10526nam a2200097Ia 4500 709 709 ASWATHAPPA K ORGANISATIONAL BEHAVIOUR HIMALAYA PUBLISHING HOUSE 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 OB; OB Model; Summary — Key Terms — Questions — Exercise — Closing Cases I & II — References. 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 — Summary — Key Terms — Questions — Exercise —Management in Practice — Closing Cases I & II — References. 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; Summary —Key Terms — Questions — Exercise — Closing Case — References. Historical Evolution of Organisational Behaviour Learning Objectives; Industrial Revolution; Scientific Management; The Human Relations Movement; Hawthorne Studies; Organisational Behaviour; Summary —Key Terms — Questions — References. Foundations of Individual Behaviour Learning Objectives; Opening Case; Personal Factors; Environmental Factors; Organisational Systems and Resources; Models of Individual Behaviour; Summary — Key Terms — Questions — Exercise — Closing Case — References. Intelligence Learning Objectives; Kinds of Intelligence — Theories of Intelligence —Measurement of Intelligence — Factors Influencing Intelligence — Intelligence and OB — Emotional Intelligence — Summary — Key Terms — Questions — Teach Yourself — Closing Case — References. Learning Objectives; Opening Case; Nature of Personality; Theories of Personality — Type Theories, Trait- 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; Summary — Key Terms — Questions — Exercise — Closing Cases I & II — References. 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; Summary — Key Terms — Questions — Exercise — Closing Case —References. 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 — Conclusion; Summary — Key Terms — Questions — Exercise — Closing Case — References. 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; Summary — Key Terms — Questions — Exercise — Closing Case — References. 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; Summary — Key Terms — Questions — Exercise — Closing Cases I & II — References. 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; Others; Summary — Key Terms — Questions — Exercise — Closing Case — References. 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; Summary — Key Terms — Questions — Exercise — Closing Case —References. 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; Summary — Key Terms — Questions — Exercise — Closing Cases I & II —References. Team Dynamics 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?; Summary — Key Terms — Questions — Exercise — Closing Case --- References. 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; Summary — Key Terms — Questions — Exercise — Closing Case — References. 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 Intra-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; Summary —Key Terms — Questions — Exercise — Closing Case — References. 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; Summary — Key Terms —Questions -- Exercise — Closing Case — References. . 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 (HPS); Design Decisions — Structure Flexibility; Informal Organisations; Manageral Implications; Summary — Key Terms — Questions — Exercise — Closing Case — References. 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; Summary —Key Terms — BK 0 0 0 0 MIIMLIB MIIMLIB OB 2019-02-11 425.00 2 1 658.3145 709 2019-11-04 2019-10-21 2019-02-11 BK