Business Psychology and Organisational Behaviour ^{3rd Ed.}

This new edition of our best selling text for students of business psychology and organisational behavour has been revised to reflect recent theory and research and the needs of modern courses. Additional material has been added on important topics, including:

• historical perspectives in psychology and organisational behaviour
• cross-cultural issues
• diversity
• ethics, personality and psychological testing, emotional intelligence
• innovation, new forms of organisation, teambuilding, organisational citizenship
• intuition in decision-making, training and development
• the influence of genetics and emotion

Business Psychology and Organisational Behaviour is a comprehensive textbook for students, with a range of helpful features including: chapter summaries, questions, learning objectives and a comprehensive bibliography. It will also be welcomed as a reference source for professionals in practice.

• Part One: Perspectives and Enquiry
1. Historical influences and research methodology
• Learning objectives
• Introduction
• Nature of psychological perspective
• Different approaches
• Nature of organisational behaviour
• Historical perspective
• Scientific management
• Classical bureaucracy
• Principles of organisation
• Early industrial psychology in the UK
• Human relations movement
• Neo-human relations
• Systems approach
• Contingency approach
• Contemporary issues
• Research methodology
• Characteristics of the scientific method
• Techniques and settings
• Ethical issues
• Summary
• Questions
• Part Two: The Individual
2. Personality
• Learning objectives
• Definition
• Research approaches
• Idiographic approach
• Nomothetic approach
• Psychoanalytical perspective
• Levels of awareness
• Structure of personality
• Defence mechanisms
• Personality development
• Projective tests
• Rorschach test
• Thematic apperception test
• Role playing or visualisation
• Stereotyping
• Brand personality
• Trait perspective
• Allport's trait categories
• Catell's 16 PF test
• State of trait theory
• Personality testing
• Personality questionnaires
• Standing of psychometric testing
• Advantages of tests
• Disadvantages of tests
• Features of tests
• Ethical issues
• Graphology
• Type perspective
• The four humours
• Sheldon's typology
• Eysenck's typology
• Big five factor theory
• Personality types and accidents
• Jung's typology
• Allport's typology
• Personality types and career choice
• Psychographics
• Interpersonal perspective
• Self-concept
• Personal construct theory
• Behavioural perspective
• Reinforcement
• Imitation
• Socialisation
• Situational variables
• Social context
• Cognitive perspective
• Internal-external locus of control
• Field dependency-independency
• Summary
• Questions
3. Intelligence
• Learning objectives
• Models of intelligence
• Information processing models
• Measurement of intelligence
• Stanford-Binet intelligence scale
• Wechsler intelligence scales
• Emotional intelligence questionnaire
• Mediating influences
• Aptitude and achievement tests
• Aptitude tests at work
• Summary
• Questions
4. Motivation and job design
• Learning objectives
• Definition
• Needs
• Motives
• Drives
• Arousal
• Goals or incentives
• Frustration
• Need theories
• Hierarchy of needs
• ERG theory
• Achievement motivation
• Dual-factor theory
• Theory X and theory Y
• Cognitive evaluation theory
• Cognitive theories
• Goal-setting
• Applying goal-setting to budgetting in organisations
• Expectancy theory
• Expectancy theory and management control
• Equity theory
• Integration of motivation theories
• Control theory of motivation
• Problems with motivation
• Rest pauses
• Culture and motivation
• Job design
• Job specialisation
• Job rotation
• Job enlargement
• Job enrichment
• The job characteristics model (JCM)
• Groups and job design
• New technology and job design
• Further perspectives on job design
• Summary
• Questions
5. Perception and communication
• Learning objectives
• Stimulus
• The senses
• Vision
• Hearing
• Other senses
• Kinaesthesis
• Vestibular
• Overview
• Attention (selective perception)
• External physical stimuli
• Other applications of physical stimuli
• Absolute and differential thresholds
• Disposition of the perceiver
• Perceptual organisation
• Ambigous figures
• Figure/background
• Gestalt laws of organisation
• Constancy
• Illusions
• Applications of perceptual organisation
• Perceptual interpretation
• Person perception
• Misinterpretations
• Impression management
• Attribution theory
• Communication processes
• Ways of communicating
• Communication as transactions
• Communication cycle
• FIDO
• Communication barriers
• Communication problems
• Improving communication
• Important communication skills
• Summary
• Questions
6. Learning and memory
• Learning objectives
• Learning
• Classical conditioning
• Unconditioned and conditioned stimuli
• Generalisation
• Emotional reactions
• Discrimination
• Operant conditioning
• Reinforcement
• Punishment
• Schedules of reinforcement
• Programmed learning
• Linear programming
• Branching
• Behavioural modification
• Shaping
• Modelling
• Organisational behaviour modification
• Criticisms of organisational behaviour modifcation
• The relevance of social learning theory
• Cognitive learning
• Insight learning
• Latent learning
• Skills acquisition
• Memory
• Short-term memory
• Long-term memory
• Working memory
• Encode or process
• Store or retain
• Retrieval
• Recall
• Postscript
• Transfer of learning (training)
• Transfer
• Summary
• Questions
7. Human information processing and decision making
• Learning objectives
• Human information processing
• Approaches to information processing
• Lens model
• Cognitive approach
• Process tracing approach
• Decision making
• Decision cycle
• Econological model
• Bounded rationality model
• Implicit favourite model
• Decision making under conditions of uncertainty
• Negotiation
• Other issues
• Decision support systems
• Individual and organisational influences
• Personality and cognitive style
• Creativity
• Trained incapacity
• Division of labour
• Organisational hierarchy
• The grapevine
• Summary
• Questions
8. Attitudes, job satisfaction, and commitment
• Learning objectives
• Definition
• Values
• Work ethic
• Business ethic
• Attitude formation
• Functions of attitudes
• Instrumental or adjustive function
• Ego defensive function
• Expressive function
• Knowledge function
• Prejudice
• Influence of personality and culture
• Influence of group norms
• Ways of reducing prejudice
• Attitude change
• Sources of attitude change
• Factors contributing to attitude change
• Balance and consistency
• Consistency theories
• Attitude measurement
• Thurstone scale
• Likert scale
• Osgood's semantic differential
• Sociometry
• Reliability and validity
• Attitudes and behaviour
• Planned behaviour
• Alternative viewpoint
• Job satisfaction
• Emotion
• Causes of job satisfaction
• Measuring job satisfaction
• Consequences of job satisfaction
• Job dissatisfaction
• Organisational commitment
• Summary
• Questions
• Part Three: The Group
9. Groups
• Learning objectives
• Definition
• Types of group
• Formal or informal
• Primary or secondary
• Co-acting
• Counteracting
• Reference
• Characteristics of groups
• Norms
• Cohesiveness
• Communication and interaction
• Structural factors
• Group dynamics
• Reasons for joining groups
• Group processes
• Reference groups
• Social comparison
• Co-action and affiliation
• Social control
• Decision making
• Inter-group behaviour
• Summary
• Questions
10. Teambuilding
• Learning objectives
• Definition
• Teambuilding models
• Models of group development
• Effective groups and high performance teams
• Problems with teambuilding
• Project teams
• Management team developments
• Dyer's approach
• Belbin's approach
• Team roles
• Team management wheel
• Diversity in teams
• Leadership in teams
• Effective team leadership
• Contextual factors
• Summary
• Questions
11. Leadership and management style
• Learning objectives
• Leadership versus management
• Traits, personal characteristics, and skills
• Traits
• Managerial talent
• Skills
• Behavioural style
• Styles of leadership
• Likert's four styles
• Consideration and initiating structure
• The managerial grid
• Participative leadership
• Macro participation
• Contingency theories
• Leadership continuum
• The influence-power continuum
• Fielder's model
• A normative model
• Leader-member exchange (LMX) theory
• Path-goal model
• Hersey-Blanchard situational theory
• Attribution perspective
• Substitutes for leadership
• Redefinition of leadership
• Contemporary trends
• Transformational leadership
• Other issues
• Summary
• Questions
12. Power, politics, and conflict
• Learning objectives
• Definition
• Power
• Bases of power
• Other power bases
• Applications of French and Raven's power bases
• Power tactics
• Reflections on power
• Politics
• Causes of political behaviour
• Political techniques or tactics
• Pros and cons of political behaviour
• Ethics in organisational politics
• Coping with political behaviour
• Conflict
• Types of conflict
• Sources of conflict
• Uses of conflict
• Management of conflict
• Summary
• Questions
• Part Four: The Organisation
13. Organisational structure and design
• Learning objectives
• Definition and common characteristics
• Common goals
• Typology
• Metaphors
• Formal and informal organisations
• The nature of bureaucratic organisations
• Weber's ideal bureaucracy
• Principles of organisation
• Structural arrangements
• Mintzberg's coordinating mechanisms
• Contingency factors
• Environment
• Technology
• Size and technology
• Strategic choice
• Socio-technical systems
• Emerging organisational forms
• The flexible firm
• Lean production systems
• High performance systems
• Summary
• Questions
14. Organisational culture
• Learning objectives
• Definition
• Types of culture
• Culture vs. climate
• Dominant and sub-cultures
• Strong vs. weak cultures
• Dimensions of organisational culture
• Company practices
• Company communications
• Physical cultural forms
• Common language
• Framework of analysis
• Ouchi's approach
• Peters and Waterman's approach
• Deal and Kennedy's approach
• Harrison's four types
• Other approaches
• Development of culture
• Participation
• Information from others
• Symbolic action
• Comprehensive reward systems
• Organisational socialisation
• Benefits of culture
• Effective control
• Normative order
• Promotion of innovation
• Strategy formulation and implementation
• Employee commitment
• International comparisons
• Cross-cultural studies
• International manager
• Convergence or divergence?
• Comment
• Summary
• Questions
15. Organisational change and development
• Learning objectives
• Organisational change
• Models of change
• Resistance to organisational change
• Sources of resistance
• Controlling resistance to change
• Planning organisational change
• Organisational development
• Development techniques and interventions
• Structure, culture, and learning organisation
• Task redesign
• Individual and group emphasis
• Teambuilding
• Grid development
• Management by objectives
• Conflict management
• Overall evaluation of organisational development
• Summary
• Questions
• Part Five: Management and Organisational Issues
16. Human resources practices: Selection and appraisals
• Learning objectives
• Human resource management
• Personnel selection
• Job analysis
• Selection methods
• Fairness
• Validity
• Reliability
• Utility
• Performance appraisal
• Goals of performance appraisal
• Criteria for performance appraisal
• Performance appraisal techniques
• Administering the appraisal system
• Use of appraisal information
• Problems with appraisal
• Summary
• Questions
17. Human resources practices: Rewards, training, and development
• Learning objectives
• Rewards
• Purpose and philosophy
• Determination of rewards
• Advantages and disadvantages of job evaluation
• External influences
• Types of reward
• Postscript
• Employee training
• Skill acquisition
• Learning curves
• Training process
• National developments
• Needs assessment
• Training objectives
• Training methods
• Management development
• Action learning
• Management competences
• National initiatives
• Assessment centres
• Indoor or outdoor exercises?
• Career planning
• The learning organisation
• Evaluation of training and development
• Summary
• Questions
18. Health and work: Stress
• Learning objectives
• Definition
• Psychological reactions
• Cost of stress
• Burnout
• Post-traumatic stress disorder (PTSD)
• Stress in different occupations
• Stressors
• Stress from within the organisation
• Stress from within the individual, plus outside influences
• Suggested remedies for stress
• Cognitive strategies
• Social support
• Summary
• Questions

Contains everything you need to know (almost) of the title subject, but does it have to be so thick and boringly written?