Cover
Title Page
About the Authors
1. Acknowledgement
1 Introduction
1. Structure of the book
2 History of Management
1. Introduction
2. Scientific management
3. Classical theory
4. Human relations theory
5. The Hawthorne studies and human relations theory
6. Theory X and Theory Y
7. Decision theory
8. Work activity theory
9. Competencies theory
10. Process theory
11. Is management a science or an art?
12. Conclusion
13. Chapter summary
14. Useful website
15. Further reading
16. References
3 The Nature of Management
1. Introduction
2. The role of a manager
3. Contemporary management functions
4. The organisation’s expectations
5. The person
6. Balancing different management roles
7. Conclusion
8. Chapter summary
9. Useful website
10. Further reading
11. References
4 Leadership
1. Introduction
2. Behavioural theories
3. Situational leadership
4. Contingency theories
5. Individual leadership skills
6. Leadership styles
7. Changing leadership styles
8. Chapter summary
9. Useful website
10. Further reading
11. References
5 Communications and Motivation
1. Introduction
2. Motivation
3. What is motivation?
4. The process of motivation
5. Expectations from work
6. Barriers to motivational behaviour
7. Theories of motivation
8. Chapter summary
9. Useful websites
10. Further reading
11. References
6 Conflict and Negotiation
1. Introduction
2. Negotiation game plan
3. Receiving notification of a potential conflict
4. Win–win conflict negotiation
5. Negotiating a compromise position
6. Withdrawing from the conflict
7. Smoothing the conflict through negotiation
8. Chapter summary
9. Useful website
10. Further reading
11. References
7 Creative Problem Solving
1. Introduction
2. Bounded and unbounded problems
3. Solving problems
4. Messy, soft or wicked problems
5. Creative problem solving – individuals
6. Creative problem solving – teams
7. Brainstorming techniques for teams
8. Case studies
9. Selecting appropriate problem solving techniques
10. Chapter summary
11. Useful websites
12. Further reading
13. References
8 Managing Organisational Change
1. Introduction
2. Brief history of organisational change
3. Managing change
4. Triggers for organisational change
5. Determinist and voluntarist models
6. Perceptions of organisational change
7. Communicating organisational change
8. Employee interpretations of organisational change
9. Individual resistance to change
10. Transitioning nature of sites and project teams
11. Group interpretations of organisational change
12. Group resistance to change
13. Planned organisational change
14. Organisational development and change
15. The situational approach to change management
16. John Kotter’s model
17. Political influences and change management
18. Chapter summary
19. Useful websites
20. Further reading
21. References
9 Entrepreneurship and Innovation
1. Introduction
2. Characteristics of successful entrepreneurs
3. Work style
4. Leadership style
5. The entrepreneur as a leader
6. Innovation
7. Organisational culture
8. Disruptive innovations
9. Change for the sake of change?
10. Small enterprises
11. Chapter summary
12. Useful websites
13. Further reading
14. References
10 Organisational Culture
1. Introduction
2. Culture has vs culture is
3. Integration vs differentiation/fragmentation
4. Culture managed vs culture tolerated
5. Symbolic leadership vs management control
6. The iceberg model
7. Theories of organisational culture
8. Globalisation and cultures
9. Organisational socialisation
10. National cultures
11. Chapter summary
12. Useful website
13. Further reading
14. References
11 Organisational Strategy
1. Introduction
2. Stakeholders
3. Competitive advantage
4. Porter’s five forces
5. Organisational capability
6. The strategic loop
7. Strategic approaches in small firms
8. Chapter summary
9. Useful websites
10. Further reading
11. References
12 Organisations and Structures
1. Introduction
2. Theoretical models of organisational structure
3. Organisational design
4. The shamrock organisation
5. Situational factors
6. Chapter summary
7. Useful websites
8. Further reading
9. References
Index
End User License Agreement

List of Tables

Chapter 02
1. Table 2.1 Fayol’s principles of management.
2. Table 2.2 Urwick’s principles of management.
3. Table 2.3 Mintzberg’s managerial roles.
Chapter 03
1. Table 3.1 Luthans’ activities of managers.
2. Table 3.2 Mintzberg’s ten roles of behaviours associated with a manager.
Chapter 04
1. Table 4.1 Leadership styles.
2. Table 4.2 Leadership styles used in different situations.
Chapter 06
1. Table 6.1 Impacts of conflict within organisations.
2. Table 6.2 Resolving conflict.
3. Table 6.3 Decision matrix for deciding on appropriate style.
Chapter 07
1. Table 7.1 Examples of wicked problems.
2. Table 7.2 Stages of creative problem solving.
Chapter 08
1. Table 8.1 Linear step approaches for planning and managing change.
Chapter 10
1. Table 10.1 Hofstede’s four dimensions.
2. Table 10.2 Four major clusters within Europe.
3. Table 10.3 Societies outside Europe.
4. Table 10.4 Trompenaars and Hampden‐Turner's cultural dimensions.
Chapter 11
1. Table 11.1 Alternative measures of success.
Chapter 12
1. Table 12.1 Limitations of the contingency model.

List of Illustrations

Chapter 03
1. Figure 3.1 Drucker’s five basic management functions.
Chapter 07
1. Figure 7.1 Examples of terms often used for ‘problem’.
Chapter 08
1. Figure 8.1 Example of PEST model and the construction industry.
2. Figure 8.2 Example of a construction firm using PEST to diversify.
3. Figure 8.3 Example of PESTLE in the construction sector.
Chapter 09
1. Figure 9.1 Behavioural characteristics of entrepreneurs.
2. Figure 9.2 Business competition chain.
3. Figure 9.3 Kolb’s experiential learning cycle.
Chapter 10
1. Figure 10.1 Sources of organisational ethics/beliefs.
2. Figure 10.2 Factors affecting national culture.
Chapter 11
1. Figure 11.1 Range of stakeholders.

Pages

This edition first published 2016

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1
Introduction

The theories and concepts contained within this book are relevant for the work of managers and employees within the construction sector and similar organisations. Students and professionals with experience of the construction industry will benefit from the ability to apply these concepts to other organisations within other sectors. There are a wide range of organisations including universities or colleges to sports and other recreational clubs or groups that all rely on organisational behaviour in order to function. Some organisations will be able to function well and others will do so poorly.

The study of organisational behaviour may result in changing long held views that you may have held regarding how people and organisations work in the real world. In addition, you may also gain a better understanding of questions such as what motivates people to work, what is the most appropriate leadership style and how can the structure of a company affect the performance of employees.

Studying the many theories and examples that are provided within this book should enable you to identify problems within a company or organisation and to develop solutions or, even better, improve methods that you could use to avoid problems occurring in the first place. However, you will need to understand and apply the concepts to your own particular context which should make you a more effective manager.

Structure of the book

The remainder of this book is divided into the following chapters:

Chapter 2 considers the development of management theories and models and how they relate to the contemporary views of how organisations should work.
Chapter 3 explores some of the main schools of thought regarding the nature and scope of management.
Chapter 4 discusses contemporary views regarding leadership and we examine the qualities of successful leaders.
Chapter 5 begins with a discussion of the different types of communication that exist within organisations and their relative advantages and disadvantages. The chapter also explores the role of motivation in organisations and how managers can use motivation with their teams and individual members of staff.
Chapter 6 will address the problems associated with managing conflict within a team and the importance of being aware of the different types of conflict that exist is discussed. The chapter also considers the role of negotiation in particular situations and the techniques that may be used by managers and individuals.
Chapter 7 examines the different types of problems that managers may encounter within their company. While these problems can be addressed by using a variety of approaches, there are a number of advantages and disadvantages depending on the chosen solution.
Chapter 8 focuses upon organisational change and the different ways that the process can be managed. The effect of individual and group resistance to organisational change should not be underestimated. However, managers can anticipate the problems that may arise and manage the process efficiently and effectively.
Chapter 9 begins by focusing on the influence that entrepreneurs have in identifying opportunities and developing business ideas or innovations that are successfully brought to the market. We explore the different types of innovation and discuss the varied situations that can affect organisational creativity and innovation.
Chapter 10 discusses how social scientists have perceived organisational culture. The overt and covert aspects of organisational culture are examined along with the varied theories. We then explore the role of globalisation and national cultures and how companies are adapting to take into account the changing needs of their employees.
Chapter 11 recognises how important an organisational strategic approach has become and how it is used to provide a framework for the effective management of the activities within companies. The effect of the changing business environment upon the content of the strategy is considered along with the use of the market approach and the competitive advantage.
Chapter 12 begins with a discussion of the theoretical models of organisational structure. It discusses the way that we work and the impact that organisational design can have on the levels of production and motivation within a company.

Acknowledgement

Structure of the book