Efnisyfirlit

• Cover Page
• Title Page
• Copyright
• Brief contents
• Detailed contents
• About the Author
• Acknowledgements
• How to Use the Book
• How to Use the Online Resources
• Introduction
• Further Reading
• Research Questions
• References
• PART 1 Approaching management critically
  • 1   Setting the scene
    • Introduction
    • Scene setting
    • Globalization
    • Human trafficking and modern-day slavery
    • Corporate social responsibility and ethical behaviour
    • The growth of the enterprise economy
    • Trends in the working population
    • Income and social mobility
    • Men and women working
    • Men, women, and management
    • Mothers’ and fathers’ attitudes to work and family
    • Working hours
    • Part-time working
    • Homeworking
    • More scene-setting issues
    • Key Points
    • Case Study
    • Further Reading
    • Links to Films and Novels
    • Research Questions
    • References
  • 2   Employees’ views of work
    • Introduction
    • Alienation
    • The experience of the assembly line
    • Making work manageable
    • The experience of work in the call centre
    • Class and orientation to work
    • What work means
    • Measuring the meaning of work
    • Job redesign to improve the intrinsic meaning of work
    • Class, gender, and the meaning of work
    • More ‘not so good’ and ‘unskilled’ low-paid jobs
    • The experience of catering work
    • Working-class kids, working-class jobs, and the case of care assistants
    • The experience of homeworking
    • Conclusion
    • Key Points
    • Case Study
    • Further Reading
    • Links to Films and Novels
    • Research Questions
    • References
  • 3   Managerial views of work
    • Introduction
    • The definition of ‘management’
    • Research on the role of the manager
    • Management as a profession
    • Middle management
    • Success in management
    • Management and gender
    • The reality for the woman manager
    • ‘Double jeopardy’: the reality for the ethnic minority woman manager
    • Surprises in managerial work
    • Standing back from managerial work
    • Conclusion
    • Key Points
    • Case Study
    • Further Reading
    • Links to Films and Novels
    • Research Questions
    • References
  • 4   The rationality of management
    • Introduction
    • Early management thinkers and rationality
    • The rationale of scientific management and Taylorism
    • Henry Ford
    • Routinization, the detailed division of labour, and modern-day Taylorism
    • The rationale of the human relations movement
    • Job redesign
    • The rationale of fitting workers to jobs
    • Eugenics
    • Intelligence testing
    • Vocational guidance: testing, then fitting people to jobs
    • Conclusion
    • Key Points
    • Case Study
    • Further Reading
    • Links to Films and Novels
    • Research Questions
    • References
  • 5   Sexuality, sex typing, and gender
    • Introduction
    • Sexuality in organizations
    • The sex typing of male and female jobs
    • The sex stereotype and emotional labour
    • Masculinity and managing feelings
    • Feeling in control
    • Accounting for emotion
    • Organizational romance
    • Sexual harassment
    • Conclusion
    • Key Points
    • Case Study
    • Further Reading
    • Links to Films and Novels
    • Research Questions
    • References
• PART 2 Classic organizational behaviour and the critique
  • 6   Motivation
    • Introduction
    • Motivation as a problem
    • Content theories of motivation
    • Process theories of motivation
    • Further considerations on motivation
    • Job satisfaction and positive outcomes for organizations
    • Conclusion
    • Key Points
    • Case Study
    • Further Reading
    • Links to Films and Novels
    • Research Questions
    • References
  • 7   Leadership
    • Introduction
    • Thinking about leadership
    • A trait theory of leadership
    • Style theories and democratic leadership
    • Task- versus relations-oriented leadership
    • Consideration versus initiating structure
    • Transactional versus transformational leadership
    • Situational leadership
    • Emotion and leadership
    • Gender and leadership
    • Spirituality and leadership
    • Race and leadership
    • Class and leadership
    • Conclusion
    • Key Points
    • Case Study
    • Further Reading
    • Links to Films and Novels
    • Research Questions
    • References
  • 8   Perception
    • Introduction
    • The study of perception
    • Gestalt psychology and perception
    • Attribution theory
    • Conformity
    • Implicit personality theory
    • The logical error
    • Stereotypes and prejudice
    • The distortion of perception
    • The halo effect
    • Frames and their effect on perception
    • Classifications and their consequences
    • Perceptions of employers by employees and the psychological contract
    • Self-perception
    • Further ways in which perception can be shaped
    • Conclusion
    • Key Points
    • Case Study
    • Further Reading
    • Links to Films and Novels
    • Research Questions
    • References
  • 9   Personality
    • Introduction
    • Personality theory
    • Personality traits and tests
    • Intelligence testing and personality
    • Emotional intelligence and psychometric testing
    • Some difficulties with measuring and testing personality
    • Personality theory and problematic behaviour
    • Personality, integrity, and dishonesty at work
    • Judging competence at work
    • Personality and leadership
    • Is looking at personality traits enough?
    • Conclusion
    • Key Points
    • Case Study
    • Further Reading
    • Links to Films and Novels
    • Research Questions
    • References
  • 10   Organizational learning
    • Introduction
    • The concept of organizational learning
    • Individual learning
    • Group learning
    • Organizational learning
    • Learning about language in organizations
    • Developing a critical consciousness
    • Conclusion
    • Key Points
    • Case Study
    • Further Reading
    • Links to Films and Novels
    • Research Questions
    • References
  • 11   Culture
    • Introduction
    • The concept of culture
    • Understanding culture
    • Do the ‘best’ cultures lead to ‘best’ performance?
    • Critically assessing whether culture can be managed
    • National and organizational cultures
    • Problems with trying to manage culture
    • Describing (rather than prescribing) culture
    • Culture and change
    • Culture and gender
    • Culture and race
    • Further aspects of culture
    • Conclusion
    • Key Points
    • Case Study
    • Further Reading
    • Links to Films and Novels
    • Research Questions
    • References
  • 12   Teams and teamworking
    • Introduction
    • Teamwork and teamworking
    • Popular views of teamworking
    • A historical view of teamworking
    • Making claims about teamworking
    • Teamworking and gender
    • Conclusion
    • Key Points
    • Case Study
    • Further Reading
    • Links to Films and Novels
    • Research Questions
    • References
  • 13   Structure
    • Introduction
    • Weber on bureaucracy
    • The advantages of bureaucracy
    • The unintended consequences and dysfunctions of bureaucracy
    • Bureaucracy, emotion, and gender
    • Rationality and the service sector
    • The case of McDonald’s
    • McDonaldization
    • Organizational variation in structure
    • Conclusion
    • Key Points
    • Case Study
    • Further Reading
    • Links to Films and Novels
    • Research Questions
    • References
  • 14   All change?
    • Introduction
    • New forms of organization
    • Change in organizations
    • Technology and change
    • The knowledge economy and knowledge workers
    • New organizations?
    • The Japanese model
    • Change—or continuity?
    • Conclusion
    • Key Points
    • Case Study
    • Further Reading
    • Links to Films and Novels
    • Research Questions
    • References
• PART 3 The core of critical approaches
  • 15   Managerial power and control
    • Introduction
    • The sources and definition of ‘power’
    • Managerial prerogative
    • Workers’ power
    • Managing to empower
    • Control and surveillance
    • Technology
    • Technology and surveillance
    • Business process re-engineering
    • Conclusion
    • Key Points
    • Case Study
    • Further Reading
    • Links to Films and Novels
    • Research Questions
    • References
  • 16   Organizational misbehaviour
    • Introduction
    • Resistance and organizational misbehaviour
    • Cheating, fraud, and theft
    • Virtual crime
    • Swearing and abusive language
    • Swindling
    • Lying
    • Denial
    • Rudeness and bullying
    • Sabotage
    • Struggles relating to time
    • Gossip
    • Fun and humour
    • Managing organizational misbehaviour
    • Conclusion
    • Key Points
    • Case Study
    • Further Reading
    • Links to Films and Novels
    • Research Questions
    • References
  • 17   Voluntary, not-for-profit, and alternative organizations
    • Introduction
    • Voluntary work
    • Not-for-profit
    • Cooperatives
    • The Israeli kibbutz
    • Yugoslav self-management
    • Employee involvement: profit sharing and share ownership
    • Conclusion
    • Key Points
    • Case Study
    • Further Reading
    • Links to Films and Novels
    • Research Questions
    • References
  • 18   Health, well-being, emotion, and stress
    • Introduction
    • Violence and abuse
    • Stress
    • The management of emotions
    • Being unemployed
    • Being ‘on the fiddle’ or working ‘on the side’
    • ‘Non-work’
    • Conclusion
    • Key Points
    • Case Study
    • Further Reading
    • Links to Films and Novels
    • Research Questions
    • References
• Glossary
• Index

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