Organizational Behaviour (Record no. 1783)
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| 000 -LEADER | |
|---|---|
| fixed length control field | 10503nam a22002057a 4500 |
| 003 - CONTROL NUMBER IDENTIFIER | |
| control field | OSt |
| 005 - DATE AND TIME OF LATEST TRANSACTION | |
| control field | 20180920094213.0 |
| 008 - FIXED-LENGTH DATA ELEMENTS--GENERAL INFORMATION | |
| fixed length control field | 180920b ||||| |||| 00| 0 eng d |
| 020 ## - INTERNATIONAL STANDARD BOOK NUMBER | |
| International Standard Book Number | 978-93-5262-024-1 |
| 028 ## - PUBLISHER NUMBER | |
| Source | Allied Informatics, Jaipur |
| Bill Number | 5265 |
| Bill Date | 03/09/2018 |
| Purchase Year | 2018-19 |
| 040 ## - CATALOGING SOURCE | |
| Original cataloging agency | BSDU |
| Language of cataloging | English |
| Transcribing agency | BSDU |
| 082 ## - DEWEY DECIMAL CLASSIFICATION NUMBER | |
| Classification number | 658.3 |
| Item number | ASW |
| 100 ## - MAIN ENTRY--PERSONAL NAME | |
| Personal name | Aswathappa, K |
| 245 ## - TITLE STATEMENT | |
| Title | Organizational Behaviour |
| 260 ## - PUBLICATION, DISTRIBUTION, ETC. | |
| Place of publication, distribution, etc. | Mumbai |
| Name of publisher, distributor, etc. | Himalaya Publishing House |
| Date of publication, distribution, etc. | 2017 |
| 300 ## - PHYSICAL DESCRIPTION | |
| Extent | 760 |
| 504 ## - BIBLIOGRAPHY, ETC. NOTE | |
| Bibliography, etc. note | Chapter 1 A Prelude to Organisational Behaviour 1 – 31<br/>Learning Objectives – Opening Case – What are Organisations? – Why do<br/>Organisations Exist? – Nature of Organisational Behaviour – Foundations of OB<br/>– Why Study OB? – Shortcomings – Organisational Arrangement for OB –<br/>Contemporary OB – Scope of Organisational Behaviour – Contextual Perspectives<br/>of OB – Evolution of OB – OB Model – Summary – Key Terms – Questions –<br/>Exercises – Closing Cases I and II – References.<br/>Chapter 2 Management and Managers 32 – 56<br/>Learning Objectives – Opening Case – Nature of Management – Functions of<br/>Management – Manager’s Roles – Types of Managers – Changing Hierarchies of<br/>Managers – What Makes Managers Successful? – Evolution of Management Theory<br/>– Indian Contributions to Management Practices – Contemporary Trends in<br/>Management Thinking – Summary – Key Terms – Questions – Exercise – Closing<br/>Case – References.<br/>Chapter 3 OB — The Emerging Challenges 57 – 88<br/>Learning Objectives – Opening Case – Managing Diversity – Career Management<br/>– Talent Management – Changing Demographics of Workforce – Changed<br/>Employee Expectations – Globalisation – Technology Transformation – Promoting<br/>Ethical Behaviour and CSR – Organisational Justice – Summary – Key Terms –<br/>Questions – Exercises – Closing Case – References.<br/>Chapter 4 Ethics and Social Responsibility 89 – 109<br/>Learning Objectives – Ethics – Sources of Business Ethics – Social Responsibility,<br/>CSR Debate, Common Characteristics – Summary – Key Terms – Questions –<br/>Exercise – Closing Case.<br/>Chapter 5 Foundations of Individual Behaviour 110 – 130<br/>Learning Objectives – Opening Case – Personal Factors – Environmental Factors<br/>– Organisational Systems and Resources – Models of Individual Behaviour –<br/>Summary – Key Terms – Questions – Exercises – Closing Case – References.<br/>Chapter 6 Intelligence 131 – 143<br/>Learning Objectives – Opening Case – Nature of Intelligence – Types of Intelligence<br/>– Theories of Intelligence – Measurement of Intelligence – Factors Influencing<br/>Intelligence – Intelligence and OB – Summary – Key Terms – Questions – Teach<br/>Yourself – Closing Case – References.<br/>Chapter 7 Personality 144 – 168<br/>Learning Objectives – Opening Case – Nature of Personality – The Shaping of<br/>Personality – Determinants of Personality – Personality Structure – OB Related<br/>Traits – Personality and OB – Summary – Key Terms – Questions – Exercises –<br/>Closing Case – References.<br/>Contents<br/>Chapter 8 Perception and Attribution 169 – 199<br/>Learning Objectives – Opening Case – Perception: Meaning and Definition –<br/>Factors Influencing Perception – Perceptual Process – The Process of Interpreting<br/>– Attribution Theory – When Perception Fails – Perception and OB – Managing<br/>the Perception Process – Social Perception – Summary – Key Terms – Questions<br/>– Exercises – Closing Case – References.<br/>Chapter 9 Learning 200 – 223<br/>Learning Objectives – Opening Case – Meaning and Definition – Learning —<br/>Explicit and Tacit Knowledge – How Learning Occurs? – Principles of Learning –<br/>Learning and OB – Conclusion – Summary – Key Terms – Questions – Exercise –<br/>Closing Case – References.<br/>Chapter 10 Attitudes and Values 224 – 255<br/>Learning Objectives – Opening Case – Nature of Attitudes – Components of<br/>Attitudes – Formation of Attitudes – Functions of Attitudes – Changing Attitudes –<br/>Work-related Attitudes – Values – Attitudes, Values and OB – Summary – Key<br/>Terms – Questions – Exercises – Closing Case – References.<br/>Chapter 11 Motivation — Theories and Principles 256 – 301<br/>Learning Objectives – Opening Case – Nature of Motivation – Importance of<br/>Motivation – Motivational Challenges – Theories on Motivation – Review of<br/>Theories – Motivation across Cultures – Summary – Key Terms – Questions –<br/>Exercises – Closing Case – References.<br/>Chapter 12 Applied Motivational Practices 302 – 338<br/>Learning Objectives – Opening Case – Rewards – Job Design – Behaviour<br/>Modification – Empowerment – Goal Setting Theory – Problem Employees –<br/>Quality of Work Life – Employee Engagement – Others – Summary – Key Terms<br/>– Questions – Exercise – Closing Case – References.<br/>Chapter 13 Work Stress 339 – 362<br/>Learning Objectives – Opening Case – Meaning and Definition – The Stress<br/>Experience – Work Stress Model – Burnout – Stress Management – Stress and<br/>Performance – Summary – Key Terms – Questions – Exercises – Closing Case –<br/>References.<br/>Chapter 14 Group Dynamics 363 – 400<br/>Learning Objectives – Opening Case – Nature of Groups – Types of Groups –<br/>Why do People Join Groups? – Group Development – Usefulness of Groups in<br/>Organisations – Pitfalls of Groups – Determinants of Group Behaviour – Group<br/>Structuring – Group Decision Making – Groups and OB – Summary – Key Terms<br/>– Questions – Exercises – Closing Cases I and II – References.<br/>Chapter 15 Team Dynamics 401 – 420<br/>Learning Objectives – Opening Case – Nature of Teams – Teams vs. Groups –<br/>Benefits from Teams – Types of Teams – Implementing Teams in Organisations –<br/>Team Issues – Effective Teamwork – Typical Teams in Organisations – Can Groups<br/>Become Teams? – Summary – Key Terms – Questions – Exercises – Closing Case<br/>– References.<br/>Chapter 16 Power and Political Behaviour 421 – 447<br/>Learning Objectives – Opening Case – Power – Politics – Ethics of Power and<br/>Politics – Summary – Key Terms – Questions – Exercises – Closing Case<br/>– References.<br/>Chapter 17 Workplace Behaviour – Conflict, Negotiation, Trust, Psychological<br/>Contract and Deviance 448 – 485<br/>Learning Objectives – Opening Case – Nature of Conflict – Changing Views of<br/>Conflict – Functional and Dysfunctional Conflict – The Process of Conflict – Levels<br/>of Conflict – Conflict Resolution – Managerial Implications – Negotiation and<br/>Conflict Resolution – Deviance – Psychological Contract – Trust – Summary –<br/>Key Terms – Questions – Exercise – Closing Case – References.<br/>Chapter 18 Leadership — Influencing Others 486 – 535<br/>Learning Objectives – Opening Case – Nature of Leadership – Leadership and<br/>Management – Importance of Leadership – Formal and Informal Leadership –<br/>Leadership Styles and Their Implications – Theories of Leadership – What Does It<br/>Mean? – Contemporary Issues on Leadership – Summary – Key Terms – Questions<br/>– Exercise – Closing Case – References.<br/>Chapter 19 Communication 536 – 571<br/>Learning Objectives – Opening Case – Meaning and Definition – Significance –<br/>Interpersonal Communication – Organisational Communication – Communication<br/>Networks – Communication Roles – Communication Policies and the<br/>Communication Audit – Informal Communication – Communication Media –<br/>Information Technologies – Managerial Implications – Summary – Key Terms –<br/>Questions – Exercises – Closing Case – References.<br/>Chapter 20 Organisations 572 – 610<br/>Learning Objectives – Opening Case – Nature of Organisations – Organisational<br/>Structure – Organisational Design – Key Factors in Organisational Design – Types<br/>of Organisational Structures – Organisations for Future – Structure Decisions –<br/>Informal Organisations – Managerial Implications – Summary – Key Terms –<br/>Questions – Exercises – Closing Case – References.<br/>Chapter 21 Organisational Culture, Creativity and Innovation 611 – 646<br/>Learning Objectives – Opening Case – Meaning and Definition – Cultural<br/>Dimensions – How is Culture Created? – Sustaining the Culture – Effects of Culture<br/>– Changing Organisational Culture – Creativity in Organisations – Innovation in<br/>Organisations – Summary – Key Terms – Questions – Exercises – Closing Case –<br/>References.<br/>Chapter 22 Organisational Change and Development 647 – 682<br/>Learning Objectives – Opening Case – Nature of Change – Levels of Change –<br/>Importance of Change – Types of Change – Forces for Change in Organisations –<br/>Resistance to Change – The Change Process – Organisational Development –<br/>OD Interventions – Time to Implement Change – Managerial Implications –<br/>Summary – Key Terms – Questions – Closing Case – References.<br/>Chapter 23 Decision Making 683 – 701<br/>Learning Objectives – Opening Case – Nature of Decision and Decision Making<br/>– Types of Decisions – Decision Making Conditions – Models of Decision Making<br/>– Decision Making Process – Barriers to Effective Decision Making – Decision<br/>Making Styles – Individual vs. Group Decision Making – Summary – Key Terms –<br/>Questions — Exercise – Closing Case – References.<br/>Chapter 24 Human Resource Policies and Practices 702 – 719<br/>Learning Objectives – Human Resource Policies – Human Resource Planning –<br/>Job Analysis – Recruitment – Selection – Orientation and Placement – Training<br/>and Development – Employee Remuneration – Performance Appraisal – Job<br/>Evaluation – Industrial Relations – Summary – Key Terms – Questions – Closing<br/>Case I and II – References.<br/>Chapter 25 International Organisational Behaviour 720 – 752<br/>Learning Objectives – Opening Case – Trends in International Business – Cultural<br/>Differences and Similarities – Individual Behaviour in the Global Perspective –<br/>Interpersonal Behaviour across Cultures – Organisational Characteristics in an<br/>International Context – Summary – Key Terms – Questions – Exercise – Closing<br/>Case – References.<br/>Index 753 – 760 |
| 650 ## - SUBJECT ADDED ENTRY--TOPICAL TERM | |
| Topical term or geographic name entry element | Management |
| 942 ## - ADDED ENTRY ELEMENTS (KOHA) | |
| Source of classification or shelving scheme | Dewey Decimal Classification |
| Koha item type | Books |
| Withdrawn status | Lost status | Source of classification or shelving scheme | Damaged status | Not for loan | Collection code | Home library | Current library | Date acquired | Cost, normal purchase price | Total Checkouts | Full call number | Barcode | Date last seen | Cost, replacement price | Price effective from | Koha item type |
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| Dewey Decimal Classification | Not For Loan | Reference | BSDU Knowledge Resource Center, Jaipur | BSDU Knowledge Resource Center, Jaipur | 09/20/2018 | 1895.00 | 658.3 ASW | 017274 | 02/12/2020 | 1895.00 | 09/20/2018 | Books |