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LAURIE J. MULLINS
ORGANISATIONAL
BEHAVIOUR
IN THE WORKPLACE
WITH JACQUELINE MCLEAN

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TWELFTH EDITION
Contents in brief

In acknowledgement and appreciation xvii

About the authors xix
Publisher’s acknowledgements xx

0 Your study of organisational behaviour 1

Part 1
Organisational behaviour
and work 21
1 The people–organisation relationship 22
2 The work environment 58
3 Organisational conflict and stress 95

Part 2
Focus on the individual 127
4 Personality and diversity 128
5 Learning and development 167
6 Perception and communication 206
7 Work motivation and satisfaction 247

Part 3
Focus on groups and
leadership 291
8 Working in groups and teams 292
9 Leadership in work organisations 332
10 Managing people at work 372
viii Contents in brief

Part 4
Focus on the workplace 411
11 Organisational theory and structure 412
12 Patterns of structure and workplace
design 449
13 Technology in the workplace 492
14 Organisational control and power 521

Part 5
Focus on organisational
environment 559
15 Organisational culture and change 560
16 Strategy, corporate responsibility and
ethics 600
17 Organisational performance and
effectiveness 637

Appendix Review of developing your personal skills and employability 676

Glossary 680
Index 691
Contents in detail

In acknowledgement and appreciation xvii

Integrating the individual and the
About the authors xix
organisation 24
Publisher’s acknowledgements xx Organisational analysis 26
A multidisciplinary perspective 28
0 Your study of organisational behaviour 1 Positive organisational behaviour (POB) 29
Overview topic map: Chapter 0 – Your study of Interrelated influences on behaviour 30
organisational behaviour 2 A framework of study 31
About this book: organisational behaviour in the Social exchange theory 32
workplace 3 Organisational theory 33
What is organisational behaviour (OB)? 4 The organisation as an open system 35
Underlying features of your study 5 Organisation and management
Topics in OB are not entirely free-standing 6 systems 37
What is the relevance of theory? 7 Contribution of Human Resource
Organisational metaphors 8 Management (HRM) 39
The importance of organisational behaviour 10 The psychological contract 41
OB, personal skills and employability 10 Nature and extent of expectations 41
The ‘SCARF’ model 12 Globalisation and the international
People management and social skills 13 context 43
Making yourself more employable 15 The cultural environment 44
Personal skills and employability exercise 15 Is organisational behaviour culture-
bound? 47
Structure of the book 17
Critical Thinking Zone 50
Critical Thinking Zone 18
Summary – Chapter 1 ‘The people–organisation
Notes and references 20
relationship’ 52
Group discussion activities 52
Organisational behaviour in action
case study 53
Chapter 1 – Personal skills and employability
exercise 55
Notes and references 56

2 The work environment 58

Overview topic map: Chapter 2 – The work
Part 1 environment 59
Organisational behaviour Work as a central life issue 60
and work 21 Orientations to work and work ethic 63
Emotional labour 64
1 The people–organisation Work and the organisational setting 66
relationship 22 Private and public sector organisations 68
Social enterprise organisations 70
Overview topic map: Chapter 1 –
The people–organisation relationship 23 Common features of organisations 71
x Contents in detail

Formal and informal organisations 73

Friendships and relationships at work 75
Work/life balance 76
Changing nature of work organisations 79
Different generations and age groups 81
The future of the workplace 83
Critical Thinking Zone 86
Summary – Chapter 2 ‘The work
environment’ 88 Part 2
Group discussion activities 88
Focus on the individual 127
Organisational behaviour in action case
study 90 4 Personality and diversity 128
Chapter 2 – Personal skills and employability
Overview topic map: Chapter 4 – Personality
exercise 91
and diversity 129
Notes and references 92
Recognition of individuality 130
Understanding personality 131
3 Organisational conflict
Personality traits and types 133
and stress 95
Uniqueness and similarities 135
Overview topic map: Chapter 3 – Sigmund Freud – a psychodynamic
Organisational conflict and stress 96 perspective 136
Work, health and well-being 97 Nomothetic approaches 138
What is organisational conflict? 98 Idiographic approaches 141
Potential sources of conflict 100 Personality and stress at work 144
Broader interpretations of conflict 103 The big five personality factors 145
The management of conflict 105 Personality ‘tests’ and assessments 147
Conflict resolution in the Applications in the workplace 147
workplace 106 Emotional intelligence (EI) 149
What is organisational stress? 108 Recognition of diversity 151
Potential causes of work stress 110 Diversity in the workplace 152
Is stress necessarily to be avoided? 111 Diversity and stereotyping 156
Coping with stress 113 Criticisms and limitations 157
HSE management standards 116 Critical Thinking Zone 158
Bullying and harassment 117 Summary – Chapter 4 ‘Personality and
Frustration-induced behaviour 119 diversity’ 160
Critical Thinking Zone 120 Group discussion activities 161
Summary – Chapter 3 ‘Organisational conflict Organisational behaviour in action case
and stress’ 121 study 162
Group discussion activities 122 Chapter 4 – Personal skills and employability
Organisational behaviour in action case study – exercise 164
based on real events 123 Notes and references 165
Chapter 3 – Personal skills and employability
exercise 124 5 Learning and development 167
Notes and references 125
Overview topic map: Chapter 5 – Learning and
development 168
The nature and importance of learning 169
 Contents in detail xi

A declaration on learning 172 Summary – Chapter 6 ‘Perception and

Behaviourist and cognitive views of learning 174 communication’ 241
Behaviourist theorists of learning 174 Group discussion activities 241
Cognitive perspective of learning 178 Organisational behaviour in action case
Socialisation 178 study 242
How do we learn? 179 Chapter 6 – Personal skills and employability
Action learning 182 exercise 243
Learning preferences 184 Notes and references 244
E-learning 185
7 Work motivation and
Knowledge management 186
satisfaction 247
Creativity 189
Mentoring and coaching 191 Overview topic map: Chapter 7 – Work
Applications of learning theory 195 motivation and satisfaction 248
Critical Thinking Zone 197 The significance of motivation 249
Summary – Chapter 5 ‘Learning and Needs and expectations at work 250
development’ 199 Money as a motivator 251
Group discussion activities 199 Extrinsic and intrinsic motivation 252
Organisational behaviour in action Three-fold classification for review of
case study 201 motivation 254
Chapter 5 — Personal skills and Competing theories of motivation 256
employability exercise 202 Content theories of motivation 257
Notes and references 203 Maslow’s hierarchy of needs theory 257
Alderfer’s modified need hierarchy model 261
6 Perception and Nohria’s four drives model of motivation 262
communication 206 Herzberg’s two-factor theory 262
Overview topic map: Chapter 6 – Perception McClelland’s achievement motivation theory 264
and communication 207 Process theories of motivation 265
The importance of the study of perception 208 Vroom’s expectancy theory 267
The perceptual process 209 Implications of expectancy theory 268
Internal characteristics 213 Equity theory of motivation 269
External influences 214 Goal theory 271
Perceptual illusions 219 Relevance today of motivation theories 274
Making judgements about other people 220 Organisational behaviour modification 275
Difficulties in perceiving other people 222 Motivation of knowledge workers 276
Perceptual distortions and errors 225 Job satisfaction 278
Attribution theory 228 Comprehensive model of job enrichment 280
The importance of language and Critical Thinking Zone 282
communication 230 Summary – Chapter 7 ‘Work motivation and
Non-verbal communication and body satisfaction’ 284
language 231 Group discussion activities 284
Impression management 235 Organisational behaviour in action case
Perception and interpersonal study 285
communications 236 Chapter 7 – Personal skills and employability
Understanding the organisational process 238 exercise 286
Critical Thinking Zone 239 Notes and references 287
xii Contents in detail

9 Leadership in work
organisations 332
Overview topic map: Chapter 9 – Leadership in
work organisations 333
The significance of leadership 334
Approaches to the study of leadership 336
Qualities or traits approach 336
Functional (or group) approach 339
Part 3 Styles of leadership 340
Focus on groups and Continuum of leadership behaviour 341
leadership 291 Contingency theories of leadership 343
Fiedler’s contingency model 343
8 Working in groups and Vroom and Yetton contingency model 345
teams 292 Path–goal theory 346
Overview topic map: Chapter 8 – Working in Readiness of the followers or group 348
groups and teams 293 Transformational leadership 349
Importance and significance of Inspirational or visionary leadership 351
groups 294 Servant leadership 353
Formal and informal groups 296 Alternative views of leadership 354
Group values and norms 298 The leadership relationship 356
Expectations and benefits of group Culture: A contingent factor? 357
membership 300 Leadership effectiveness 358
Group cohesiveness and performance 301 Leadership development 361
Membership 302 Critical Thinking Zone 363
Work environment 302 Summary – Chapter 9 ‘Leadership in work
Organisational 303 organisations’ 365
Group development and maturity 303 Group discussion activities 366
Social identity theory 305 Organisational behaviour in action
Characteristics of effective work case study 367
groups 307 Chapter 9 – Personal skills and employability
Virtual teams 309 exercise 368
Analysis of individual behaviour 313 Notes and references 370
Individual and group performance 316
Building successful teams 320
10 Managing people at work 372
Autonomous working groups 322 Overview topic map: Chapter 10 – Managing
Critical Thinking Zone 325 people at work 373
Summary – Chapter 8 ‘Working in groups The management of people 374
and teams’ 326 What is management? 376
Group discussion activities 327 Management in public sector
Organisational behaviour in action case organisations 379
study 328 Responsibility for the work of other
Chapter 8 – Personal skills and employability people 380
exercise 329 Managing with and through people 382
Notes and references 330 A looser approach to managing 384
Importance of managerial style 385
 Contents in detail xiii

Theory X and Theory Y management 386

The Managerial/Leadership Grid® 388
Human resource management 390
Partnership with line managers 392
Investors in People 395
Performance management (PM) 397
Managerial effectiveness 399
Measures of effectiveness 400
Critical Thinking Zone 404 Part 4
Summary – Chapter 10 ‘Managing people at Focus on the workplace 411
work’ 405
Group discussion activities 406 11 Organisational theory and
Organisational behaviour in action case structure 412
study 407
Overview topic map: Chapter 11 – Organisation
Chapter 10 – Personal skills and employability
theory and structure 413
exercise 407
Developments in organisational
Notes and references 409
behaviour 414
The classical approach 416
Administrative theory 417
Scientific management 418
Bureaucracy 421
Evaluation of bureaucracy 423
Human relations approach 425
Evaluation 427
Socio-technical approach 429
Contingency approach 430
Other approaches to the study of
organisations 432
Decision theory 432
Social action 433
Action theory 434
Postmodernism (Post bureaucratic) 435
Relevance to study of organisational
behaviour 436
Critical Thinking Zone 439
Summary – Chapter 11 ‘Organisational theory
and structure’ 441
Group discussion activities 442
Organisational behaviour in action case
study 443
Chapter 11 – Personal skills and employability
exercise 445
Notes and references 446
xiv Contents in detail

12 Patterns of structure and 13 Technology in the workplace

workplace design 449 Peter Scott 492
Overview topic map: Chapter 12 – Patterns of Overview topic map: Chapter 13 – Technology
structure and workplace design 450 in the workplace 493
Purpose and importance of structure 451 The importance of technology 494
Levels of organisation 452 Technology in organisations and the value of
Underlying dimensions of structure 454 business systems 494
Task and element functions 455 Problems and risks of technology in
Division of work and grouping organisations 497
of people 455 Technology and jobs: the great debate 499
Centralisation and decentralisation 458 Technology, work and organisational
Design principles of organisation 460 behaviour 500
Formal organisational relationships 463 Skill, work design and job quality 500
Project teams and matrix Centralisation versus decentralisation of
organisation 464 control 501
Role structure of the organisation 467 Social networking 504
Role conflict 469 Changing relations between organisations and
Boundaryless organisation 471 their ‘workers’ 505
Organisation charts 472 Changing relations with customers and users 506
Contingency approach 472 Location of work 507
Technology and structure 474 Nature of social interactions 509
Woodward – structure and production The pace and intensity of work 510
technology 475 Critical Thinking Zone 513
Perrow – major dimensions of Summary – Chapter 13 ‘Technology in the
technology 476 workplace’ 515
Uncertain external environment 477 Group discussion activities 515
Burns and Stalker – mechanistic and organic Organisational behaviour in action
structures 478 case study 516
Lawrence and Lorsch – differentiation and Chapter 13 – Personal skills and employability
integration 478 exercise 517
Organisation structure and culture 480 Notes and references 517
Changing face of the workplace 481
Outsourcing 483 14 Organisational control
Demand for flexibility 483 and power 521
Structure and organisational behaviour 484 Overview topic map: Chapter 14 –
Critical Thinking Zone 485 Organisational control and power 522
Summary – Chapter 12 ‘Patterns of structure The essence of control 523
and workplace design’ 487 Improvement in performance 524
Group discussion activities 488 Elements of organisational control 526
Organisational behaviour in action Other forms of control 527
case study 489 Strategies of control in organisations 528
Chapter 12 – Personal skills and employability Power and management control 531
exercise 490
Power and leadership influence 534
Notes and references 490
Pluralistic approaches to power 535
 Contents in detail xv

Financial and accounting systems of

control 538
Behavioural factors of organisational
control 539
The concept of empowerment and
delegation 542
The manager–subordinate relationship 543
Systematic approach to delegation 546
Control versus autonomy 549
Critical Thinking Zone 549
Part 5
Summary – Chapter 14 ‘Organisational control
Focus on organisational
and power’ 551 environment 559
Group discussion activities 552
Organisational behaviour in action case 15 Organisational culture and
study 553 change 560
Chapter 14 – Personal skills and employability Overview topic map: Chapter 15 –
exercise 554 Organisational culture and change 561
Notes and references 555 Adapting to change 562
What is organisational culture? 563
Types of organisation culture 565
Levels of culture 567
Influences on the development of culture 568
Culture and organisation control 571
Importance of culture 572
National and international culture 574
Organisational climate 577
Organisational change 580
Resistance to change 583
Do people welcome change? 587
Managing change 587
Getting people to accept change 589
Critical Thinking Zone 591
Summary – Chapter 15 ‘Organisational culture
and change’ 593
Group discussion activities 593
Organisational behaviour in action case
study 595
Chapter 15 – Personal skills and employability
exercise 596
Notes and references 597

16 Strategy, corporate responsibility

and ethics 600
Overview topic map: Chapter 16 – Strategy,
social responsibility and ethics 601
xvi Contents in detail

The importance of strategy 602 Employee engagement and

Organisational ideologies and principles 605 commitment 642
Vision and mission statements 606 The nature of organisational effectiveness 646
Management of opportunities and risks 607 The learning organisation 646
Organisational goals 610 Total quality management (TQM) 649
Corporate social responsibilities (CSR) 613 The balanced scorecard 651
Organisational stakeholders 616 The EFQM Excellence Model 651
The UN Global Compact 617 Attributes and qualities of a manager 653
Values and ethics 618 Effective use of time 657
Ethics and corporate social responsibility 619 Management development 658
Business ethics 621 Building productivity in the UK 660
Codes of business conduct (or ethics) 624 Organisational capabilities 662
An integrated approach 625 Successful organisations and people 664
Human rights in business 626 Critical Thinking Zone 667
Critical Thinking Zone 628 Summary – Chapter 17 ‘Organisational
Summary – Chapter 16 ‘Strategy, corporate performance and effectiveness’ 669
responsibility and ethics’ 630 Group discussion activities 669
Group discussion activities 631 Organisational behaviour in action case
Organisational behaviour in action case study 671
study 632 Chapter 17 – Personal skills and employability
Chapter 16 – Personal skills and employability exercise 673
exercise 633 Notes and references 674
Notes and references 634

17 Organisational performance and

effectiveness 637 Appendix Review of developing your
personal skills and employability 676
Overview topic map: Chapter 17 –
Organisational performance and
Glossary 680
effectiveness 638 Index 691
Organisational performance and
management 639
In acknowledgement
and appreciation

A special tribute to my wife Pamela and families for their constant warmth, support
and encouragement with this latest edition.

Special thanks and gratitude also to — including:

Colleagues Jacqueline McLean and Peter Scott for their valued contribution to this
twelfth edition.
Gill and Richard Christy
Mike Crabbe and Mike Timmins
Hugo Misselhorn
Anne Riches
Jane Southall
And the fond memory of Karen Meudell

Francesca Mullins, Rebekah Darvill, Abigail Voller

Di and Mike Blyth, Jenny and Tony Hart, Lynn and Wayne Miller, Christine Paterson
Those managers who kindly gave permission to reproduce material from their own
organisations and work environments.
The team at Pearson Education including: Victoria Tubb, Andrew Müller, Kelly Miller
and Rachel Gear. Also to Simon Lake (hoping you are enjoying your retirement:
happy memories).
From Jacqueline: Heartfelt gratitude for your invaluable support, advice and
encouragement: Dr Kevin Gallimore, Dr Jie Liu, Prof Gary Akehurst, Alison Rowlands,
Paul Walsh; my Mother, Isolyn McLean, Janet Foster, Minerva Streete-Boafoo, Eseata
Steele, Elizabeth McLean and family.
From Peter: Thanks to Debbie and also the various students over the years who have
had ideas about technology and organisations bounced off them.
xviii In acknowledgement and appreciation

External reviewers
The following reviewers approached by the publishers for their constructive
comments that have helped shape this revised new edition.
Dr Sophie Bennett-Gillison, University of Aberystwyth
Dr Pattanee Susomrith, Senior Lecturer, School of Business and Law, Edith Cowan
University, Australia
John Bateman, The University of Sussex Business School
Dr Sarah Warnes, UCL School of Management
Hugh M. Davenport, Senior Lecturer in Organisational Behaviour, University of
Northampton
Dr Dieu Hack-Polay, University of Lincoln
Dr Emmanuelle Rey-Marmonier, Aberdeen Business School, Robert Gordon
University
About the authors

Laurie Mullins has experience of business, local government, university

administration and human resource management; an instructor in the
Territorial Army; worked with the United Nations Association International
Service, Voluntary Service Overseas; and professional and educational
bodies including UNISON. Formerly a principal lecturer at Portsmouth
Business School Laurie led the behavioural and human resource
management group and was senior examiner for a range of university
courses and professional organisations. Laurie has undertaken a visiting
professorship at University of Wisconsin, USA; visiting fellowship at Royal
Melbourne Institute of Technology University, Australia; guest speaker
in South Africa; and frequent visiting lecturer in the Netherlands. Laurie
is also author of Essentials of Organisational Behaviour and Hospitality
Management and Organisational Behaviour both published by Pearson
Education. His books have been translated into Russian, Chinese,
Portuguese, Dutch and Greek with a Macedonian edition in progress.
There has also been an edition in Braille. Laurie has the rare distinction for
an academic author with an edition of Management and Organisational
Behaviour featuring in both The Guardian and The Times bestseller lists of
all paperbacks, both fiction and non-fiction.

About the contributors

Dr Jacqueline McLean is a Senior Lecturer in HRM and Organisational
Behaviour in the Department of Business and Management at Manchester
Metropolitan University. She is also Research Lead, Ethics and Governance
Lead and Research Degrees Coordinator. Jacqueline is an experienced
Educational Author, Consultant and Company Director and has been a
Member of the Chartered Institute of Personnel and Development for over
thirty-five years. Before joining academia, she held a number of personnel/
HRM/training roles in the commercial sector. Jacqueline’s PhD research
focused on knowledge management and new product development
and explored how organisations, through their infrastructure, can utilise
specialist knowledge to enhance innovation propensity.

Peter Scott is a Senior Lecturer at the University of Portsmouth Business

School, specialising in organisational behaviour and employee relations.
He has previously taught at the University of Bath and Manchester
Metropolitan University. Peter’s doctoral research was on craft skills and
advanced manufacturing technology.
Publisher’s acknowledgements

We are grateful for permission to reproduce the following copyright material:

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Another random document with
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 NOTE:

1. Del quale pubblichiamo il primo racconto, dello stesso titolo, alla fine del
presente volume.

2. Specie di festa barbarica in uso presso quelle tribù.

3. Medico-prete.

4. Grosso animale delle regioni polari, della famiglia delle renne.

 Nota del Trascrittore

Ortografia e punteggiatura originali sono state

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Copertina creata dal trascrittore e posta nel pubblico
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