10503nam a22002057a 4500 1783 1783 OSt 20180920094213.0 180920b ||||| |||| 00| 0 eng d 978-93-5262-024-1 Allied Informatics, Jaipur 5265 03/09/2018 2018-19 BSDU English BSDU 658.3 ASW Aswathappa, K Organizational Behaviour Mumbai Himalaya Publishing House 2017 760 Chapter 1 A Prelude to Organisational Behaviour 1 – 31 Learning Objectives – Opening Case – What are Organisations? – Why do Organisations Exist? – Nature of Organisational Behaviour – Foundations of OB – Why Study OB? – Shortcomings – Organisational Arrangement for OB – Contemporary OB – Scope of Organisational Behaviour – Contextual Perspectives of OB – Evolution of OB – OB Model – Summary – Key Terms – Questions – Exercises – Closing Cases I and II – References. Chapter 2 Management and Managers 32 – 56 Learning Objectives – Opening Case – Nature of Management – Functions of Management – 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 – Closing Case – References. Chapter 3 OB — The Emerging Challenges 57 – 88 Learning Objectives – Opening Case – Managing Diversity – Career Management – Talent Management – Changing Demographics of Workforce – Changed Employee Expectations – Globalisation – Technology Transformation – Promoting Ethical Behaviour and CSR – Organisational Justice – Summary – Key Terms – Questions – Exercises – Closing Case – References. Chapter 4 Ethics and Social Responsibility 89 – 109 Learning Objectives – Ethics – Sources of Business Ethics – Social Responsibility, CSR Debate, Common Characteristics – Summary – Key Terms – Questions – Exercise – Closing Case. Chapter 5 Foundations of Individual Behaviour 110 – 130 Learning Objectives – Opening Case – Personal Factors – Environmental Factors – Organisational Systems and Resources – Models of Individual Behaviour – Summary – Key Terms – Questions – Exercises – Closing Case – References. Chapter 6 Intelligence 131 – 143 Learning Objectives – Opening Case – Nature of Intelligence – Types of Intelligence – Theories of Intelligence – Measurement of Intelligence – Factors Influencing Intelligence – Intelligence and OB – Summary – Key Terms – Questions – Teach Yourself – Closing Case – References. Chapter 7 Personality 144 – 168 Learning Objectives – Opening Case – Nature of Personality – The Shaping of Personality – Determinants of Personality – Personality Structure – OB Related Traits – Personality and OB – Summary – Key Terms – Questions – Exercises – Closing Case – References. Contents Chapter 8 Perception and Attribution 169 – 199 Learning Objectives – Opening Case – Perception: Meaning and Definition – Factors Influencing Perception – Perceptual Process – The Process of Interpreting – Attribution Theory – When Perception Fails – Perception and OB – Managing the Perception Process – Social Perception – Summary – Key Terms – Questions – Exercises – Closing Case – References. Chapter 9 Learning 200 – 223 Learning Objectives – Opening Case – Meaning and Definition – Learning — Explicit and Tacit Knowledge – How Learning Occurs? – Principles of Learning – Learning and OB – Conclusion – Summary – Key Terms – Questions – Exercise – Closing Case – References. Chapter 10 Attitudes and Values 224 – 255 Learning Objectives – Opening Case – Nature of Attitudes – Components of Attitudes – Formation of Attitudes – Functions of Attitudes – Changing Attitudes – Work-related Attitudes – Values – Attitudes, Values and OB – Summary – Key Terms – Questions – Exercises – Closing Case – References. Chapter 11 Motivation — Theories and Principles 256 – 301 Learning Objectives – Opening Case – Nature of Motivation – Importance of Motivation – Motivational Challenges – Theories on Motivation – Review of Theories – Motivation across Cultures – Summary – Key Terms – Questions – Exercises – Closing Case – References. Chapter 12 Applied Motivational Practices 302 – 338 Learning Objectives – Opening Case – Rewards – Job Design – Behaviour Modification – Empowerment – Goal Setting Theory – Problem Employees – Quality of Work Life – Employee Engagement – Others – Summary – Key Terms – Questions – Exercise – Closing Case – References. Chapter 13 Work Stress 339 – 362 Learning Objectives – Opening Case – Meaning and Definition – The Stress Experience – Work Stress Model – Burnout – Stress Management – Stress and Performance – Summary – Key Terms – Questions – Exercises – Closing Case – References. Chapter 14 Group Dynamics 363 – 400 Learning Objectives – Opening Case – Nature of Groups – Types of Groups – Why do People Join Groups? – Group Development – Usefulness of Groups in Organisations – Pitfalls of Groups – Determinants of Group Behaviour – Group Structuring – Group Decision Making – Groups and OB – Summary – Key Terms – Questions – Exercises – Closing Cases I and II – References. Chapter 15 Team Dynamics 401 – 420 Learning Objectives – Opening Case – Nature of Teams – Teams vs. Groups – Benefits from Teams – Types of Teams – Implementing Teams in Organisations – Team Issues – Effective Teamwork – Typical Teams in Organisations – Can Groups Become Teams? – Summary – Key Terms – Questions – Exercises – Closing Case – References. Chapter 16 Power and Political Behaviour 421 – 447 Learning Objectives – Opening Case – Power – Politics – Ethics of Power and Politics – Summary – Key Terms – Questions – Exercises – Closing Case – References. Chapter 17 Workplace Behaviour – Conflict, Negotiation, Trust, Psychological Contract and Deviance 448 – 485 Learning Objectives – Opening Case – Nature of Conflict – Changing Views of Conflict – Functional and Dysfunctional Conflict – The Process of Conflict – Levels of Conflict – Conflict Resolution – Managerial Implications – Negotiation and Conflict Resolution – Deviance – Psychological Contract – Trust – Summary – Key Terms – Questions – Exercise – Closing Case – References. Chapter 18 Leadership — Influencing Others 486 – 535 Learning Objectives – Opening Case – Nature of Leadership – Leadership and Management – Importance of Leadership – Formal and Informal Leadership – Leadership Styles and Their Implications – Theories of Leadership – What Does It Mean? – Contemporary Issues on Leadership – Summary – Key Terms – Questions – Exercise – Closing Case – References. Chapter 19 Communication 536 – 571 Learning Objectives – Opening Case – Meaning and Definition – Significance – Interpersonal Communication – Organisational Communication – Communication Networks – Communication Roles – Communication Policies and the Communication Audit – Informal Communication – Communication Media – Information Technologies – Managerial Implications – Summary – Key Terms – Questions – Exercises – Closing Case – References. Chapter 20 Organisations 572 – 610 Learning Objectives – Opening Case – Nature of Organisations – Organisational Structure – Organisational Design – Key Factors in Organisational Design – Types of Organisational Structures – Organisations for Future – Structure Decisions – Informal Organisations – Managerial Implications – Summary – Key Terms – Questions – Exercises – Closing Case – References. Chapter 21 Organisational Culture, Creativity and Innovation 611 – 646 Learning Objectives – Opening Case – Meaning and Definition – Cultural Dimensions – How is Culture Created? – Sustaining the Culture – Effects of Culture – Changing Organisational Culture – Creativity in Organisations – Innovation in Organisations – Summary – Key Terms – Questions – Exercises – Closing Case – References. Chapter 22 Organisational Change and Development 647 – 682 Learning Objectives – Opening Case – Nature of Change – Levels of Change – Importance of Change – Types of Change – Forces for Change in Organisations – Resistance to Change – The Change Process – Organisational Development – OD Interventions – Time to Implement Change – Managerial Implications – Summary – Key Terms – Questions – Closing Case – References. Chapter 23 Decision Making 683 – 701 Learning Objectives – Opening Case – Nature of Decision and Decision Making – Types of Decisions – Decision Making Conditions – Models of Decision Making – Decision Making Process – Barriers to Effective Decision Making – Decision Making Styles – Individual vs. Group Decision Making – Summary – Key Terms – Questions — Exercise – Closing Case – References. Chapter 24 Human Resource Policies and Practices 702 – 719 Learning Objectives – Human Resource Policies – Human Resource Planning – Job Analysis – Recruitment – Selection – Orientation and Placement – Training and Development – Employee Remuneration – Performance Appraisal – Job Evaluation – Industrial Relations – Summary – Key Terms – Questions – Closing Case I and II – References. Chapter 25 International Organisational Behaviour 720 – 752 Learning Objectives – Opening Case – Trends in International Business – Cultural Differences and Similarities – Individual Behaviour in the Global Perspective – Interpersonal Behaviour across Cultures – Organisational Characteristics in an International Context – Summary – Key Terms – Questions – Exercise – Closing Case – References. Index 753 – 760 Management ddc BK 0 0 ddc 0 1 REF BSDU BSDU 2018-09-20 1895.00 0 658.3 ASW 017274 2020-02-12 00:00:00 1895.00 2018-09-20 BK