book

Organisational Behaviour

Name: Organisational Behaviour
Author: P S James
ISBN: 9789352861637

by P S James

January 2017

Intermediate to advanced

696 pages

23h 3m

English

Pearson India

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Cover
About Pearson
Title Page
Foreword
Preface
Acknowledgments
About the Author
Testimonials
1: Fundamentals of an Organisation and Basics of Management
Section I: Fundamentals of an OrganisationWhat is an Organisation?What Do Organisations Do?Types of OrganisationsSequence of Building an OrganisationSection II: Fundamentals of ManagementWhat is Management?Objectives of ManagementImportance of ManagementCharacteristics/Salient Features of ManagementHenry Mintzberg’s Six Characteristics of Management (also called Nature of Management)Section III: Approaches/Perspectives to Understand ManagementOverviewActivity PerspectiveRoles of a Manager (Henry Mintzberg’s Framework)• Beyond Mintzberg’s Framework• Alternative Classification of Roles, Responsibilities, and Activities/Tasks• Managerial Competencies/SkillsManagement Team or Group PerspectiveSocial and Interactive Process PerspectiveAcademic Discipline PerspectiveIs Management an Art or a Science?• 14 Principles of Management by Henri Fayol• Criticism of Henry Fayol’s Principles of ManagementManagement as a Resource PerspectiveManagement Function/Process PerspectiveSection IV: Management Functions/ProcessesOverviewPlanningWhat is Planning?• Principles of Planning• Why is Planning Important?• Types of Planning• Steps in Planning• Planning and Organisational BehaviourOrganisingWhat is Organising?• Organising and OBStaffingWhat is Staffing?• Principles of Staffing• Importance of Staffing• Types of Staffing• Steps in Staffing/Process of Staffing• Staffing and Organisational BehaviourDirecting/LeadingWhat is Directing/Leading• Principles of Leading• Importance of Directing/Leading• Types or Styles of Directing/Leading• Steps in Directing/Leading• Directing/Leading and Organisational BehaviourControllingWhat is Controlling?• Principles of Controlling• Importance of Controlling• Type of Controlling• Steps in Controlling• Controlling and Organisational BehaviourSummaryVAK-1 – What Are Managerial Competencies?VAK-2 – How Valuable are Values for our Companies?Test Your UnderstandingAssimilation QuestionsApplication ChallengesApproach to Teaching/Learning
2: Fundamentals of Behaviour
Section I: Definition and Fundamental Basis of BehaviourCognition, Conation, and AffectCognition• Conation• AffectWhat is Behaviour?Biological Basis of BehaviourUnderstanding Neurological Sophistication of Human Beings• Neuron, the Basic Entity in the Nervous System• Role of Neurotransmitters in Transmitting Impulse/Stimuli• Reaction of Neurotransmitters When Stimulated• All or None Rule• Neurotransmitters and Their Influence on Behaviour• Neurotransmitters are Chemicals and They can be Fooled• Nervous System and Its Influence on Behaviour• Peripheral Nervous System• The Central Nervous System• Brain and Its Influence on Behaviour• Hemispherical Specialisation of the Brain and Its Influence on Behaviour• Endocrine System and Its Influence on BehaviourSection II: Influence of Heredity Environment and Social Context on BehaviourHeredity as Basis of BehaviourEnvironment and its Influence on BehaviourInfluence of Social Context on BehaviourPerson Perception• Attribution Processes• Interpersonal Attraction• Attitudes• Conformity and Obedience• Behaviour in Groups• Implications of Social Factors for Organisational BehaviourSection III: Influence of Human Development Stages on BehaviourPrenatal StageChildhoodAdolescenceAdulthoodSummaryVAK-1 – Evolutionary Psychology: Are We Ready for a Go at It?VAK-2 – Hey, Leadership is Genetic, Stupid!Test Your UnderstandingAssimilation QuestionsApplication ChallengesApproach to Teaching/Learning

3: Fundamentals of Organisational Behaviour
Section I: Introduction to Organisational Behaviour (OB)Meaning and Definitions of OBCritical Examination of Definitions and Meaning of OBComponents or Elements of OB and OB VariablesGoals of OBScope of OBInterdisciplinary Nature of OBImportance of OBDifferentiating Between Organisational Behaviour, Organisational Theory, and Organisational DevelopmentOB MatrixOB ModelWhat is a Model?OB Model 1-Stimulus/Response ModelOB Model 2-Intervention ModelSection II: Schools of Management Thought and Evolution of OBSchools of Management ThoughtClassical SchoolClassical School with Focus on Shop Floor• Contribution of Fredrick W. Taylor (Scientific Management or Taylorism)• Principles of Scientific Management• Contribution of Henry L. Gantt to Classical School• Contribution of Frank B. and Lillian M. Gilbreth• Classical School with Focus on the Organisation• Classical School with Focus on Supervisor–Subordinate Relationship• Classical School and OBBehavioural School/Neoclassical SchoolHuman Relationship Approach• Hawthorne Experiments by Elton Mayo• Findings of the Hawthorne Study• Criticism of the Hawthorne Study• Behavioural School and OBModern SchoolsQuantitative School (Also Called Management Science Perspective)• Contingency School/Approach• Management by Objective• Systems School (also referred to as Systems Approach)• Edward Deming’s Approach• William Ouchi’s Theory ‘Z’• Thomas Peters and Robert Waterman’s Thoughts• Management by Wandering (or Walking) AroundSection III: Behaviours that Affect PerformanceAbsenteeismPresenteeismTurnoverInvolvementOrganisational CommitmentEmployee EngagementOrganisational Citizenship BehaviourJob SatisfactionCounterproductive Work BehaviourWorkplace DevianceWorkplace BullyingProactivity or Proactive BehaviourSection IV: Contemporary Realities That Affect OBGlobalisationDiversityTechnologySocial MediaEthicsCorporate Social ResponsibilitySustainabilityChange ManagementOrganisational TransformationCo-CreationEmpowermentManaging ManagersSummaryVAK-1 – Create a Sexual Harassment PolicyVAK-2 – Employee EngagementTest Your UnderstandingAssimilation QuestionsApplication ChallengesApproach to Teaching/Learning
4: Sensation and Perception
Section I: What is Sensation and Perception?Definition of Sensation and Perception and Differences Between ThemTypes of Sensations and PerceptionsVisual Sensation and Perception• Perceptual Hypothesis• Implications of Visual Perception for Organisations and Management• Auditory Sensation and Perception• Implications of Auditory Perception for Organisations and Management• Tactile (Touch) Sensation and Perceptions• Kinesthetic Sense and Perception• Vestibular Sensory and Perception System• Sensory IntegrationSection II: Perception–Models, Process and TheoriesImportance and Scope of PerceptionComponents of PerceptionBasic Model of PerceptionPerceptual ProcessFactors Affecting PerceptionTheories of PerceptionPerception-Based View (PBV)Section III: Perceptual Distortions/BiasesPerceptual Distortion/Perceptual Biases/Perceptual ErrorsSocial PerceptionPerceptual IllusionSection IV: Impact of Perception on Modern the OrganisationsPerceptions and OrganisationPerception and CompetitivenessImplications of Perception for Management Functions/ProcessesHow Does Information Age Influence Perception?Services Business and PerceptionMeasuring PerceptionEnhancing Perceptual SkillsChanging PerceptionPerceptual CongruenceSummaryVAK-1 – The Inner GPSVAK-2 – Sound and Vision Work Hand in HandTest Your UnderstandingAssimilation QuestionsApplication ChallengesApproach to Teaching/Learning
5: The Self, Personality, and Other Individual Attributes
Section I: The Self and Related Determinants of OBThe SelfSelf-Concept and its ApplicationSelf-Awareness and Self-ConsciousnessSelf-KnowledgeSelf-EsteemSelf-EfficacyLocus of ControlJohari Window, The Window to Self and Application in OrganisationsSection II: What is Personality and Why Does it Matter?What is Personality?Concept• Definitions• Nature of PersonalityWhy Does Personality Matter?Determinants of PersonalityHeredity• Environment• Nature–Nurture Controversy• Other DeterminantsStructure of PersonalityFreud’s Three Construct Structure• Awareness• Carl Roger’s Single Construct Structure• Impact of Structure on PersonalitySection III: Perspectives and Theories of PersonalityPsychodynamic PerspectivePsychoanalytic Theory• Summary of Psychodynamic perspectiveBehavioural PerspectiveConditioning• Social Learning• Situation• Summary of Behavioural PerspectiveHumanistic PerspectiveSummary of Humanistic TheoriesBiological PerspectiveSummary of Biological PerspectiveTrait TheoriesSummary of Trait TheoriesType TheoriesOther TypologiesSummary of Type TheoriesKelly’s Theory of Personal ConstructsSection IV: Personality AssessmentThe Personality Cauldron: What Do All These Mean for Organisational Behaviour?Types of Personality TestsSelf-reporting TestsMMPI (Minnesota Multiphasic Personality Inventory)• The 16 PF• Big Five Personality Test• Myers Briggs Type IndicatorProjective TestsSection V: Other Important Individual Attributes and Implications of ‘Self’ and ‘Personality’ for OBOptimism Versus PessimismAbilityAptitudeTalentTaking an Integrated ViewSummaryVAK-1 – Good Parenting to Create Great KidsBased on Erik Erikson’s (1902–1994) WorkVAK-2 – Indicators of Big Five Personality Factors in Work PlaceVAK-3 – Indicators of MBTI Types in Work PlaceTest Your UnderstandingAssimilation QuestionsApplication ChallengesApproach to Teaching/Learning
6: Values and Attitudes
Section I: Basics of ValuesDefinition, Nature and Scope of ValuesDefinition• Nature/Characteristics of Values• ScopeImportance of Values in OBDeterminants of ValuesSources of ValuesTypes/Classification of ValuesBasic Values and Value Theory• Terminal and Instrumental Values (often referred to as Rokeach’s values)Section II: Role of Values and Value ChampionOrganisational Values form the Foundation of OBValues are Central to Organisational VisionValue Congruence Leads to Better PerformanceValue ChampionsSection III: Implications of Values for BusinessImpact of the Information Age on ValuesImpact of Values on the Services BusinessImpact of Values on Management ProcessesSection IV: What is Attitude?DefinitionDifferentiating Attitude From Other TermsComponents of Attitude (Also Referred to as Attitude Structure, Attitude Systems, ABC Theory and ABC Model)Nature/Characteristics of AttitudeAccessible AttitudesFunctions/Benefits/Importance of AttitudeSources of AttitudeTypes of Job-related AttitudesSection V: Theories and Concepts of AttitudeTheories of AttitudesAttitude FormationAttitude StrengthImplicit and Explicit AttitudesMeasurement of AttitudeSection VI: Changing Attitudes ChangeMethods to Change AttitudeThe Yale StudySubject• Message• CommunicatorAttitude Changing ProcessElaboration Likelihood Model• Low Effort Processing• High Effort ProcessingContemporary Thoughts on Attitude ChangeInterrelationship Between Perception, Values and AttitudesDo Attitudes Change Behaviour or do Behaviours Change Attitudes?Behaviour Changes AttitudeSection VII: Implications for BusinessImpact of Information Age on AttitudesImpact of Attitudes on Service EconomyImpact of Attitudes on Management ProcessesSummaryVAK-1 – New Realities and AttitudeVAK-2 – Who Changes More—the Young or the Old?Test Your UnderstandingAssimilation QuestionsApplication ChallengesApproach to Teaching/Learning
7: Learning
Section I: What is Learning?DefinitionImportance of LearningConcept of LearningSection II: Theories of LearningBehavioural TheoriesClassical Conditioning• Operant Conditioning• Reward, Punishment, and Reinforcement• Some Truths about Punishment• Shaping Behaviour• ReinforcersCognitive Learning TheoriesSocial Learning TheorySection III: Principles and Application of LearningPrinciples of LearningLearning StrategiesLearning StylesApplication of Learning in OrganisationsDesigning a Learning Program in an OrganisationSection IV: Contemporary Issues in LearningExperiential LearningAdult Learning (Andragogy)Principles of AndragogySelf-Learning or Self-Directed Learning/Self-Regulated LearningLearning about Self or Self-Awareness in the Learning ContextTransformative LearningLanguage and LearningLearning from Different DomainsLearning to LearnLearning in the Mobile AgeKnowledge ManagementLearning OrganisationsE-LearningSummaryVAK-1 – Cognition and Metacognition: What is the Difference?VAK-2 – Virtual Reality-Aided Learning (VRAL)Test Your UnderstandingAssimilation QuestionsApplication ChallengesApproach to Teaching/Learning
8: Work Motivation
Section I: What is Motivation?What is Motivation?Importance of Workforce MotivationCharacteristics of Motivation?Types of MotivationSection II: Motivational TheoriesIntroduction to Motivational TheoriesContent TheoriesMaslow’s Theory of Need Hierarchy• Alderfer’s ERG (Existence, Relatedness, and Growth) Theory• McClelland’s Need Theory• Herzberg’s Theory of Hygiene and Motivation (also called Dual Factor Theory)• McGregor’s X & Y TheoryProcess Theories of MotivationVroom’s Expectancy Theory• Porter and Lawler’s Theory of Individual Differences• Adam’s Equity Theory• Goal Theory• Bandura’s Social Cognition and Self-efficacy TheoryOther Contemporary TheoriesMotivational Language Theory• New Model of Employee Motivation (ABCD/Four Factor/Nitin Nohria Model)Section III: Motivating Strategies, Tools, and Barriers to MotivationMotivational StrategiesTools for MotivatingBarriers to MotivationSection IV: Motivating in Contemporary WorkplaceMotivating in the Knowledge EraSelf-motivationTeam MotivationEmotions and MotivationMorale and MotivationMotivation the Millennial WorkforceSummaryVAK-1 – The Great Dilemma!!VAK-2 – Motivation: Forays into NeuroscienceTest Your UnderstandingAssimilation QuestionsApplication ChallengesApproach to Teaching/Learning
9: Intelligence, Emotions, and Moods
Section I: Intelligence - GeneralWhat is Intelligence?Scope and Importance of IntelligenceDeterminants of IntelligenceHeredity• Environment• Stereotype Vulnerability as a Determinant• Cultural Bias of Intelligence Tests as a Determinant• Biological Determinant• Interaction of Heredity and EnvironmentIntelligence TestsBinet’s Test• Stanford Binet Test• Wechsler’ Intelligence TestFunctions of IntelligenceSection II: Nature of Intelligence/Theories of IntelligenceGeographic PerspectiveSpearman’s Two Factor Theory (‘g’ and ‘s’ factors)• Multiple Factors (Opposition to Spearman’s Theory)Computational PerspectiveBiological PerspectiveEpistemological PerspectiveSocial PerspectiveAnthropological PerspectiveSystems PerspectiveSection III: What is Emotion?Affect, Emotions, and MoodAn Overview of EmotionDefinition of EmotionTypes of EmotionsCharacteristics of EmotionsDeterminants/Components of EmotionCognitive Determinant (Appraisal)• Physiological Determinants• Behavioural Determinant• Cultural DeterminantsImportance of Emotions in the WorkplaceTheories of EmotionCommon Sense Theory• James-Lange Theory• Cannon-Bard Theory• Schachter’s Two-Factor Theory• Evolutionary TheoriesSection IV: Emotions and Decision-makingIntegral EmotionsIncidental EmotionEmotional Valence and Other InfluencersContent and Depth of ThoughtGoalsInterpersonal DecisionMinimizing the Effect of Emotions in Decision-MakingTime Delay• Suppression• Reappraisal• Inducing Counter-emotional State• Increasing Cognitive Effort• Saturating• Increasing Awareness of Misattribution• Default Choice ArchitectureSection V: Emotional Quotient (EQ)/Emotional Intelligence (EI)Overview of Emotional IntelligenceDefinition of EIAbility Model• Trait Model• Mixed ModelComponents of EISection VI: Organisational Application of Emotional IntelligenceEmotional LabourEmotional ContagionEmotional Hijack/Amygdala HijackEI and LeadershipEI for Creating Organisational ClimateEI and NegotiationsEI and Customer RelationshipEI and Decision-MakingRole of EI in Service EconomyEI in the Digital AgeEI and Millennial WorkforceSection VII: MoodsWhat Are Moods?Definition of Mood and How Moods Differ from EmotionsClassification of Mood Causes of MoodEnergetic Arousal• Tense ArousalManaging Moods in the WorkplaceSummaryVAK-1 – Is an Emotionally Bruising Workplace the Modern Reality?VAK-2 – Will Pepper Support You in Your Emotional Quest?Test Your UnderstandingAssimilation QuestionsApplication ChallengesApproach to Teaching/Learning
10: Interpersonal Relationship and Interpersonal Behaviour
Section I: Introduction to Interpersonal Behaviour and Interpersonal RelationshipDefinitionFactors that Influence Interpersonal BehaviourMere Presence• Attraction• Close Relationship• Impact of Close Relationship• Need for BelongingnessTheories of Interpersonal BehaviourHabit Creation Model• Theory of Planned Behaviour• Stern’s Attitude-Behaviour-Context (ABC) Model• Triandis’ Theory of Interpersonal RelationSection II: Tools for Understanding Interpersonal RelationshipTransactional AnalysisEgo states• Transactions• StrokesInterpersonal StyleThree-Dimensional Theory of Interpersonal Behaviour or Fundamental Interpersonal Orientation-Behaviour (FIRO-B)Theoretical background of FIRO-B• Testing and Scoring FIRO-BSection III: Application of Interpersonal RelationshipInterpersonal Behaviour and Relation Building in the Information AgeInterpersonal Behaviour in the Context of MillennialsInterpersonal Behaviour and Performance in the Service EconomyImplications for the Manager and Management ProcessesHow to Develop Interpersonal Skills and Relationship?Tips for Improving Interpersonal EffectivenessSummaryVAK-1 – Internet and Close Relationship?VAK-2 – Do You Have a Work Spouse?Test Your UnderstandingAssimilation QuestionsApplication ChallengesApproach to Teaching/Learning
11: Work Groups and Networks
Section I: The Phenomenon called GroupWhy Do People Join Groups?Definition of a Group?Characteristics of a GroupImportance/Benefits of Groups in the WorkplaceTypes of GroupsSection II: Group DynamicsWhat is Group Dynamics?Stages of Group FormationFive Stage Model or Tuckman’s Model• Punctuated Equilibrium Model• Other ModelsFactors That Create Group Dynamics/Properties of a GroupFunctions of a Group• Size of the Group• Norms• Role• Status• Group Cohesion• DiversitySection III: Managing Behavioural Outcomes of Group DynamicsBehaviour in GroupsSocial LoafingConformityManaging ConformityGroupthinkPreventing GroupthinkGroup Polarisation and Group Shift/Risky ShiftWhy do Group Polarisation and Group Shift take place?Group VitalityImpact of Technology on Group DynamicsGroup Decision-MakingManaging Group Dynamics in Workplace GroupsSection IV: NetworksWhat is a Network?Business Networks and Organisational NetworksBusiness Networks• Organisational NetworksNetwork Versus Groups in OrganisationsTypes of Networks in OrganisationsImportance of Networks in OrganisationsFactors that Affect NetworksSocial Media Networks and WorkplaceSummaryVAK-1 – 24 Characteristics of an Effective GroupVAK-2 – Silicon Valley, a Network of NetworksTest Your UnderstandingAssimilation QuestionsApplication ChallengesApproach to Teaching/Learning
12: Leadership
Section I: Introduction to LeadershipImportance of LeadershipDefinitions of LeadershipRoles of a LeaderCan Leadership be Taught?The Leader vs. the Manager DebateSection II: Traditional Leadership TheoriesConcepts/Models/Theories of LeadershipTrait/Great Man TheoryEmergent Leadership TheoryLeadership Style (Behavioural) TheoriesThe Search for Ideal Combination of Task/Relationship OrientationContingency Theories of LeadershipFielder’s Contingency Model or FCM• Path-goal Theory• Situational Leadership Theory (SLT) or Hersey Blanchard Theory of Situational Leadership• Leadership Substitute Theory• Multiple Linkage ModelComparison of Various Contingency TheoriesShortcomings of Contingency TheoriesSection III: New Leadership TheoriesIntroduction to New Leadership TheoriesFull-range Leadership TheoryLaissez Faire• Transactional LeadershipTransformational LeadershipTransformational Leadership (Bass and Avolio Model)• Transformational Leadership (Tichy and Devanna Model)• Transformational Leadership (Rafferty and Griffin Model)• Characteristics of a Transformational LeaderOther Models of LeadershipVisionary Leadership• Charismatic Leadership• Servant Leadership• Level 5 Leadership• Authentic Leadership• The Scandinavian Leadership Model• Spiritual Leadership• Transcendental Leadership• Organic Leadership• Distant and Close Leadership• Pragmatic Leadership• Strategic LeadershipCritique of New Leadership TheoriesSection IV: Drivers, Impact, and Challenges of LeadershipDrivers of LeadershipPersonality• CultureImpact of LeadershipChallenges of LeadershipExpectations from Leaders of the Future• Challenges for Leadership in Modern OrganisationsSection V: Developing and Nurturing LeadershipLeadership DevelopmentLeadership CompetenciesBennis’ Six• Boyatzis’ Twenty• Role Competency Model• Corporates’/Consultants’ Models of Leadership CompetenciesDifferent Methods of Leadership DevelopmentSummaryVAK-1 – Leadership Development Forever: Training at GEVAK-2 – Dale Carnegie’s Principles of Influence/PersuasionTest Your UnderstandingAssimilation QuestionsApplication ChallengesApproach to Teaching/Learning
13: Power, Authority, Influence, and Politics
Section I: Power GeneralWhat is Power?Definition of PowerCharacteristics/Nature of Power (Also Referred to as Properties of Power)Sources (bases) of PowerFrench and Ravens Model• Other Bases of PowerTypes of PowerPower Structure and Power BlocksPower Structure• Power Blocks/CoalitionsModel of PowerSection II: Theories of PowerDependence Theory of PowerNetworks Theory of PowerThree-Dimensional Approach of Power or Luke’s Three Faces of PowerThree-Process Theory/ApproachHickson’s TheorySection III: Power in WorkplaceEffect of Power on Organsational FactorsPower and Decision Making• Power and Rule Making• Power and Teams/groups• Power and Networks• Power and Social MediaApplication of Power in OrganisationsRegulating of Power• Effective Use of Power• Lower Functionary (Employee) Power• Unequal Power in the WorkplaceSection IV: AuthorityRelation between Power and AuthorityDefinition of AuthorityTypes/Sources of AuthorityNeed for Charismatic AuthoritySection V: Influence and its ApplicationWhat is Influence?Differentiating between Power and InfluenceImportance of InfluenceTypes/Classification of InfluenceCreating Influence in the WorkplaceCialdini’s Six Principles of InfluenceSocial Media and InfluenceLeadership and InfluenceInfluence in Virtual Organisations/NetworksSection VI: Organisational Politics and its ManagementMeaning and Definition of PoliticsTwo Sides of Organisational PoliticsCauses (Factors Affecting) of Organisational PoliticsPerson-Related Causes• Job/Work-related Factors• Organisation-related FactorsPolitical Behaviour/TaticsIndividual• Group LevelManaging and Leveraging Organisational PoliticsSummaryVAK-1 – Cialdini’s Six Principles of InfluenceVAK-2 – Dale Carnegie’s Twelve Principles of Influence/PersuasionTest Your UnderstandingAssimilation QuestionsApplication ChallengesApproach to Teaching/Learning
14: Organisational Structure, Design, Systems, Processes, and Work Design
Section I: Structure - GeneralWhat is Structure?Definition of StructureOrganisational ChartFunctions of StructureSection II: Designing Organisational StructuresContingency Approach to Organisational DesignFrameworks in Organisational DesignMintzberg Framework/Model• Miles Framework• Tom Burns’ FrameworkComponents/Dimensions of Structure (or Concepts in Organisational Structure/Criteria for Creating Organisational Structure)Factors That Influence Design of StructureSection III: Forms of Organisational Design and Evaluating an Organisational DesignTraditional Forms of Organisational DesignNew Forms of Organisational DesignHorizontal Organisation• Networked Organisation• Virtual Organisation• Boundaryless Organisation• Learning OrganisationEvaluating/Assessing Organisational DesignImpact of Organisational Structure on OBSection IV: Organisational System, Processes, and Work DesignWhat is a System?What is a Process?Work DesignSummaryVAK-1 – What Predicts Innovation? Elite Values or Organisational Structure?VAK-2 – Structure of Indian DemocracyTest Your UnderstandingAssimilation QuestionsApplication ChallengesApproach to Teaching/Learning
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"People are the primary resources of an organisation. Hence, the first edition of Organisational Behaviour
by P. S. James focuses on how to help its readers ‘create sustainable competitive advantage through people’.

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