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ORGANISATIONAL
BEHAVIOUR

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Fifth edition

ORGANISATIONAL
BEHAVIOUR
Individuals, Groups and Organisation

IAN BROOKS

p• Pearson
Halaw. Engknd· Landan • Mew Yak · B lan · Ssn Fa cica ·Taanta ·Sydney · Dubai·Singapaie · Hang Kang
Taka' Saul Taipei· tern Delhi •{ape Ta n ·Sa Paula • Mexia City • Mad1 id • Am:te1dam • Munich • • Miln

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First published 1999 (print)

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(print) Third edition published 2006
({print) Fourth edition published 2009
(print)
Fifth edition published 2018 ({print and electronics)
«@Prentice Hall 1999, 2003, 2006, 2009 {print)
«p Pearson Education Limited 2018 {print and electronic)
The right of Ian Brooks to be identified as author of this work has been asserted by him in
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The print publication is protected by copyright. Prior to any prohibited reproduction, storage in a
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British Library Cataloguing-in-Publication Data

A catalogue record for the print edition is available from the British Library
Library of Congress Cataloging-in-Publication Data
Names: Brooks, lan, 1956- author.
Title: Organizational behaviour : individuals, groups and organisation/ lan
Brooks.
Description: 5th edition. [ New York: Pearson Education, [2018]
Identifiers: LCCN 2017053564] ISBN 9781292200682 {Pint) [ISBN
9781292200705 (PDF)]ISBN 9781292200729 {e Pub)
Subjects: LCSH: Organizational behavior.
Classification: LCC HD58.7 .B7545 2018 ]DDC 302.3/5--dc23
LC record available at https://lccn.loc.gov/201 705 3564
10987654321
22 21 20 19 18
Print edition typeset in 10/12.5 Sabon MT Pro by iEnergizer Aptara,
Ltd. Printed in Slovakia by Neografia
NOTE THAT ANY PAGE CROSS REFERENCES REFER TO THE PRINT EDITION
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Contents
xv Preface
xvii About the author
xviii
Acknowledgements

1 CHAPTER 1
Organisational behaviour in an international context
1 Learning outcomes and key concepts
2 2 Introduction
2 What is organisational behaviour?
3 Why study organisational behaviour?
3 Organisational behaviour today
4 Four themes: diversity, change, conflict and communications
5 Diversity in the workplace
5 Global change leading to organisational change
6 Conflict and communication
7 Overview of the text
8 Case studies and examples
10 The Impact of National Culture on Organisational Behaviour
11 National culture: definition
13 Geert Hofstede
16 Individualism--collectivism
17 Power distance
17 Uncertainty avoidance
20 Masculinity-fe mininity
20 Long-term-short-term orientation
21 Culture shock and culture shift
22 Culture and change in China
23 The significance of communication in a cross-cultural context
25 Developing cultural competencies
27 Conclusions
27 References
28 Further reading

29 CHAPTER 2
From classical organisational theory to the gig economy
29 Learning outcomes and key concepts
30 Introduction

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viii Contents

30 Introduction: Schools of Thought

31 Macro-organisational theories
32 Technical--ration al approach
32 Bureaucracy
33 The classical school
34 Scientific management
34 Frederick Taylor
36 Gilbreth and Gantt
37 A critique
38 Socio-human approach
38 Human relations school
41 Systems theory
42 Recognising international diversity: convergence vs divergence
43 Contemporary lenses and postmodernism
43 Frames or perspectives
45 Organisation as a brain: the learning organisation
46 The World of Work is Changing: the Gig Economy
46 The gig economy
47 The pros and cons of the gig economy
50 Not just for the young
50 Boundaryless careers
51 Potential benefits
52 Potential drawbacks
52 Gig economy: impact on organisational behaviour
53 From organisation teamwork to leveraging your networking
53 From formal authority to interpersonal, participative, capability
53 The gig economy and the psychological contract
54 Contemporary themes in organisational behaviour
55 Managerial Implications
55 Summary of Main Points
56 Conclusions
57 Questions
57 References
58 Further Reading

59 CHAPTER 3
Perspectives on individual behaviour
59 Learning outcomes and key concepts
60 Introduction
60 Individual Behaviour and Personality
61 Personality theories
62 Trait theory
63 Humanistic approach
64 Psychodynamic theory
64 Jung's personality theory

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Contents ix

66 Testing individuals and groups in organisations

67 Personality in the organisation
68 Emotional intelligence (El): a quality for the twenty-first century?
71 Perception and the Perceptual Process
75 Self-perception
76 Attribution theory
78 Attitudes and Values
78 Attitudes
79 Values
80 Emotional labour
82 National culture and individual behaviour
83 Learning in the Organisation
83 Learning styles
84 Kolb's learning cycle
85 Organisational learning and change
85 Decision Making
86 The rational model
86 Satisficing
86 Garbage can model
87 Cognitive bias in decision making
87 Non-decision making
88 Diversity, Change, Conflict and Communication
88 The Johari Window: using communication to change perception
91 Psychological contracts: will organisational change lead to more conflict?
92 Managerial Implications
92 Summary of Main Points
93 Conclusions
94 Questions
94 References
96 Further Reading

97 CHAPTER 4
Motivation theory, practice and generational change
97 Learning outcomes and key concepts
98 Introduction and Definition
99 Motivation Schools of Thought
100 Behavioural modification theory and giving feedback
101 Expectancy theory: a framework for the analysis of workplace motivation
102 Porter and Lawler's expectancy model
105 Needs theories
105 Needs hierarchy
108 McClelland's achievement needs theory
111 Intrinsic and extrinsic rewards: Herzberg
115 Goal theory and self-motivation
118 Motivation and equitable treatment

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x Contents

119 Change, motivation and the psychological contract

121 Generational Changes, Motivation and Organisational Behaviour
124 What are the implications for motivation and other organisational
behaviour priorities?
125 Motivation and diversity
126 Motivation and conflict
127 Motivation and communication
127 Motivation and job design
130 Hackman and Oldham job characteristic model
131 Managerial Implications
132 Summary of Main Points
132 Conclusions
133 Questions
133 References
135 Further Reading

137 CHAPTER 5
Groups and teams
137 Learning outcomes and key concepts
138 Introduction
138 Why gather in groups?
139 Groups and teams: definition
140 Groups
140 Teams
141 Self-directed and self-managed teams
144 Communities of practice
145 Groups within groups
145 Formal and informal groups and teams
145 Formal groups
146 Informal groups
148 Stages of Group and Team Development
148 Bass and yterband
148 Tuckman
151 Roles and Routines
151 Group norms
151 Group roles
152 Belbin's team roles
152 Building and maintaining effective teams
155 Group cohesiveness and performance
156 Conformity and groupthink
159 Intra-group behaviour and conflict
161 Inter-group behaviour and conflict
162 Into the Twenty-first Century: Mobile Communications, Virtual and
Cross-cultural Teams
166 Teamwork in a modern global context
167 Cross-cultural teamworking

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Co ntents xi

168 Virtual teams

172 Groups and change
172 Teams - are they really that good?
174 Managerial Implications
175 Summary of Main Points
175 Conclusions
176 Questions
176 References
178 Further Reading

181 CHAPTER 6
Management and leadership
181 Learning outcomes and key concepts
182 Introduction
182 From Taylor to Mintzberg
183 Frederick Taylor
183 Henri Fayol Peter
184 Drucker Henry
186 Mintzberg
188 Differentiating leadership from management
189 Transformational vs transactional leadership
191 Leadership: Schools of
191 Thought Trait theory of
193 leadership Behavioural theories
193 Leadership style
196 Theory X and Theory
196 Y Conclusions
197 Situational theory
197 Fiedler's contingency theory
198 Conclusions
199 New Perspectives on Leadership
199 Non-Western leadership
200 theories Servant leadership
200 Cross-cultural leadership
201 Pluralistic leadership
203 Entrepreneurial
204 leadership
205 Leaders on leadership
4
206 Womn en and leadership
206 Leadership and conflict
207 Leadership and change
208 Managerial
208 Implications Summary
209 of Main Points
209 Conclusions
211 Questions
References
Further Reading
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xii Contents

213 CHAPTER 7
Organisational structure
213 Learning outcomes and key concepts
214 Introduction
214 What is structure?
215 Talking about structure: definitions
215 Centralisation and decentralisation
216 Differentiation
216 Integration
216 Specialisation
216 Formalisation and the informal organisation
217 Span of control
217 Bureaucracy
218 Traditional Structural Types
218 Multifunctional (U-form) structures
220 Multidivisional (M-form) structures
221 Post-bureaucratic Structures
221 Matrix structures
224 Project management matrix
225 Family business
226 Network structures and virtual organisations
227 Virtual organisations
229 Comparison of the Main Structural Forms
229 Delayering and flexible working
232 Flexible working
233 Distancing
233 Numerical flexibility
233 Functional flexibility
233 Numbers on flexible working arrangements
234 What Influences Organisational Structure?
235 Strategy and structure
236 Blue ocean strategy
236 Technology and structure
237 Size and structure
238 The business environment
239 Cross-cultural influences on structure
241 Summary
242 Knowledge Workers, Holacracy and Communities of Practice
245 Holacratic structures
246 Organisational Change and Restructuring
246 Structural inertia
247 Forces for change
248 Change management models
251 Diversity
251 Managerial Implications

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Contents xiii

251 Summary of Main Points

252 Conclusions
252 Questions
253 References
255 Further Reading

257 CHAPTER 8
Organisational power, politics and conflict
257 Learning outcomes and key concepts
258 Introduction
258 The Political Perspective
259 Are organisations guided by rational behaviour?
261 Unitary, pluralist and radical views
263 Organisational Power
263 Sources of power
267 Covert power
268 Powerlessness
269 Empowerment
270 Summary: the pros and cons of power in organisations
271 Organisational Politics
272 Four foci of political activity
272 Structural change
272 Inter-departmental coordination
272 Resource allocation
272 Management succession
273 Politics and sport
273 Organisational Conflict
275 Conflict and diversity
276 Management of conflict
277 Conflict-handling model
279 Symbols and power
280 Power and organisational change
281 Resistance to change
283 Managerial Implications
284 Summary of Main Points
284 Conclusions
284 Questions
285 References
286 Further Reading

287 CHAPTER 9
Organisational culture: the impact on
organisational behaviour
287 Learning outcomes and key concepts

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xiv Contents

288 Introduction
288 Organisational Culture
290 Subculture and professional cultures
292 Subculture and professional cultures: a source of organisational conflict
292 Sector recipes
292 Organisational culture: definitional debate
294 Culture and organisational performance
295 Cultures as an onion
296 Structural view of culture
296 Strategy view of culture
298 The interpretative view of culture
300 Diversity, Institutional Racism and 'Culture of Fear/bullying'
301 Organisational Culture and Change
306 Managerial Implications
306 Summary of Main Points
307 Conclusions
307 Questions
307 References
309 Further reading

311 Glossary
319 Index

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Preface

This significantly updated and amended fifth edition provides an introduction to

organisa•
tion al behaviour. It is intended for students on a range of courses
including:
• Business Studics/Business Administration or similar business and management
under•
graduate degrees often at level 1 or 2;
• Modules in Working with People, Organisational Behaviour, Managing and
Organising or similar subject titles including introductory programmes for advanced
HRM;
• Post experience/postgraduate and professional courses, part of which comprise
Organi• sational Behaviour as an introduction or underpinning of management,
HRM, the management of change, cross-cultural management, or business strategy
• A general reader as a focuscd and lively updated introduction to the
subject.
This edition aims to be more accessible than the market leaders in the field. It
provides a succinct and focused, yet robust, coverage of the subject. In my
experience, many under• graduate students find a larger text inaccessible and rather
daunting
The text includes considerable new material of relevance to the modern twenty-
first•
century workplace {c.g modern communication technologies, cross-cultural
management, generational change) and changing forms of employment (c.g gig
cconomy) and places OB in the international or global context that it warrants. Many
OB texts virtually ignore cultural difference, which at best is forgetful and at worst
blinkered and ethnocentric. Most OB texts tend also to ignore the changing nature of
both theworkplace and the genera• tion al changes taking place among students,
employees, managers and in wider society.
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
influ•
cnccd the design objectives and content of the text, for which I am very
grateful.
Every cffort has been made to trace and acknowledge ownership of copyright. The
pub• lishers will be pleased to make suitable arrangements with any copyright holders
whom it has not been possible to contact.

Exciting new contents - major updates for the fifth edition

I haw attempted to take on board both rcvicwer comments and my own and others'
tcach• ing and senior management cxpcricnces and have, as a conscqucncc, embraced
many new developments in the world of work and existing phenomena which exert a
profound impact on behaviour in and around organisations. The fifth edition better
reflects the realities of today's workplace, a workplace that most students of this
subject will enter shortly with aspiration, understanding, enthusiasm and, of
 course, some innocence. The text has improved currency and hence relevance for
students while also maintaining the core and

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xvi Preface

csscncc of OB: most of the key contents that comprise this wwonderful subject remain
and form the basic structure of the text.

New materials
• The book includes significant explanatory academic and practical mate rial on national
culture in Chapter l and then in all subsequent chapters in the context of the
subjects covcrecd. This provides an ongoing critique of Western models (when
appropriatc), the inclusion of some non-stern theories and the impact that culture
has on OB in vari•
ous geographical contexts. Many fascinating insights, particularly for the uninitiated,
are revealed: for example, did you know that despite 'Western' fascination with
'leader•
ship', there is no direct translation of that word in many 'Eastern' languages.
• Inclusion of a major section on the gig economy and boundaryless careers and refer•
cncc elsewhere where relevant. The world of wwork is changing with profound
individ• ual, organisational and societal implications. These impact the subjcct of OB
which hitherto tended to assume traditional employment patterns. We explore some
of the
consequences of change both for these involved and for the subject of OB, for
example, its impact on the psychological contract, on motivation and on
management and leadership.
• Consideration of generational changes, rcsponding to viewers and tutors'
arguments that some traditional theory assumes stable, homogencous contexts and
that 'today's' young pcople have cxpcricnccd radically different contexts from those of
thcir parents and grandparents. We explore the attitudes, values and behaviours of
Baby Boomers through to Generation X, Y and Z, and the hypothesis that there are
significant implica• tions for behaviour in organisations. One's own experiences are
such that recognition of generational differences reflects the realities one can observe.
• There is further updated material on many contemporary themes in OB, for example:
the impact of modern communication technologies; emotional intelligence; cultural
intelligence; emotional labour; work-life balance {WLBy; knowledge workers; commu•
nities of practice; pay and motivation; self-motivation; networking; virtual teams, vir•
tual organisations and networked structures; cross-cultural wworking; family business
and Chinese family business; blue occan strategy; more on change and change manage•
ment, and further material on diversity including institutionalism racism and 'culture of
fear'.
• We have added further real-life cases {some amended'disguised), often from recent
grad- uatcs in work.
• A glossary of terms added for the first time.

W have removed some older, less relevant or repetitive material while preserving thosc
key seminal contributions in each chapter: it is a blend of the old and good and the new
and explorato ry.
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About the author

Dr Ian Brooks 'retired' in the summer of 2016, after over fifteen ycars as Dean of
the Northampton Business School and later Executive Dcan at the University of
Northampton, and entered the gig economy. In his executive role he held strategic
responsibility for university-wide internationalisation and for dcveloping academic
partnerships with cduca• tion organisations at home and overseas. He helped
establish new franchise and similar academic/business arrangements in New
Zealand, Hong Kong, Singapore, Malaysia, Myanmar, India, Sri Lanka, Mauritius,
Ghana, Kenya, Dubai {all involving travel to and around those locations, of course) and
in the United Kingdom.
Whilst a tutor he taught OB, organisational change and business strategy and has pub•
lished in many peer-reviewed journals (sec Research Gate) in OB, cultural change and
strat• cgy. Ian has a first degree from Nottingham University and an MBA from Bath
University His PhD focused on organisational and professional culture and change.
In 'retirement' Ian does a little writing {hence this fifth edition) and international cduca•
tion al consultancy and is a visiting professor of the University of
Northampton.
Ian was born in Gloucester and lived in Dubai for scven years in the 1980s. He is
marricd with children in work and at university
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Acknowledgements

We are grateful to the following for permission to reproduce copyright

material:

Figures
Figure 2.2 adapted from Management and Organisational Behaviour, 7th edn., Financial
Times Prentice Hall (Mullins, L. J. 2005) p. 13 0 «@ Pearson Education Ltd.; Figure 2.4 from
Office for National Statistics, Labour Force Survey, Office for National Statistics licensed
under the Open Government Licence 3.0.; Figure +.2 adapted from Managerial
Attitudes
and Performance, Richard D Irwin {Porter, L. W. and Lawler, E. E. 1968); Figure 8.6
adapted from Conflict and conflict-management in Dannette, M. D. {ed.) Handbook
of Industrial and Organiza tional Psychology, Rand McNally (Thomas, K. 1976); Figure
9.4 after Exploring Corponte Stmtegy, Prentice-Hall (Johnson, G. and Scholes, K.
2013)
«Pearson Education Ltd.

Tables
Tables 1.1, 1.2 adapted from Culture's Consequences: Comparing Values, Behaviors,
Insti•
tutions and Organizations Across Nations, 2nd cd., SAGE Publications {Hofstede,
Gcert
2001) Reproduced with permission from Gcert Hofstede BV; Table 3.3 adapted from
Organizational Behavior: The Essentials, South-Western {Nelson, Debra L. and Quick,
James C 1996) Reproduced with permission of WEST PUBL., in the format Republish in
a book via Copyright Clearance Center

Text
Newspaper Headline on page 48 from Obligations not excuses to workers are nceded, The
Guardian, 28/10/2016 {Editorial), Courtesy of Guardian News & Media Ltd; Box 2.6 from
Amy Clement, Reproduced with permission; Box 5.5 from Scratio, Scratio Limited is a spin
out company of the Think Tank, the Centre for Citizenship Enterprise and
Governance. cccg-org.uk
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Acknowledgements xix

Pie tu re Credits
The publisher would like to thank the following for their kind permission to
reproduce their photographs:
(Key: b-bottom; c-centre; I-left; r-right; t-top) •
Shutterstock.com: Granger /REX ' Shutterstock 71b, scherestcinpapier 73t
All other images Pearson Education

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