Content

Unit 1:Concept of Organisational Behaviour
Sr Page
No.
Index No.
1 Organisational Behaviour (OB) 1
N
2 Concept of Organisational Behaviour 1
3 Nature of Organisational Behaviour 1
4 Scope of Organisational Behaviour 2
IO
5 Goals of OB/ Why Study OB? 3
6 Models of Organisational Behaviour 4
7 Foundations of Organisational Behaviour 6
T
8 Levels of Organisational Behaviour 7
A
9 Determinants of Organisational Behaviour 8
10 Contributing Disciplines to Organisational Behaviour 9
11
12
C
Emerging Issues in Organisational Behaviour
Importance of Organisational Behaviour
10
11
U
13 Limitations of Organisational Behaviour 12
14 Organisational Processes 13
D
15 Infroduction 13
16 Work Processes 14
E
17 Behavioural Processes 14
18 Decision-Making Processes 14
19 Communication Processes 15
E
20 Organisational Learning Processes 15

21 Change Processes 15
R
22 International Organisational Behaviour 15

23 Introduction 15
O
24 Globalisation 16
25 Individual Behaviour in the Global Perspective 19
M
26 Interpersonal Behaviour across Cultures 22

27 Diversity 24
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Unit 2: Perception and Attribution
Sr Page
Index
No. No.
1 Perception 1
2 Meaning and Concept of Perception 1
N
3 Nature of Perception 1
4 Process of Perception 2
IO
5 Components of Perception 4
6 Factors Influencing Perception 6
7 Principles of Perception 7
8 Importance of Perception 7
T
9 Errors in Perception 8
Management and Behavioural Applications of
A
10 10
Perception
11 Managing the Perception Process
C 11
12 Attribution 12
13 Introduction 12
U
14 Types of Attribution 12
15 Attribution Theory 13
D
16 Attribution Errors/ Bias 14

E
E
R
O
M
Unit 3:Attitude
Sr Page
Index
No. No.
1 Attitude 1
2 Meaning & Concept of Attitude 1
N
3 Nature of Attitude 1
4 Components of Attitude 2
IO
5 Types of Attitudes 3
6 Sources of Attitude 4
7 Functions of Attitudes 5
T
8 Importance of Attitude in an Organisation 5
9 Attitude Measurement 6
A
10 Attitude Theories and Models 8
11 Attitude Formation 9
12
13
C
Process of Attitude Formation
Factors Influencing Attitud Formation
9
10
U
14 Changing Attitude 11
15 Theories of Attitude Formation and Attitude change 11
16 Barriers to Changing Attitude 12
D
17 Overcoming Barriers to Changing Attitude 13

18 Attitude and Workforce Diversity 14
E
19 Importance of Managing Workforce Diversity 14

20 Managing Workforce Diversity Effectively 15
E
21 Challenges of Workforce Diversity 16

22 Effects of Employee Attitude 17
R
23 Managing Employee Attitudes 18

O
M
Unit 4:Pesonality and Learning
Sr Page
Index
No. No.
1 Personality 1
2 Meaning & Concept of Personality 1
N
3 Nature of Personality 1
4 Determinants of Personality 2
5 Types of Personalities 4
IO
6 Traits of Personality 5
7 Measurement of Personality 7
8 Development of Personality 8
9 Techniques of Personality Development 9
T
10 Importance of Personality Development 11
11 Importance of Personality 11
A
12 Managerial Applications of Personality 12
13 Theories of Personality 12
14 Introduction 12
15
C
Personality Traits Theories 13
16 Hans Eysenck's Three Trait Theory 13
U
17 The Big Five Model of Personality 13
18 Allport's Trait Theory 14
19 R.B. Cattell Theory 14
D
20 Sheldon's Type Theory 15

21 Spranger's Value Theory 15
E
22 Psychodynamic Theory 16
23 Sigmund Freud's Psychoanalytical Theory 16
24 Erik Erikson's Theory 17
E
25 Learning 18
26 Meaning and Concept of Leaming 18
27 Types of Learners 18
R
28 Learning Process 19
29 Significance of Learning 20
O
30 Learning Theories/Approaches 20
31 Behaviourism Theory 20
32 Classical Conditioning Theory 21
M
33 Operant/Instrument Conditioning Theory 21

34 Social Learning Theory 22
35 Modelling Theory 23
36 Social Cognition Theory 23
37 Cognitive Learning Theory 24
Unit 5:Motivation
Sr Page
Index
No. No.
1 Motivation 1
2 Meaning and Definition of Motivation 1
N
3 Nature of Motivation 1
4 Importance of Motivation 2
5 Elements of Motivation 3
IO
6 Process of Motivation 3
7 Types of Motivation 4
8 Theory of Motivation 5
T
9 Content Theories 5
10 Maslow's Hierarchy of Need Theory 6
A
11 Herzberg's Motivation Theory 8
12 Alderfer's ERG Theory 9
13
14
C
McClelland's Achievement Motivation Theory
Behavioural Process Theories
10
11
15 Vroom's Expectancy Theory 11
U
Porter Lawler Expectancy Model (Extension of VIE
16 13
Theory)
D
17 Equity Theory 14
18 Goal-Setting Theory 16
19 Cognitive Evaluation Theory 17
E
20 Reinforcement Theory 18
21 Managerial Applications of Various Theories 18
E
R
O
M
Unit 6:Group Dynamics
Sr Page
Index
No. No.
1 Transactional Analysis 1
2 Meaning and Definition of Transactional Analysis 1
N
3 Objectives of Transactional Analysis 1
4 Scope of Transactional AnalYsis 1
5 Analysis of Self-Awareness 2
IO
6 Analysis of Transactions 3
7 Analysis of Ego States 7
8 Analysis of Life Positions 8
9 Analysis of Games 9
T
10 Analysis of Stroking 11
11 Analysis of Scripts 11
A
12 Advantages of Transactional Analysis 14
13 Disadvantages of Transaction Analysis 15
14 Concept of Group C 16
15 Meaning and Definition of Group 16
16 Nature of Group 16
U
17 Types of Groups 17
18 Why do PeoPle Join Groups? 18
19 Group Behaviour 19
D
20 Stages of Group Development 21

21 Advantages of Working in Group 22
22 Disadvantages of Working in Group 22
E
23 Group Dynamics 23
24 Meaning and Definition of Group Dynanrics 23
25 Nature of Group Dynamics 23
E
26 Components of Group Dynamics 24

27 Importance of Group Dynamics 24
28 Group Cohesiveness 25
R
29 Meaning and Definition of Group Cohesiveness 25

30 Determinants of Group 25
O
31 Consequences of Group 26
32 Relationship between Group Cohesiveness and Productivity 27
33 Limitations of Group Cohesiveness 28
M
34 Group Decision-Making 29
35 Meaning and Definition of Group Decision-Making 29
36 Group Decision-making Process 30
37 Group Decision-maklngTechniques 31
38 Advantages of GrouP Dectsion making 32
Unit 7: Organisational Power, Culture and Change
Sr Page
Index
No. No.
1 Power 1
2 Concept of Power 1
3 Nature of Power 1
N
4 Sources of Power 2
5 Distinction between Power, Authority and Influence 4
IO
6 Approaches to Power 7
7 Power Tactics 7
8 Importance of Power 8
9 Organisational Culture 9
T
10 Concept of Organisational Culture 9
11 Characteristics of Organisational Culture 9
12 Importance of Culture 10
A
13 Elements of Organisational Culture 11
14 Types of Organisational Culture
C 11
15 Factors Influencing Organisational Culture 12
16 Creating Organisational Culture 14
U
17 Steps in Creating Organisational Culture 14
18 Creating Positive Organisational Culture 15
19 Organisational Change 16
D
20 Meaning and Definition of Organisational Change 16

21 Nature of Organisational Change 17
E
22 Factors Influencing Organisational Change 17

23 Types of Organisational Change 19
24 Levels of Organisational Change 21
25 Major Factors of Organisation Failure to Change 21
E
26 Process of Organisational Change 22

27 Managing Change: Change Management 24
R
28 Kurt Lewin's Theory of Planned Change 24

29 Kotter's Eight-SteP Plan 24
O
30 Greiner's Six-Phase Process 25

M
Unit 8:Conflict and Stress Management
Sr Page
Index
No. No.
1 Conflict 1
2 Meaning and Definition of Conflict 1
N
3 Sources/Bases of Conflict 1
4 Levels/Types of Conflict 2
IO
5 Intra-Personal/lntra-Individual Conflict 3
6 Inter-Personal/lnter-Individual Conflict 4
7 Intra-Group Conflict 5
T
8 Inter-Group Conflict 5
9 Intra-Organisational Conflict 6
A
10 Inter-Organisational Conflict 6
11 Process of Conflict 7
12
13
Effects of Conflict
Management of Conflict
C 7
9
U
14 Procedure for Resolution of Conflict 9
Approaches to Conflict Management/ Conflict Management
15 10
Techniques
D
16 Stress: Understanding Stress Management 11

17 Meaning & Definition of Stress 11
E
18 Work Stressors/Causes of Stress 11

19 Individual Stressors 12
20 Group Stressors 13
E
21 Organisational Stressors 13
22 Extra-Organisational Stressors 14
R
23 Types of Stress 15
24 Consequences of Stress 16
O
25 Individual Consequences of Stress 16

26 Organisational Consequences of Stress 16
27 Managing Stress 17
M
28 Individual Strategies 17
29 Organisational Strategies 18

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Unit 1:Concept of Organisational Behaviour

20 Organisational Learning Processes 15

22 International Organisational Behaviour 15

26 Interpersonal Behaviour across Cultures 22

16 Attribution Errors/ Bias 14

17 Overcoming Barriers to Changing Attitude 13

19 Importance of Managing Workforce Diversity 14

21 Challenges of Workforce Diversity 16

23 Managing Employee Attitudes 18

20 Sheldon's Type Theory 15

33 Operant/Instrument Conditioning Theory 21

20 Stages of Group Development 21

26 Components of Group Dynamics 24

29 Meaning and Definition of Group Cohesiveness 25

20 Meaning and Definition of Organisational Change 16

22 Factors Influencing Organisational Change 17

26 Process of Organisational Change 22

28 Kurt Lewin's Theory of Planned Change 24

30 Greiner's Six-Phase Process 25

16 Stress: Understanding Stress Management 11

18 Work Stressors/Causes of Stress 11

25 Individual Consequences of Stress 16

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