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Organisational Behaviour

Book Description

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'. It is a comprehensive text with depth and wide coverage that will not only provide a lucid explanation of the concepts discussed but will also help understand the centrality of OB to create sustained competitive advantage and initiate change.

Table of Contents

  1. Cover
  2. About Pearson
  3. Title Page
  4. Foreword
  5. Preface
  6. Acknowledgments
  7. About the Author
  8. Testimonials
  9. 1: Fundamentals of an Organisation and Basics of Management
    1. Section I: Fundamentals of an Organisation
    2. What is an Organisation?
    3. What Do Organisations Do?
    4. Types of Organisations
    5. Sequence of Building an Organisation
    6. Section II: Fundamentals of Management
    7. What is Management?
    8. Objectives of Management
    9. Importance of Management
    10. Characteristics/Salient Features of Management
    11. Henry Mintzberg’s Six Characteristics of Management (also called Nature of Management)
    12. Section III: Approaches/Perspectives to Understand Management
    13. Overview
    14. Activity Perspective
    15. Roles of a Manager (Henry Mintzberg’s Framework)
    16. • Beyond Mintzberg’s Framework
    17. • Alternative Classification of Roles, Responsibilities, and Activities/Tasks
    18. • Managerial Competencies/Skills
    19. Management Team or Group Perspective
    20. Social and Interactive Process Perspective
    21. Academic Discipline Perspective
    22. Is Management an Art or a Science?
    23. • 14 Principles of Management by Henri Fayol
    24. • Criticism of Henry Fayol’s Principles of Management
    25. Management as a Resource Perspective
    26. Management Function/Process Perspective
    27. Section IV: Management Functions/Processes
    28. Overview
    29. Planning
    30. What is Planning?
    31. • Principles of Planning
    32. • Why is Planning Important?
    33. • Types of Planning
    34. • Steps in Planning
    35. • Planning and Organisational Behaviour
    36. Organising
    37. What is Organising?
    38. • Organising and OB
    39. Staffing
    40. What is Staffing?
    41. • Principles of Staffing
    42. • Importance of Staffing
    43. • Types of Staffing
    44. • Steps in Staffing/Process of Staffing
    45. • Staffing and Organisational Behaviour
    46. Directing/Leading
    47. What is Directing/Leading
    48. • Principles of Leading
    49. • Importance of Directing/Leading
    50. • Types or Styles of Directing/Leading
    51. • Steps in Directing/Leading
    52. • Directing/Leading and Organisational Behaviour
    53. Controlling
    54. What is Controlling?
    55. • Principles of Controlling
    56. • Importance of Controlling
    57. • Type of Controlling
    58. • Steps in Controlling
    59. • Controlling and Organisational Behaviour
    60. Summary
    61. VAK-1 – What Are Managerial Competencies?
    62. VAK-2 – How Valuable are Values for our Companies?
    63. Test Your Understanding
    64. Assimilation Questions
    65. Application Challenges
    66. Approach to Teaching/Learning
  10. 2: Fundamentals of Behaviour
    1. Section I: Definition and Fundamental Basis of Behaviour
    2. Cognition, Conation, and Affect
    3. Cognition
    4. • Conation
    5. • Affect
    6. What is Behaviour?
    7. Biological Basis of Behaviour
    8. Understanding Neurological Sophistication of Human Beings
    9. • Neuron, the Basic Entity in the Nervous System
    10. • Role of Neurotransmitters in Transmitting Impulse/Stimuli
    11. • Reaction of Neurotransmitters When Stimulated
    12. • All or None Rule
    13. • Neurotransmitters and Their Influence on Behaviour
    14. • Neurotransmitters are Chemicals and They can be Fooled
    15. • Nervous System and Its Influence on Behaviour
    16. • Peripheral Nervous System
    17. • The Central Nervous System
    18. • Brain and Its Influence on Behaviour
    19. • Hemispherical Specialisation of the Brain and Its Influence on Behaviour
    20. • Endocrine System and Its Influence on Behaviour
    21. Section II: Influence of Heredity Environment and Social Context on Behaviour
    22. Heredity as Basis of Behaviour
    23. Environment and its Influence on Behaviour
    24. Influence of Social Context on Behaviour
    25. Person Perception
    26. • Attribution Processes
    27. • Interpersonal Attraction
    28. • Attitudes
    29. • Conformity and Obedience
    30. • Behaviour in Groups
    31. • Implications of Social Factors for Organisational Behaviour
    32. Section III: Influence of Human Development Stages on Behaviour
    33. Prenatal Stage
    34. Childhood
    35. Adolescence
    36. Adulthood
    37. Summary
    38. VAK-1 – Evolutionary Psychology: Are We Ready for a Go at It?
    39. VAK-2 – Hey, Leadership is Genetic, Stupid!
    40. Test Your Understanding
    41. Assimilation Questions
    42. Application Challenges
    43. Approach to Teaching/Learning
  11. 3: Fundamentals of Organisational Behaviour
    1. Section I: Introduction to Organisational Behaviour (OB)
    2. Meaning and Definitions of OB
    3. Critical Examination of Definitions and Meaning of OB
    4. Components or Elements of OB and OB Variables
    5. Goals of OB
    6. Scope of OB
    7. Interdisciplinary Nature of OB
    8. Importance of OB
    9. Differentiating Between Organisational Behaviour, Organisational Theory, and Organisational Development
    10. OB Matrix
    11. OB Model
    12. What is a Model?
    13. OB Model 1-Stimulus/Response Model
    14. OB Model 2-Intervention Model
    15. Section II: Schools of Management Thought and Evolution of OB
    16. Schools of Management Thought
    17. Classical School
    18. Classical School with Focus on Shop Floor
    19. • Contribution of Fredrick W. Taylor (Scientific Management or Taylorism)
    20. • Principles of Scientific Management
    21. • Contribution of Henry L. Gantt to Classical School
    22. • Contribution of Frank B. and Lillian M. Gilbreth
    23. • Classical School with Focus on the Organisation
    24. • Classical School with Focus on Supervisor–Subordinate Relationship
    25. • Classical School and OB
    26. Behavioural School/Neoclassical School
    27. Human Relationship Approach
    28. • Hawthorne Experiments by Elton Mayo
    29. • Findings of the Hawthorne Study
    30. • Criticism of the Hawthorne Study
    31. • Behavioural School and OB
    32. Modern Schools
    33. Quantitative School (Also Called Management Science Perspective)
    34. • Contingency School/Approach
    35. • Management by Objective
    36. • Systems School (also referred to as Systems Approach)
    37. • Edward Deming’s Approach
    38. • William Ouchi’s Theory ‘Z’
    39. • Thomas Peters and Robert Waterman’s Thoughts
    40. • Management by Wandering (or Walking) Around
    41. Section III: Behaviours that Affect Performance
    42. Absenteeism
    43. Presenteeism
    44. Turnover
    45. Involvement
    46. Organisational Commitment
    47. Employee Engagement
    48. Organisational Citizenship Behaviour
    49. Job Satisfaction
    50. Counterproductive Work Behaviour
    51. Workplace Deviance
    52. Workplace Bullying
    53. Proactivity or Proactive Behaviour
    54. Section IV: Contemporary Realities That Affect OB
    55. Globalisation
    56. Diversity
    57. Technology
    58. Social Media
    59. Ethics
    60. Corporate Social Responsibility
    61. Sustainability
    62. Change Management
    63. Organisational Transformation
    64. Co-Creation
    65. Empowerment
    66. Managing Managers
    67. Summary
    68. VAK-1 – Create a Sexual Harassment Policy
    69. VAK-2 – Employee Engagement
    70. Test Your Understanding
    71. Assimilation Questions
    72. Application Challenges
    73. Approach to Teaching/Learning
  12. 4: Sensation and Perception
    1. Section I: What is Sensation and Perception?
    2. Definition of Sensation and Perception and Differences Between Them
    3. Types of Sensations and Perceptions
    4. Visual Sensation and Perception
    5. • Perceptual Hypothesis
    6. • Implications of Visual Perception for Organisations and Management
    7. • Auditory Sensation and Perception
    8. • Implications of Auditory Perception for Organisations and Management
    9. • Tactile (Touch) Sensation and Perceptions
    10. • Kinesthetic Sense and Perception
    11. • Vestibular Sensory and Perception System
    12. • Sensory Integration
    13. Section II: Perception–Models, Process and Theories
    14. Importance and Scope of Perception
    15. Components of Perception
    16. Basic Model of Perception
    17. Perceptual Process
    18. Factors Affecting Perception
    19. Theories of Perception
    20. Perception-Based View (PBV)
    21. Section III: Perceptual Distortions/Biases
    22. Perceptual Distortion/Perceptual Biases/Perceptual Errors
    23. Social Perception
    24. Perceptual Illusion
    25. Section IV: Impact of Perception on Modern the Organisations
    26. Perceptions and Organisation
    27. Perception and Competitiveness
    28. Implications of Perception for Management Functions/Processes
    29. How Does Information Age Influence Perception?
    30. Services Business and Perception
    31. Measuring Perception
    32. Enhancing Perceptual Skills
    33. Changing Perception
    34. Perceptual Congruence
    35. Summary
    36. VAK-1 – The Inner GPS
    37. VAK-2 – Sound and Vision Work Hand in Hand
    38. Test Your Understanding
    39. Assimilation Questions
    40. Application Challenges
    41. Approach to Teaching/Learning
  13. 5: The Self, Personality, and Other Individual Attributes
    1. Section I: The Self and Related Determinants of OB
    2. The Self
    3. Self-Concept and its Application
    4. Self-Awareness and Self-Consciousness
    5. Self-Knowledge
    6. Self-Esteem
    7. Self-Efficacy
    8. Locus of Control
    9. Johari Window, The Window to Self and Application in Organisations
    10. Section II: What is Personality and Why Does it Matter?
    11. What is Personality?
    12. Concept
    13. • Definitions
    14. • Nature of Personality
    15. Why Does Personality Matter?
    16. Determinants of Personality
    17. Heredity
    18. • Environment
    19. • Nature–Nurture Controversy
    20. • Other Determinants
    21. Structure of Personality
    22. Freud’s Three Construct Structure
    23. • Awareness
    24. • Carl Roger’s Single Construct Structure
    25. • Impact of Structure on Personality
    26. Section III: Perspectives and Theories of Personality
    27. Psychodynamic Perspective
    28. Psychoanalytic Theory
    29. • Summary of Psychodynamic perspective
    30. Behavioural Perspective
    31. Conditioning
    32. • Social Learning
    33. • Situation
    34. • Summary of Behavioural Perspective
    35. Humanistic Perspective
    36. Summary of Humanistic Theories
    37. Biological Perspective
    38. Summary of Biological Perspective
    39. Trait Theories
    40. Summary of Trait Theories
    41. Type Theories
    42. Other Typologies
    43. Summary of Type Theories
    44. Kelly’s Theory of Personal Constructs
    45. Section IV: Personality Assessment
    46. The Personality Cauldron: What Do All These Mean for Organisational Behaviour?
    47. Types of Personality Tests
    48. Self-reporting Tests
    49. MMPI (Minnesota Multiphasic Personality Inventory)
    50. • The 16 PF
    51. • Big Five Personality Test
    52. • Myers Briggs Type Indicator
    53. Projective Tests
    54. Section V: Other Important Individual Attributes and Implications of ‘Self’ and ‘Personality’ for OB
    55. Optimism Versus Pessimism
    56. Ability
    57. Aptitude
    58. Talent
    59. Taking an Integrated View
    60. Summary
    61. VAK-1 – Good Parenting to Create Great Kids
    62. Based on Erik Erikson’s (1902–1994) Work
    63. VAK-2 – Indicators of Big Five Personality Factors in Work Place
    64. VAK-3 – Indicators of MBTI Types in Work Place
    65. Test Your Understanding
    66. Assimilation Questions
    67. Application Challenges
    68. Approach to Teaching/Learning
  14. 6: Values and Attitudes
    1. Section I: Basics of Values
    2. Definition, Nature and Scope of Values
    3. Definition
    4. • Nature/Characteristics of Values
    5. • Scope
    6. Importance of Values in OB
    7. Determinants of Values
    8. Sources of Values
    9. Types/Classification of Values
    10. Basic Values and Value Theory
    11. • Terminal and Instrumental Values (often referred to as Rokeach’s values)
    12. Section II: Role of Values and Value Champion
    13. Organisational Values form the Foundation of OB
    14. Values are Central to Organisational Vision
    15. Value Congruence Leads to Better Performance
    16. Value Champions
    17. Section III: Implications of Values for Business
    18. Impact of the Information Age on Values
    19. Impact of Values on the Services Business
    20. Impact of Values on Management Processes
    21. Section IV: What is Attitude?
    22. Definition
    23. Differentiating Attitude From Other Terms
    24. Components of Attitude (Also Referred to as Attitude Structure, Attitude Systems, ABC Theory and ABC Model)
    25. Nature/Characteristics of Attitude
    26. Accessible Attitudes
    27. Functions/Benefits/Importance of Attitude
    28. Sources of Attitude
    29. Types of Job-related Attitudes
    30. Section V: Theories and Concepts of Attitude
    31. Theories of Attitudes
    32. Attitude Formation
    33. Attitude Strength
    34. Implicit and Explicit Attitudes
    35. Measurement of Attitude
    36. Section VI: Changing Attitudes Change
    37. Methods to Change Attitude
    38. The Yale Study
    39. Subject
    40. • Message
    41. • Communicator
    42. Attitude Changing Process
    43. Elaboration Likelihood Model
    44. • Low Effort Processing
    45. • High Effort Processing
    46. Contemporary Thoughts on Attitude Change
    47. Interrelationship Between Perception, Values and Attitudes
    48. Do Attitudes Change Behaviour or do Behaviours Change Attitudes?
    49. Behaviour Changes Attitude
    50. Section VII: Implications for Business
    51. Impact of Information Age on Attitudes
    52. Impact of Attitudes on Service Economy
    53. Impact of Attitudes on Management Processes
    54. Summary
    55. VAK-1 – New Realities and Attitude
    56. VAK-2 – Who Changes More—the Young or the Old?
    57. Test Your Understanding
    58. Assimilation Questions
    59. Application Challenges
    60. Approach to Teaching/Learning
  15. 7: Learning
    1. Section I: What is Learning?
    2. Definition
    3. Importance of Learning
    4. Concept of Learning
    5. Section II: Theories of Learning
    6. Behavioural Theories
    7. Classical Conditioning
    8. • Operant Conditioning
    9. • Reward, Punishment, and Reinforcement
    10. • Some Truths about Punishment
    11. • Shaping Behaviour
    12. • Reinforcers
    13. Cognitive Learning Theories
    14. Social Learning Theory
    15. Section III: Principles and Application of Learning
    16. Principles of Learning
    17. Learning Strategies
    18. Learning Styles
    19. Application of Learning in Organisations
    20. Designing a Learning Program in an Organisation
    21. Section IV: Contemporary Issues in Learning
    22. Experiential Learning
    23. Adult Learning (Andragogy)
    24. Principles of Andragogy
    25. Self-Learning or Self-Directed Learning/Self-Regulated Learning
    26. Learning about Self or Self-Awareness in the Learning Context
    27. Transformative Learning
    28. Language and Learning
    29. Learning from Different Domains
    30. Learning to Learn
    31. Learning in the Mobile Age
    32. Knowledge Management
    33. Learning Organisations
    34. E-Learning
    35. Summary
    36. VAK-1 – Cognition and Metacognition: What is the Difference?
    37. VAK-2 – Virtual Reality-Aided Learning (VRAL)
    38. Test Your Understanding
    39. Assimilation Questions
    40. Application Challenges
    41. Approach to Teaching/Learning
  16. 8: Work Motivation
    1. Section I: What is Motivation?
    2. What is Motivation?
    3. Importance of Workforce Motivation
    4. Characteristics of Motivation?
    5. Types of Motivation
    6. Section II: Motivational Theories
    7. Introduction to Motivational Theories
    8. Content Theories
    9. Maslow’s Theory of Need Hierarchy
    10. • Alderfer’s ERG (Existence, Relatedness, and Growth) Theory
    11. • McClelland’s Need Theory
    12. • Herzberg’s Theory of Hygiene and Motivation (also called Dual Factor Theory)
    13. • McGregor’s X & Y Theory
    14. Process Theories of Motivation
    15. Vroom’s Expectancy Theory
    16. • Porter and Lawler’s Theory of Individual Differences
    17. • Adam’s Equity Theory
    18. • Goal Theory
    19. • Bandura’s Social Cognition and Self-efficacy Theory
    20. Other Contemporary Theories
    21. Motivational Language Theory
    22. • New Model of Employee Motivation (ABCD/Four Factor/Nitin Nohria Model)
    23. Section III: Motivating Strategies, Tools, and Barriers to Motivation
    24. Motivational Strategies
    25. Tools for Motivating
    26. Barriers to Motivation
    27. Section IV: Motivating in Contemporary Workplace
    28. Motivating in the Knowledge Era
    29. Self-motivation
    30. Team Motivation
    31. Emotions and Motivation
    32. Morale and Motivation
    33. Motivation the Millennial Workforce
    34. Summary
    35. VAK-1 – The Great Dilemma!!
    36. VAK-2 – Motivation: Forays into Neuroscience
    37. Test Your Understanding
    38. Assimilation Questions
    39. Application Challenges
    40. Approach to Teaching/Learning
  17. 9: Intelligence, Emotions, and Moods
    1. Section I: Intelligence - General
    2. What is Intelligence?
    3. Scope and Importance of Intelligence
    4. Determinants of Intelligence
    5. Heredity
    6. • Environment
    7. • Stereotype Vulnerability as a Determinant
    8. • Cultural Bias of Intelligence Tests as a Determinant
    9. • Biological Determinant
    10. • Interaction of Heredity and Environment
    11. Intelligence Tests
    12. Binet’s Test
    13. • Stanford Binet Test
    14. • Wechsler’ Intelligence Test
    15. Functions of Intelligence
    16. Section II: Nature of Intelligence/Theories of Intelligence
    17. Geographic Perspective
    18. Spearman’s Two Factor Theory (‘g’ and ‘s’ factors)
    19. • Multiple Factors (Opposition to Spearman’s Theory)
    20. Computational Perspective
    21. Biological Perspective
    22. Epistemological Perspective
    23. Social Perspective
    24. Anthropological Perspective
    25. Systems Perspective
    26. Section III: What is Emotion?
    27. Affect, Emotions, and Mood
    28. An Overview of Emotion
    29. Definition of Emotion
    30. Types of Emotions
    31. Characteristics of Emotions
    32. Determinants/Components of Emotion
    33. Cognitive Determinant (Appraisal)
    34. • Physiological Determinants
    35. • Behavioural Determinant
    36. • Cultural Determinants
    37. Importance of Emotions in the Workplace
    38. Theories of Emotion
    39. Common Sense Theory
    40. • James-Lange Theory
    41. • Cannon-Bard Theory
    42. • Schachter’s Two-Factor Theory
    43. • Evolutionary Theories
    44. Section IV: Emotions and Decision-making
    45. Integral Emotions
    46. Incidental Emotion
    47. Emotional Valence and Other Influencers
    48. Content and Depth of Thought
    49. Goals
    50. Interpersonal Decision
    51. Minimizing the Effect of Emotions in Decision-Making
    52. Time Delay
    53. • Suppression
    54. • Reappraisal
    55. • Inducing Counter-emotional State
    56. • Increasing Cognitive Effort
    57. • Saturating
    58. • Increasing Awareness of Misattribution
    59. • Default Choice Architecture
    60. Section V: Emotional Quotient (EQ)/Emotional Intelligence (EI)
    61. Overview of Emotional Intelligence
    62. Definition of EI
    63. Ability Model
    64. • Trait Model
    65. • Mixed Model
    66. Components of EI
    67. Section VI: Organisational Application of Emotional Intelligence
    68. Emotional Labour
    69. Emotional Contagion
    70. Emotional Hijack/Amygdala Hijack
    71. EI and Leadership
    72. EI for Creating Organisational Climate
    73. EI and Negotiations
    74. EI and Customer Relationship
    75. EI and Decision-Making
    76. Role of EI in Service Economy
    77. EI in the Digital Age
    78. EI and Millennial Workforce
    79. Section VII: Moods
    80. What Are Moods?
    81. Definition of Mood and How Moods Differ from Emotions
    82. Classification of Mood
    83. Causes of Mood
    84. Energetic Arousal
    85. • Tense Arousal
    86. Managing Moods in the Workplace
    87. Summary
    88. VAK-1 – Is an Emotionally Bruising Workplace the Modern Reality?
    89. VAK-2 – Will Pepper Support You in Your Emotional Quest?
    90. Test Your Understanding
    91. Assimilation Questions
    92. Application Challenges
    93. Approach to Teaching/Learning
  18. 10: Interpersonal Relationship and Interpersonal Behaviour
    1. Section I: Introduction to Interpersonal Behaviour and Interpersonal Relationship
    2. Definition
    3. Factors that Influence Interpersonal Behaviour
    4. Mere Presence
    5. • Attraction
    6. • Close Relationship
    7. • Impact of Close Relationship
    8. • Need for Belongingness
    9. Theories of Interpersonal Behaviour
    10. Habit Creation Model
    11. • Theory of Planned Behaviour
    12. • Stern’s Attitude-Behaviour-Context (ABC) Model
    13. • Triandis’ Theory of Interpersonal Relation
    14. Section II: Tools for Understanding Interpersonal Relationship
    15. Transactional Analysis
    16. Ego states
    17. • Transactions
    18. • Strokes
    19. Interpersonal Style
    20. Three-Dimensional Theory of Interpersonal Behaviour or Fundamental Interpersonal Orientation-Behaviour (FIRO-B)
    21. Theoretical background of FIRO-B
    22. • Testing and Scoring FIRO-B
    23. Section III: Application of Interpersonal Relationship
    24. Interpersonal Behaviour and Relation Building in the Information Age
    25. Interpersonal Behaviour in the Context of Millennials
    26. Interpersonal Behaviour and Performance in the Service Economy
    27. Implications for the Manager and Management Processes
    28. How to Develop Interpersonal Skills and Relationship?
    29. Tips for Improving Interpersonal Effectiveness
    30. Summary
    31. VAK-1 – Internet and Close Relationship?
    32. VAK-2 – Do You Have a Work Spouse?
    33. Test Your Understanding
    34. Assimilation Questions
    35. Application Challenges
    36. Approach to Teaching/Learning
  19. 11: Work Groups and Networks
    1. Section I: The Phenomenon called Group
    2. Why Do People Join Groups?
    3. Definition of a Group?
    4. Characteristics of a Group
    5. Importance/Benefits of Groups in the Workplace
    6. Types of Groups
    7. Section II: Group Dynamics
    8. What is Group Dynamics?
    9. Stages of Group Formation
    10. Five Stage Model or Tuckman’s Model
    11. • Punctuated Equilibrium Model
    12. • Other Models
    13. Factors That Create Group Dynamics/Properties of a Group
    14. Functions of a Group
    15. • Size of the Group
    16. • Norms
    17. • Role
    18. • Status
    19. • Group Cohesion
    20. • Diversity
    21. Section III: Managing Behavioural Outcomes of Group Dynamics
    22. Behaviour in Groups
    23. Social Loafing
    24. Conformity
    25. Managing Conformity
    26. Groupthink
    27. Preventing Groupthink
    28. Group Polarisation and Group Shift/Risky Shift
    29. Why do Group Polarisation and Group Shift take place?
    30. Group Vitality
    31. Impact of Technology on Group Dynamics
    32. Group Decision-Making
    33. Managing Group Dynamics in Workplace Groups
    34. Section IV: Networks
    35. What is a Network?
    36. Business Networks and Organisational Networks
    37. Business Networks
    38. • Organisational Networks
    39. Network Versus Groups in Organisations
    40. Types of Networks in Organisations
    41. Importance of Networks in Organisations
    42. Factors that Affect Networks
    43. Social Media Networks and Workplace
    44. Summary
    45. VAK-1 – 24 Characteristics of an Effective Group
    46. VAK-2 – Silicon Valley, a Network of Networks
    47. Test Your Understanding
    48. Assimilation Questions
    49. Application Challenges
    50. Approach to Teaching/Learning
  20. 12: Leadership
    1. Section I: Introduction to Leadership
    2. Importance of Leadership
    3. Definitions of Leadership
    4. Roles of a Leader
    5. Can Leadership be Taught?
    6. The Leader vs. the Manager Debate
    7. Section II: Traditional Leadership Theories
    8. Concepts/Models/Theories of Leadership
    9. Trait/Great Man Theory
    10. Emergent Leadership Theory
    11. Leadership Style (Behavioural) Theories
    12. The Search for Ideal Combination of Task/Relationship Orientation
    13. Contingency Theories of Leadership
    14. Fielder’s Contingency Model or FCM
    15. • Path-goal Theory
    16. • Situational Leadership Theory (SLT) or Hersey Blanchard Theory of Situational Leadership
    17. • Leadership Substitute Theory
    18. • Multiple Linkage Model
    19. Comparison of Various Contingency Theories
    20. Shortcomings of Contingency Theories
    21. Section III: New Leadership Theories
    22. Introduction to New Leadership Theories
    23. Full-range Leadership Theory
    24. Laissez Faire
    25. • Transactional Leadership
    26. Transformational Leadership
    27. Transformational Leadership (Bass and Avolio Model)
    28. • Transformational Leadership (Tichy and Devanna Model)
    29. • Transformational Leadership (Rafferty and Griffin Model)
    30. • Characteristics of a Transformational Leader
    31. Other Models of Leadership
    32. Visionary Leadership
    33. • Charismatic Leadership
    34. • Servant Leadership
    35. • Level 5 Leadership
    36. • Authentic Leadership
    37. • The Scandinavian Leadership Model
    38. • Spiritual Leadership
    39. • Transcendental Leadership
    40. • Organic Leadership
    41. • Distant and Close Leadership
    42. • Pragmatic Leadership
    43. • Strategic Leadership
    44. Critique of New Leadership Theories
    45. Section IV: Drivers, Impact, and Challenges of Leadership
    46. Drivers of Leadership
    47. Personality
    48. • Culture
    49. Impact of Leadership
    50. Challenges of Leadership
    51. Expectations from Leaders of the Future
    52. • Challenges for Leadership in Modern Organisations
    53. Section V: Developing and Nurturing Leadership
    54. Leadership Development
    55. Leadership Competencies
    56. Bennis’ Six
    57. • Boyatzis’ Twenty
    58. • Role Competency Model
    59. • Corporates’/Consultants’ Models of Leadership Competencies
    60. Different Methods of Leadership Development
    61. Summary
    62. VAK-1 – Leadership Development Forever: Training at GE
    63. VAK-2 – Dale Carnegie’s Principles of Influence/Persuasion
    64. Test Your Understanding
    65. Assimilation Questions
    66. Application Challenges
    67. Approach to Teaching/Learning
  21. 13: Power, Authority, Influence, and Politics
    1. Section I: Power General
    2. What is Power?
    3. Definition of Power
    4. Characteristics/Nature of Power (Also Referred to as Properties of Power)
    5. Sources (bases) of Power
    6. French and Ravens Model
    7. • Other Bases of Power
    8. Types of Power
    9. Power Structure and Power Blocks
    10. Power Structure
    11. • Power Blocks/Coalitions
    12. Model of Power
    13. Section II: Theories of Power
    14. Dependence Theory of Power
    15. Networks Theory of Power
    16. Three-Dimensional Approach of Power or Luke’s Three Faces of Power
    17. Three-Process Theory/Approach
    18. Hickson’s Theory
    19. Section III: Power in Workplace
    20. Effect of Power on Organsational Factors
    21. Power and Decision Making
    22. • Power and Rule Making
    23. • Power and Teams/groups
    24. • Power and Networks
    25. • Power and Social Media
    26. Application of Power in Organisations
    27. Regulating of Power
    28. • Effective Use of Power
    29. • Lower Functionary (Employee) Power
    30. • Unequal Power in the Workplace
    31. Section IV: Authority
    32. Relation between Power and Authority
    33. Definition of Authority
    34. Types/Sources of Authority
    35. Need for Charismatic Authority
    36. Section V: Influence and its Application
    37. What is Influence?
    38. Differentiating between Power and Influence
    39. Importance of Influence
    40. Types/Classification of Influence
    41. Creating Influence in the Workplace
    42. Cialdini’s Six Principles of Influence
    43. Social Media and Influence
    44. Leadership and Influence
    45. Influence in Virtual Organisations/Networks
    46. Section VI: Organisational Politics and its Management
    47. Meaning and Definition of Politics
    48. Two Sides of Organisational Politics
    49. Causes (Factors Affecting) of Organisational Politics
    50. Person-Related Causes
    51. • Job/Work-related Factors
    52. • Organisation-related Factors
    53. Political Behaviour/Tatics
    54. Individual
    55. • Group Level
    56. Managing and Leveraging Organisational Politics
    57. Summary
    58. VAK-1 – Cialdini’s Six Principles of Influence
    59. VAK-2 – Dale Carnegie’s Twelve Principles of Influence/Persuasion
    60. Test Your Understanding
    61. Assimilation Questions
    62. Application Challenges
    63. Approach to Teaching/Learning
  22. 14: Organisational Structure, Design, Systems, Processes, and Work Design
    1. Section I: Structure - General
    2. What is Structure?
    3. Definition of Structure
    4. Organisational Chart
    5. Functions of Structure
    6. Section II: Designing Organisational Structures
    7. Contingency Approach to Organisational Design
    8. Frameworks in Organisational Design
    9. Mintzberg Framework/Model
    10. • Miles Framework
    11. • Tom Burns’ Framework
    12. Components/Dimensions of Structure (or Concepts in Organisational Structure/Criteria for Creating Organisational Structure)
    13. Factors That Influence Design of Structure
    14. Section III: Forms of Organisational Design and Evaluating an Organisational Design
    15. Traditional Forms of Organisational Design
    16. New Forms of Organisational Design
    17. Horizontal Organisation
    18. • Networked Organisation
    19. • Virtual Organisation
    20. • Boundaryless Organisation
    21. • Learning Organisation
    22. Evaluating/Assessing Organisational Design
    23. Impact of Organisational Structure on OB
    24. Section IV: Organisational System, Processes, and Work Design
    25. What is a System?
    26. What is a Process?
    27. Work Design
    28. Summary
    29. VAK-1 – What Predicts Innovation? Elite Values or Organisational Structure?
    30. VAK-2 – Structure of Indian Democracy
    31. Test Your Understanding
    32. Assimilation Questions
    33. Application Challenges
    34. Approach to Teaching/Learning
  23. Copyright