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0273701843_COVER 30/9/05 10:53 am Page 1

Organisational Behaviour

Organisational Behaviour
Individuals, Groups and Organisation
Ian Brooks Third Edition

“In a relatively short text, the authors cover a wide range of issues,
relate them to students’ popular imagination and experience,
and anchor them firmly in a contemporary business context,
all of which is extremely valuable.”
Samantha Warren, University of Portsmouth

“One of the great strengths of this text is that in every

chapter I found something new or different. There
are also strengths in the structure, design and content
of the book which continue to make it a popular
choice with me and my students”
Linda Horner, Coventry University

This third edition of Organisational Behaviour provides

a concise, selective and rigorous introduction to the
subject. With up-to-date reference to contemporary Key Features
themes and work in the field, the book examines Succinct and accessible introduction to
behaviour within the context of the individual, groups the subject
and teams, and finally the organisation itself. Regular
questions encourage critical reflection on the most Detailed coverage of organisational Third
culture and theory
important schools of thought, and a wealth of case Edition
studies and illustrations in film apply these theories to “OB in Film” feature provides alternative
recognisable practice. organisational contexts
Managerial Implications sections ground

Ian Brooks
The book is aimed at students taking modules in
theories in everyday practice
Organisational Behaviour on undergraduate and
postgraduate business degrees. It is also suitable for Range of short and long cases
post-experience and professional qualifications, as well Frequent questions encourage critical
as the more general reader with a background of study reflection
in the social sciences.

Dr Ian Brooks is Dean of the Northampton Business

School, The University of Northampton

An imprint of
www.pearson-books.com
ORGB_A01.QXP 26/9/05 10:54 am Page i

Organisational Behaviour
ORGB_A01.QXP 26/9/05 10:54 am Page ii

We work with leading authors to develop the

strongest educational materials in business and
management, bringing cutting-edge thinking
and best learning practice to a global market.

Under a range of well-known imprints, including

Financial Times Prentice Hall, we craft high quality
print and electronic publications which help
readers to understand and apply their content,
whether studying or at work.

To find out more about the complete range of our

publishing, please visit us on the World Wide Web at:
www.pearsoned.co.uk
ORGB_A01.QXP 26/9/05 10:54 am Page iii
ORGB_A01.QXP 26/9/05 10:54 am Page iv

Pearson Education Limited

Edinburgh Gate
Harlow
Essex
CM20 2JE

and Associated Companies throughout the world

Visit us on the World Wide Web at:

www.pearsoned.co.uk

First published 1999

Second edition published 2003
Third edition published 2006

© Pearson Education Limited 1999, 2006

The rights of Ian Brooks, Hugh Davenport, Jon Stephens and Stephen Swailes to be identified
as authors of this work have been asserted by them in accordance with the Copyright, Designs and Patents Act 1988.

All rights reserved. No part of this publication may be reproduced, stored in a retrieval system,
or transmitted in any form or by any means, electronic, mechanical, photocopying, recording or
otherwise, without either the prior written permission of the publisher or a licence permitting
restricted copying in the United Kingdom issued by the Copyright Licensing Agency Ltd,
90 Tottenham Court Road, London W1T 4LP.

ISBN-13: 978-02737-0184-2
ISBN-10: 0-27370-1843

British Library Cataloguing-in-Publication Data

A catalogue record for this book is available from the British Library

10 9 8 7 6 5 4 3 2 1
11 10 09 08 07 06

Typeset in 9.5/12.5 Stone Serif by 3

Printed and bound by CPI Bath

The publishers’ policy is to use paper manufactured from sustainable forests.

ORGB_A01.QXP 26/9/05 10:54 am Page v

For Cara, Connor, Lucy, Hannah and Bernie

ORGB_A01.QXP 26/9/05 10:54 am Page vi
ORGB_A01.QXP 26/9/05 10:54 am Page vii

Contents

Contributors xiii
Preface xv

1 Introduction 1

Studying organisational behaviour 2

OB and the business environment 3
OB and your learning: book structure and rationale 6
References 11
Further reading 12

2 Perspectives on individual behaviour 13

Jon Stephens
Introduction 14
Individual behaviour and personality 14
Perception and the perceptual process 22
Attitudes and values 27
Individual learning in the organisation 32
Decision making 36
Communication, change and conflict 38
Managerial implications 42
Summary of main points 42
Conclusions 43
Questions 43
ORGB_A01.QXP 26/9/05 10:54 am Page viii

viii Contents

References 44
Further reading 46
Internet sites 46

3 Motivation at work 47

Introduction 48
Schools of thought 48
Expectancy theory: a framework for the analysis of workplace motivation 50
Needs theories 55
Intrinsic and extrinsic rewards 60
Motivation and equitable treatment 64
Change, motivation and the psychological contract 65
Motivation and conflict 66
Contemporary motivation theories 69
Motivation and job design 71
Managerial implications 73
Summary of main points 74
Conclusions 74
Questions 75
References 75
Further reading 77
Internet sites 77

4 Groups and teams 79

Hugh Davenport
Introduction 80
Why gather in groups? 80
Groups and teams 83
Formal and informal groups and teams 89
Stages of group and team development 91
Roles and routines 95
Building and maintaining effective teams 99
Communication and conflict 103
Groups and change 107
Managerial implications 114
ORGB_A01.QXP 26/9/05 10:54 am Page ix

Contents ix

Summary of main points 115

Conclusions 115
Questions 116
References 117
Further reading 119
Internet sites 120

5 Organisational theory 121

Introduction 122
Macro-organisational theories 122
Technical-rational approach 124
Socio-human approach 130
Systems theory 131
Contingency theory 133
Contemporary lenses 137
Managerial implications 142
Summary of main points 143
Conclusions 144
Questions 144
References 144
Further reading 145

6 Management and leadership 147

Introduction 148
From Taylor to Mintzberg 148
Differentiating leadership from management 152
Leadership: schools of thought 154
Reframing leadership 164
Leadership and change 165
Leadership and diversity 172
Leadership and communications 172
Leadership and conflict 173
Managerial implications 173
Summary of main points 174
Conclusions 174
Questions 175
ORGB_A01.QXP 26/9/05 10:54 am Page x

x Contents

References 175
Further reading 176
Internet sites 177

7 Organisation structure 179

Stephen Swailes
Introduction 180
What is structure? 180
Talking about structure 181
Structural types 184
Virtual organisations 190
Partnership working 191
Influences on structure 194
Criticisms of the contingency approach 199
The organisation as a system 200
Current issues affecting structuring 201
Flexible working 205
Communities of practice 207
Cross-cultural influences upon structure 209
Structure and competition: research evidence 210
Managerial implications 212
Summary of main points 213
Conclusions 214
Questions 215
References 215
Further reading 217
Internet sites 218

8 Organisational power, politics and conflict 219

Introduction 220
Organisational power 223
Organisational politics 231
Organisational conflict 234
Power and communications 238
Power and organisational change 239
ORGB_A01.QXP 26/9/05 10:54 am Page xi

Contents xi

Managerial implications 240

Summary of main points 241
Conclusions 241
Questions 242
References 242
Further reading 243
Internet sites 243

9 Organisational culture 245

Introduction 246
Organisational culture in context 246
Organisational culture: definition and debate 249
Diversity and organisational culture 254
Organisational culture and change 255
Culture, conflict and communications 261
Managerial implications 263
Summary of main points 264
Conclusions 264
Questions 265
References 265
Further reading 266
Internet sites 267

10 The impact of national culture on organisational

behaviour 269

Jon Stephens
Introduction 270
National culture 271
Perspectives on culture 273
Organisational behaviour and national culture 287
Change, conflict and communication 295
Managerial implications 299
Summary of main points 300
Conclusions 300
Questions 300
ORGB_A01.QXP 26/9/05 10:54 am Page xii

xii Contents

References 301
Further reading 303
Internet sites 303

Case studies 305

Case 1 Motivated teams: an inter-cultural case 306

Case 2 Organisational change: multiskilling in the health-care sector 314
Case 3 ‘It’s been a bad week at the office . . .’ 320

Index 325

Supporting resources
Visit www.pearsoned.co.uk/brooks to find valuable online resources

For instructors
● Complete, downloadable Instructor’s Manual
● PowerPoint slides that can be downloaded and used as OHTs

For more information please contact your local Pearson Education sales representative
or visit www.pearsoned.co.uk/brooks
ORGB_A01.QXP 26/9/05 10:54 am Page xiii

Contributors

Dr Ian Brooks
is Dean of Northampton Business School at the University of Northampton. His
research interests include the study of organisational culture and sub-culture,
change and the NHS.

Hugh Davenport
is a Senior Lecturer in Organisational Behaviour and Occupational Psychology in
Northampton Business School.

Jon Stephens
is a Senior Lecturer in International Business in the Northampton Business School,
with research interests in international and comparative management.

Dr Stephen Swailes
is a Senior Lecturer at the University of Hull. His research interests include the study
of organisational commitment, particularly among professional employees, and the
performance of management teams.
ORGB_A01.QXP 26/9/05 10:54 am Page xiv
ORGB_A01.QXP 26/9/05 10:54 am Page xv

Preface

This book provides an introduction to organisational behaviour. It is intended for

students on a range of courses including:
● Business Studies/Business Administration or similar business and management
undergraduate degrees at level 1 or 2.
● a half or full module in Organisational Behaviour on a variety of different
undergraduate programmes.
● post experience/postgraduate and professional courses, part of which comprise
Organisational Behaviour as an introduction or underpinning of HRM,
management of change, cross cultural management, or business strategy.
● a general reader as a focused and lively introduction to the subject.
The book is shorter and, arguably, more accessible than the market leaders in the
field. It provides a more succinct and focused, yet robust, coverage of the subject.
In my experience many undergraduate students find a larger text, particularly those
of North American origin, inaccessible and rather daunting. Considerable research
was undertaken prior to the design of the text to ascertain the needs of students and
tutors in this regard. Their responses and advice have directly influenced the design
objectives and content of the book.
Every effort has been made to trace and acknowledge ownership of copyright.
The publishers will be pleased to make suitable arrangements with any copyright
holders whom it has not been possible to contact.
Ian Brooks
ORGB_A01.QXP 26/9/05 10:54 am Page xvi
ORGB_C01.QXP 26/9/05 10:56 am Page 1

1 Introduction

Learning outcomes
On completion of this chapter you should be able to:
● understand the nature and scope of Organisational Behaviour (OB);
● understand the value of a behavioural approach to management;
● know how the book is structured;
● recognise that individual and collective human behaviour in organisations influences
how we ‘see’ and react to the business environment;
● understand the importance of the four themes of diversity, change, conflict and
communications to the study of organisational behaviour;
● know that OB is a developing subject, and that new research themes emerge and
guide our understanding of human behaviour and activity in organisations.

Key concepts
● individual behaviour
● group behaviour
● organisational behaviour
● organisational analysis
● multidisciplinary study
● theory to practice
● change
● conflict
● communications
● diversity
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