Introduction (pp. 1-9)
Our text has twin foci of behaviour and work in the organizational context.
It looks at behaviour and work from multiple perspectives: * Functionalist * Managerialist * Interpretive * Critical perspective * Feminist * Radical
Other critical perspectives include the postcolonial, the poststructuralist, and the postmodernist.

Functionalist Perspective
If you want to be a manager, what would you want to know about people, work and organizational behaviour?
How to motivate or lead employees?
How to manage a team?
These are ideas of management as a function.
Much of what is known about management, people, and work comes from studies that aim to contribute to the effectiveness of managerial practice, to gain a better understanding of management.
Studies of management, or what we sometimes call the mainstream, have examined what managers do, how they control absence, or what are the causes and consequences of stress. Many of these questions are answered in this text.
Functionalist theory includes scientific management, leadership theory, management of culture, and many other theories of ‘management.’
This text is not functionalist. The text does not assume congruity of purpose, unproblematic workplaces, or that organizations are unitary wholes characterized by order and consensus.

Managerialist
Looks at behaviour and work from the exclusive perspective of the manager.
‘Managerialism’ is an ideology which assumes the need for one occupational group (managers) to coordinate (or control) the aims and activities of the other occupational groups (workers).
In managerialism, efficiency (also known as productivity, profitability, ROI, etc.) is explicitly problematized while control is largely implicit in the activities, decisions, and behaviour of managers. This is one of the great contradictions of