ASWATHAPPA K creator text HIMALAYA PUBLISHING HOUSE monographic 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