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A work exposing and exploring the phenomena of the dysfunctional workplace is long overdue. This fascinating book does just that, uncovering the subversiveness, counter-productive behaviour and unspoken 'issues' that managers struggle with on a daily basis.

This Companion not only explores organizational dysfunction as it concerns individuals, it also examines broader issues of dysfunction and its effects with regards teams, managers and organizational systems. Lively discussion encompasses the symptoms of distress, illness, absenteeism, and inefficiency that point towards behavioural disorders and system-wide malfunction. From personality disorders to wars over 'territory', the book chronicles and reveals the true nature of often hidden workplace problems including bullying, unethical behaviour, loss of trust, organizational deviance, cowardice, workaholism, negative humour and emotions, personality disorders, mismanagement, and malfunctioning performance and selection systems. So what can be done? Practical solutions to these dysfunctional phenomena are presented by international experts from a range of disciplinary backgrounds including management, psychology and economics.

This fascinating, highly original book will be of enormous interest to students, researchers, academics and practitioners across all sectors of business and management, human resource management in particular.

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CHOICE Review

Academicians Langan-Fox, Cooper, and Klimoski explore dysfunctional organizations in this volume, which contains 25 articles written by psychology, management, and economics professors. The first half of the book, "Barriers to Productive Work," focuses on individual behaviors, while the second half, "Managing Organizational Mayhem," examines team and organizational dysfunction. Barriers to productive work include problems such as obsessive-compulsive personalities, bullies, tyrants, workaholics, and managers who misuse performance appraisals, share negative humor, emotionally ignore employees, and lack courage, ethics, and trustworthiness. Team and organizational dysfunctions addressed include territoriality, normalized corruption, occupational stress, employee theft, maladaptive personalities, conflicting teams, and inappropriate creativity. Famous subtopics include McClelland's "big three" motives, the "big five" personality traits, and Schein's eight career anchors. Each article offers suggestions on how to reduce dysfunctions, such as enhancing applicant screening, enforcing organizational justice, and developing solid core values. Each article provides a comprehensive literature review and conclusions. For a good example of a functional organization, see Jody Gittell's The Southwest Airlines Way: Using the Power of Relationships to Achieve High Performance (CH, Sep'03, 41-0404). Summing Up: Recommended. Organizational behavior and human resource management students (upper-division undergraduate and up), faculty, and practitioners. G. E. Kaupins Boise State University

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Edited by Janice Langan-Fox, formerly University of Melbourne, Australia, Cary Cooper, Alliance Manchester Business School, University of Manchester, UK and Richard J. Klimoski, Professor of Psychology and Management and Dean, School of Management, George Mason University, US