TY  - BOOK
AU  - ASWATHAPPA K
TI  - ORGANISATIONAL BEHAVIOUR
SN  - 978-9352990887
PB  - HIMALAYA PUBLISHING HOUSE
KW  - A PRELUDE TO ORGANISATIONAL BEHAVIOUR, MANAGEMENT AND MANAGERS, OB THE EMERGING CHALLENGES, HISTORICAL EVOLUTION OF OB, FOUNDATION OF INDIVIDUAL BEHAVIOUR, INTELLIGENCE, PERSONALITY, PERCEPTION AND ATTRIBUTION, LEARNING, ATTITUDE AND VALUES, MOTIVATION THEORIES AND PRINCIPLES, APPLIED MOTIVATION PRACTICES, WORK STRESS, GROUP DYNAMICS, TEAM DYNAMICS, POWER AND POLITICAL BEHAVIOUR, CONFLICT AND NEGOTIATION, LEADERSHIP, COMMUNICATION, ORGANISATIONS, ORGANISATIONAL CULTURE, CREATIVITY AND INNOVATION, ORGANISATIONAL CHANGE AND DEVELOPMENT, DECISION MAKING,HUMAN RESOURCE POLICIES AND PRACTICES, INTERNATIONAL OB. A Prelude to Organisational Behaviour Learning Objectives; Opening Case; Nature of Organisational Behaviour — What are Organisations?, Why do Organisations Exist?, Organisational Effectiveness; The Role of Organisational Behaviour — Definition and Meaning of OB; Foundations of OB; Importance of OB Shortcomings; Contemporary OB; Contextual Perspectives of 013; OB Model Management and Managers Learning Objectives; Nature of Management Functions of Management — Managerial Skills — Manager's Roles Types of Managers — Changing Hierarchies of Managers — What Makes Managers Successful? — Evolution of Management Theory — Indian Contributions to Management Practices — Contemporary Trends in Management Thinking OB — The Emerging Challenges Learning Objectives; Opening Case; Managing Diversity — Barriers to Accepting Diversity, How to Manage Diversity Effectively?, Committing Top Management to Diversity; Changing Demographics of Workforce; Changed Employee Expectations; Globalisation; Technology Transformation; Promoting Ethical Behaviour, Ethical Dilemmas, Managing Ethics; Historical Evolution of Organisational Behaviour Learning Objectives; Industrial Revolution; Scientific Management; The Human Relations Movement; Hawthorne Studies; Organisational Behaviour; Foundations of Individual Behaviour Learning Objectives; Opening Case; Personal Factors; Environmental Factors; Organisational Systems and Resources; Models of Individual Behaviour: Intelligence Learning Objectives; Kinds of Intelligence — Theories of Intelligence Measurement of Intelligence -- Factors Influencing Intelligence — Intelligence and OB Emotional Intelligence Learning Objectives: Opening Case: Nature of Personality: Theories of Personality Type Theories. Trail Theory. Psychoanalytic Theory. Social Learning Theory, The Humanistic Approach, Maslow's Self-actualisation Theory; The Shaping of Personality — Freudian Stages. Assessment of Freud's Stages, Neo-Freudian Stages, Assessments of Psycho-social Stages. Cognitive Stages. Immaturity to Maturity: Determinants of Personality — Heredity, Environment, Contribution from the Family, Socialisation Process, Situational Considerations; Personality Structure — Myers- Briggs Indicator, Other Personality Traits; Personality and OB; Perception and Attribution Learning Objectives; Opening Case: Perception: Meaning and Definition — Perception and Semantics, Factors Influencing Perception; Perceptual Process -- Receiving Stimuli, Selecting Stimuli. Perceptual Organisation. The Process of Interpreting; The Process of Checking; The Process of Reacting; Attribution Theory; When Perception Fails; Perception and OB; Managing the Perception Process; Social Perception; Learning Learning Objectives: Opening Case: Meaning and Definition; Learning-explicit and Tacit Knowledge; How Learning Occurs? — Classical Conditioning. Operant Conditioning. Difference between Classical Conditioning and Operant Conditioning, Cognitive Theory of Learning, Social Learning Theory: Principles of Learning — Motivation, Whole Versus Part Learning. Learning Curves. Meaningfulness of Material, Learning Styles; Learning and OB Attitudes and Values Learning Objectives: Opening Case: Nature of Attitudes: Components of Attitudes The ABC Model; Formation of Attitudes; Functions of Attitudes; Changing Attitudes — Ways of Changing; Work — Related Attitudes — Job Satisfaction. Locke's Value Theory. Model of Job Satisfaction. Causes of Job Satisfaction. Consequences of Job Satisfaction, Measuring Job-Satisfaction. Organisational Commitment: Values Merging Personal and Organisational Values: Attitudes, Values and OB; Motivation — Theories and Principles Learning Objectives; Opening Case; Nature of Motivation; Importance of Motivation: Motivational Challenges; Theories on Motivation — Early Theories, Content Theories -- Maslow's Theory, Herzberg Theory, Alderfer Theory, Achievement Motivation Theory; Process Theories • Expectancy Theory. Equity Theory, Goal Setting Theory: Review of Theories; Applied Motivation Practices Learning Objectives; Opening Case; Rewards — Membership and Seniority-Based Rewards, Job Status-Based Rewards. Competency-Based Rewards, Performance Based Rewards; Job Design Factors Affecting Job Design, Job Design Approaches; Some Cautions About Job Enrichment; Behaviour Modification — Identify Behaviour Problem. OB Mod in Practice; Empowerment: Goal Setting Theory; Participative Management; Problem Employees; Quality of Work Life;— Work Stress Learning Objectives; Opening Case; Meaning and Definition — What is Not Stress?; The Stress Experience; Work Stress Model — Stressors - Sources of Stress, Individual Level Stressors, Group Level Stressors, Organisational Stressors, Extra- Organisational Stressors; Outcomes; Burnout; Stress Management — Individual Strategies, Organisational Strategies, Stress and Performance; Foundation of Group Behaviour; Group Dynamics Learning Objectives; Opening Case: Nature of Groups; Types of Group; Why do People join Groups?: Group Development; Usefulness of Groups in Organisations; Pitfalls of Groups; Determinants of Group Behaviour — External Conditions, Group Members' Resources; Group Structuring — Leadership, Role, Group Size, Group Norms, Group Tasks. Status Congruence, Group Cohesiveness, Groups and OB; Team Dvnamics Learning Objectives; Opening Case; Nature of Teams: Teams vs. Groups: Benefits from Teams; Types of Team; Implementing Teams in Organisations; Team Issues; Effective Teamwork: Typical Teams in Organisations; Can Groups Become Teams?; Power and Political Behaviour Learning Objectives; Opening Case; Power — Power Dynamics, Sources of Power, The Effective Use of Power. Power Tactics; Politics — Essence of Politics, Types of Political Activity; Ethics of Power and Politics; Conflict and Negotiation Learning Objectives; Opening Case; Nature of Conflict — Semantic problem; Changing Views of Conflict; Functional and Dysfunctional Conflict; The Process of Conflict; Levels of Conflict — Intra-individual Conflict, Inter-Personal Conflict, Intra-group Conflict, Inter-group Conflict; Conflict Resolution — Strategies for Resolving lntra-personal Conflict, Resolving Inter-personal Conflict, Resolving Intragroup Conflict, Resolving Inter-Group Conflict, Conflict Management Styles; Managerial Implications; Negotiation and Conflict Resolution — Situational Factors Favouring Negotiation; Guidelines for Effective Negotiation; Beyond Conflict Resolution; Summary — Key Terms -- Questions — Exercise — Closing Case — References. Leadership Learning Objectives; Opening Case; Nature of Leadership; Leadership and Management; Importance of Leadership; Formal and Informal Leadership; Leadership Styles and Their Implications — Styles Based on Authority Retained, Styles Based on Task Versus People Emphasis, Styles Based on Assumptions About People, Likert's Four Styles, Entrepreneurship Leadership Style; Theories of Leadership — Trait Approach, Behavioural Theories, Contingency Theories of Leadership; What Does It Mean?; Contemporary Issues on Leadership — Women as Leaders; Communication Learning Objectives; Opening Case; Meaning and Definition; Significance; Inter- personal Communication — Types of Interpersonal Communication, Barriers to Effective Communication, Overcoming the Barriers; Organisational Communication — Factors Influencing Organisational Communication, Communication Flows; Communication Networks — Communication Role, Communication Policies and the Communication Audit; Informal Communication — Communication Media, Information Technologies; Managerial Implications; Organisations Learning Objectives; Opening Case; Organisation Structure; Importance of Organisation Design — The Consequences of Poor Organisational Design; Key Factors in Organisation Design; Types of Organisation Design — Functional Design, Place Design, Product Design, Multidivisional Design; Organisations of the Future Matrix Design, Networked Design, Virtual Organisation, Learning Organisation, Lean Production Systems (LPS), High Performance Systems (BPS); Design Decisions Structure Flexibility; Informal Organisations; Manageral Implications Organisational Culture, Creativity and Innovation Learning Objectives; Opening Case; Meaning and Definition; Cultural Dimensions; How Is Culture Created? — Culture Artifacts; Sustaining the Culture; Effects of Culture; Changing Organisational Culture; Creativity in Organisations — Characteristics of Creative Individuals, Methods of Enhancing Creativity, Creativity- Inducing Factors; Innovation in Organizations — Innovative Process; Organisational Change and Development Learning Objectives; Opening Case; Nature of Change; Levels of Change; Importance of Change; Types of Change — The Integration of TQM and Re-engineering; Forces for Change in Organisations — External Forces, Internal Forces; Resistance to Change — Organisation-Level Resistance to Change, Group-Level Obstacles to Change, Individual-Level Resistance to Change, Force Field Theory of Change; The Change Process; Organisational Development — Pre-requisites for OD, Situations Appropriate for OD, Action Research; OD Interventions — Effectiveness of OD Programming; Managerial Implications; Decision-making Learning Objectives; Nature of Decision and Decision-making — Types of Decisions — Decision-making Conditions — Models of Decision-making — Decisio-making Process — Barriers to Effective Decision-making — Decision-making Styles — Human Resource Policies and Practices Learning Objectives; Human Resource Policies Why Adopt Policies?, Formulating Policies; Human Resource Planning; Job Analysis — Process of Job Analysis; Recruitment; Selection — Role of Selection; Orientation and Placement Purposes of Orientation, Orientation Programme, Placement; Training and Development Inputs in Training and Development, Importance of Training and Development, Methods and Techniques of Training; Employee Remuneration
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