 The leadership relationship 331
Expectations and benefits of group Culture: A contingent factor? 331
membership 278 Leadership effectiveness 332
Group cohesiveness and performance 279 Leadership development 336
Membership 280 Summary – Chapter 9 ‘Leadership in
Work environment 280 organisations’ 338
Organisational 281 Group discussion activities 338
Group development and maturity 281 Organisational behaviour in action case
Social identity theory 283 study 339
Characteristics of effective work Chapter 9 – Personal skills and employability
groups 285 exercise 340
Virtual teams 287 Notes and references 341
Interactions among group members 289
Analysis of individual behaviour 291
10 Managing people at work 343
Individual and group performance 294 Overview topic map: Chapter 10 – Managing
Building successful teams 297 people at work 344
Autonomous working groups 300 The management of people 345
Summary – Chapter 8 ‘Working in groups and What is management? 347
teams’ 302 Management in public sector
Group discussion activities 303 organisations 350
Organisational behaviour in action case Responsibility for the work of other
study 304 people 351
Chapter 8 – Personal skills and employability Managing with and through people 352
exercise 304 A looser approach to managing 355
Notes and references 305 Importance of managerial style 356
Theory X and Theory Y management 357