Organisational Behaviour- OB Organizational Behavior sl no.

unit -1: introduction to organizational behavior historical; development of organizational behavior industrial psychology scientific management movement human relations movement the great depression rise of trade unionism Hawthorne experiment illumination experiment relay room experiment page no.

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second relay room experiment 9 mass interviewing program bank writing room study implications of Hawthorne studies challenges faced by HR mangers in multinational companies emerging concerns in organizational behavior cultural diversity and team work 10 10 11

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ethical management and corporate social responsibility

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unit 2:- understanding organizational behavior 1 levels of organizational behavior fundamental concept of organizational behavior individual differences whole person motivation human dignity goals of organizational behavior individual group organizational various organizational models organisation is a social system mutuality of interest organizational models autocratic model custodial model supportive model 22

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collegial model models and their facets

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why is organizational behavior 28 important

unit 3:- Perception 1 2 3 4 5 6 7 significance of perception stimulus registration interpretation feedback consequence sub process involved in perception principles of perpetual selection external attention factors intensity size contrast repetition motion novelty and familiarity internal set factors habit 35 36 36 36 37 37 37

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motivation and interest learning and perception organizational role and specialisation

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perpetual set in organizational 43 settings perpetual organisation perpetual grouping closure figure-round perpetual constancy perpetual defense denial modification and distortion change in perception recognition social perception 44 44 44 44 45 45 45 45 46 46 47

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characteristics of perceiver and 47 perceived person perception common perpetual errors halo leniency central tendency recency effects 48 49 49 49 49 49

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contrast effects

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unit 4:- Personality 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 history determinants of personality biological heredity brain physical features cultural factors family and social factors socialization process identification process personality theories intrapsychic theory id ego superego type theories trait theories evaluation of trait theories social learning theory self theory 57 58 59 59 59 59 60 60 60 60 61 61 62 62 63 63 64 64 65 65

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self-concept the organism the development of self:personlity evaluation of self-theory personality and organisation individual personality determined heredity-nature environment- nurture culture family group membership life experiences personality structure big five personality structure personality behavior adjustment sociability conscientiousness agreeableness intellectual openness self esteem locus of control goal orientation effect of locus of control on performance

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information processing initiative motivation introversion and extroversion dogmatism authoritarian organizational; implications person and the situation

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unit 5:- Attitude 1 2 3 4 5 6 7 8 9 10 11 12 13 nature of attitude arousal of attitude attitudes and values attitudes and opinions attitude, beliefs and ideology attitude and prejudice characteristics of attitudes valence multiplicity relation to needs centrality attitude formation personal experiences 86 87 88 89 89 90 90 91 91 91 91 92 92

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association family peer groups models institutional factors measurement of attitude thurstone's scale likert's scale

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Bogardu's social distance scale 95 Guttman's scale measuring attitudes by means of projective tests some problems in attitude measurement changing attitudes characteristics of communicator 95 95

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the method of communication 97 characteristic of target situational factors new experiences attitudes and behavior work attitude job satisfaction 98 98 98 99 99 99

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sources of job satisfaction effects of various work factors on job satisfaction work itself physical demands personal interest reward structure working condition physical needs goal attainment self

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organisation and management 101 job satisfaction and employee performance organizational commitment sources of organizational commitment 102

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unit 6:-motivation the why's of human behavior 1 2 3 history motivational framework characteristics and classification of motives primary motives 110 111 111

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general motives secondary motives power motive achievement motives affiliation motive intra personal conflict goal conflict approach-approach avoidance-avoidance approach- avoidance frustration defense mechanism rationalization regression aggression fantasy resignation ,flight or withdrawal negativism money as a motivator

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unit 7:-work motivation theories 1 content theories 124

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process theories Abraham Maslow's theory of need hierarchy sequence of Maslow's need hierarchy theory physiological theories safety needs social needs need for belongingness need for esteem self actualization need

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Herzberg's two factor theory of 128 motivation hygiene factor and motivators 128 for Herzberg two factor theory of motivation job enlargement job enrichment criticism of Herzberg's theory alderfer's ERG theory ERG model of motivation vroom's expectancy theory of motivation porter Lawler model equity theory of work motivation 130 130 131 131 131 133

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attribution theory theory X and theory Y Pygmalion in management

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unit 8:- morale 1 2 3 productivity curve indicators of morale employee morale: role of leadership it's not economy, it's you steps towards recognizing and rehabilitating low morale look, listen take nothing for granted honesty is surprise- the best policy don't take away their training no cheap tricks employees of an organization with high morale various aspects of morale morale and happiness are not he same elitism is the cornerstone of department morale department have to earn high morale 148 149 150

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the department must rid itself of employees who dont meet standards money and goodie cant buy morale

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good leadership is essential for 158 high morale leaders of departments with high moral e are vulnerable leaders have to keep lines of communication open with department members improving employee morale training recognition financial rewards communication alignment leadership 158

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unit 9:-work and conditions of work 1 2 characteristics of work avoiding decrement in work curve hypothetical work curve 166 166

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reasons for decrement to occur 167

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fatigue boredom creating favorable work environment noise music illumination color atmospheric effect

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unit 10:- conflict management 1 2 3 reasons for conflict conflict process levels of conflict in organizational behavior intra personal approach -avoidance avoidance-avoidance approach- approach interpersonal intra group inter group varieties of conflict goal conflict 176 176 177

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cognitive conflict affective conflict procedural conflict

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interpersonal conflict handling 179 styled competing style win-lose accommodating style lose-win collaborating style win-win compromising style win some-lose some avoiding lose-lose interpersonal conflict management style attitude towards conflicts positive attitude negative attitude balanced attitude negotiations in conflict management negotiation types of negotiation 180 180 180 180 181 181 181 181 182 182 183

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distributive negotiations integrative negotiations attitudinal structuring intra organizational negotiations mediation competencies and tasks by mediator key tasks in mediator's role include

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unit 11:-group dynamics 1 2 3 4 propinquity balance exchange classification and types of groups friendship group task group formal group informal group effective group teams and types of teams team empowerment types of team s 194 194 194 194

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functional teams problem solving teams cross-functional teams self-managed teams virtual teams development stages of teams forming stage storming stage norming stage performing stage adjourning stage influences in team effectiveness context goals team size team member roles and diversity taps oriented roles initiating

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seeking information or opinion 200 giving information or opinion clarifying and elaborating summarizing 200 200 200

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consensus testing relationship oriented rules harmonizing gate keeping encouraging compromising self-oriented goals dominator negativist aggressor playboy story teller interrupter poor me team diversity norms cohesiveness group think process and remedies to overcome group think group thing process organizational remedies leader oriented remedies member oriented remedies

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process oriented remedies group maturity mature group group: a sociological view types of work mates work relationships seems to have rules understanding groups 2X2 group behavior diagram group cohesiveness or unity

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factors that help unite a group 206 sharing premises similar backgrounds rewarding experiences activities requiring cooperation effective team work good teams collective leadership 207 207 207 207

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unit 12:- stress management 1 2 3 alarm reaction stage of resistance stage exhaustion 218 218 218

diagrammatic form of the general adaption syndrome stress definition types of stress/stressors eustress distress hyper work stress hypo stress organizational stressors life stressors personal stressors management of stress love thyself managing stress body soul mind know your personality

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recognition is half the solution 224 some behavioral symptoms of stress ways to overcome stress love your body have a regular medical check up exercise regularly 225

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dont touch tobacco mind what you eat drink love your mind

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unit 13:- leadership 1 2 3 4 5 Katz and Kahn classification on leadership lowa leadership studies Ohio state leadership studies early Michigan leadership styles leadership skills and styles types of leadership skills technical skills human skills conceptual skills leadership style autocratic participative free- rein managerial grid 1.9, 9.0,5.5, 9.1,1.1 impoverished style 234 236 236 237 238

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Blake and mouton middle of the roader rensis linkert's four system management casual variables intervening variables end-result variables likert's style of leadership are classified into four distinct types system 1: exploitative, Authoritative system 2:BenovalentAuthoritative consultative democratic

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leadership behavior continuum 244 theories of leadership trait theories of leadership free fiedlers contingency theory of leadership life cycle theory path goal leadership theory directive leadership supportive leadership participative leadership 246 246 247

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achievement-oriented leadership latest trends in leadership can leadership be taught Abraham Zaleznik do organisation need leaders or leadership leadership effectiveness a preference for hierarchy embeddedness personalized, not contractual relationship harmony and tolerance doing one's duty -dharma an agrarian past and present the caste system and landowning patterns nurturant task leader leadership questionnaire depicting the leadership style profile sheet

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unit14: management of organizational change 1 characteristics of organizational change 268

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forces for change internal forces external forces technology economic shocks market situation social and political change resistance to change individual resistance economic reasons obsolescence of skills preference for status quo fear of the unknown social reasons social displacements peer pressure organizational resistance to change structural resistance resource constraints sunk costs general apathy force field analysis communication

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proper management style planning to overcome change forces demanding change recognize the need for change diagnose the problem techniques used for diagnosis interviews questionnaires observations secondary data unobtrusive measures plan the change implement the change resistance control power implement the change by changing the structure implement the change by changing technology implement the change by changing people unfreezing moving- changing refreezing follow up on the change

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unit 15:- organizational culture 1 2 3 4 5 6 7 8 9 includes innovation and risk taking attention and detail outcome orientation people orientation team orientation aggressiveness stability development and levels of organizational culture developing organizational culture external adaption and survival internal integration language and concepts group and team boundaries power and status rewards and punishment maintaining organizational culture reactions to incidents and crises role modelling,teaching and coaching 296 297 297 297 297 297 297 297 298

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allocation of rewards and status recuitmnet,selection , promotion and removal rites, ceremonies and stories

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changing organizational culture 301 types of corporate culture bureaucratic culture clan culture entrepreneurial culture market culture performance and transitional culture benefits of strong organizational culture managing cultural diversity 302 303 303 303 304 304

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how employees learn culture in 306 an organiasiton stories ritual s perks language matching people with cultures sociability solidarity 306 307 307 307 308 308 308

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Goffee and Jone networked culture mercenary culture fragmented culture communal culture concept of organizational socialization

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unit 16:-Organizational power and politics 1 2 3 4 5 dependency theory of power important scarce non-substitute dependency, power and bargaining outcomes bases and sources of power interpersonal sources coercive power reward power legitimate power expert power referent power structural sources of power knowledge as power 315 316 316 316 317

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resources as power decision making as power networks as power effective use of power making effective use of power influence strategy rational persuasion inspirational appeal consultation integration exchange personal appeal coalitions legitimating pressure political behavior and organizational politics political behavior organizational politics forces creating political behavior personality and political behavior personality traits

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need for power Machiavellianism locus of control risk seeking propensity

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