Organisational Behaviour: Suggested Books - by Authors

ORGANISATIONAL BEHAVIOUR
Suggested Books - By Authors
1. Stephen P Robbins
2. Fred Luthans
3. Steven L McShane & Mary Ann Von Glinow
4. Don Hellriegel, John W Slocum &
Richard W Woodman
5. Jit S Chandan
6. Aswathappa
UGC/TRIEA/UNOM/DOMS/PTS OB/L01/S 1
CHAPTER ONE
INTRODUCTION TO
ORGANIZATIONAL
BEHAVIOUR
WHAT IS AN ORGANIZATION?
Organisations are social inventions for

accomplishing goals through group
efforts.
MANAGERIAL FUNCTION
 Planning
 Organising
 Directing
 Controlling
Behavioural aspects are connected with each of them
HENRY MINTZBERG’S
MANAGERIAL ROLES
I. Interpersonal
II. Informational
III. Decisional
I. INTERPERSONAL
Role Description
Figurehead - Symbolic head. Routine duties
of legal or social nature
Leader - responsible for motivation
and direction of subordinates
Liaison - maintains network of outside
contacts
II. INFORMATIONAL
Role Description
Monitor Nerve centre for internal
and external information.
Disseminator Transmits information
received to members of
organization.
Spokesperson Transmits information to
outsiders
III. DECISIONAL
Role Description
Entrepreneur - Searches for opportunity and
projects for change.
Disturbance - Responsible for corrective handler
action when organization faces disturbances.
Resource - makes significant.
allocator organizational decisions
Negotiator - represents organization in
major negotiation.
MANAGEMENT SKILLS
Robert Katz
Skill Ability to
Technical - apply specialised
knowledge or expertise
Human - work with, understand and
motivate other people
Conceptual- analyse and diagonise
complex situations
COMPETENCY
is an interrelated set of skills,

behaviours, attitude and knowledge
needed by an individual to be effective
in most professional and managerial
positions.
FOUNDATION COMPETENCIES FOR
INDIVIDUAL AND MANAGERIAL
EFFECTIVENESS
1. Self
2. Communication
3. Diversity
4. Ethics
5. Across Cultures
6. Teams
7. Change
1. MANAGING SELF COMPETENCY
involves the ability to

-assess our own strengths & weakness
-set and purse professional & personal
goals
-balance work & personal life
-engage in new learning
2. MANAGING
COMMUNICATION COMPETENCY
involves the ability to use all modes of

transmitting, understanding and
receiving thoughts and feelings –
verbal, listening, nonverbal, written,
electronic and the like – for accurately
transferring and exchanging information
and emotions.
3. MANAGING DIVERSITY
COMPETENCY
involves the ability to – value unique

individual and group characteristics,
embrace such characteristics as
potential sources of organisational
strength and respect the uniqueness of
each individual.
4. MANAGING ETHICS COMPETENCY
involves the ability to – incorporate

values and principles that distinguish
right from wrong in making decisions
and choosing behaviours.
5. MANAGING ACROSS
CULTURES COMPETENCY
involves the ability to – recognise and

embrace similarities and differences
among nations and cultures and then
approach key organisational and
strategic issues with an open and
curious mind.
6. MANAGING TEAMS COMPETENCY
involves the ability to – develop,

support, facilitate and lead groups to
achieve organisational goals.
7. MANAGING CHANGE
COMPETENCY
involves the ability to – recognise and

implement needed adaptations or
entirely new transformations in the
people, tasks, strategies, structures or
technologies in a persons area of
responsibility.
The study of
Organisational Behaviour (OB)
is to understand and improve
all the competencies.
OB – DEFINITION
a. Robbins:
OB is a field of study that investigates
the impact that individuals, groups and
structure have on behaviour within
organisations for the purpose of
applying such knowledge towards
improving an organisation’s
effectiveness.
OB – DEFINITION (Contd.)
b. McShane & Vonglinow:
OB is the study of what people think,

feel and do in and around
organisations.
OB – DEFINITION (Contd.)
c. Hellriegel, Solcum & Woodman:

OB is the study of human behaviour,
attitude and performance in
organisations
FIVE ANCHORS OF OB
1. Multidisciplinary
2. Scientific method
3. Contingency
4. Multi levels
5. Open system
1. MULTI DISCIPLINARY
ANCHOR
DISCIPLINES
TRADITIONAL EMERGING
*Psychology *Communications
*Sociology *Information systems
*Anthropology *Women studies
*Political Science
*Economics
*Industrial Engineering
2. SCIENTIFIC METHOD ANCHOR
Scientific method is a set of principles

and procedures that help researches to
systematically understand previously
unexplained events and conditions.
3. CONTINGENCY ANCHOR
Contingency is the idea that a particular

action may have different consequences
in different situations; that no single
solution is best in all circumstances
4. MULTIPLE LEVELS OF
ANALYSIS ANCHOR
 Individual level
 Team level
 Organisational level
5. OPEN SYSTEMS ANCHOR
 Company is a living system – within the

context of larger systems.
 Organisations consist of independent

parts that work together to continually
monitor and transact with external
environment
CONCLUSION
With the understanding of the nature

and scope of OB remaining topics will
be dealt from multiple levels
framework

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ORGANISATIONAL BEHAVIOUR

Suggested Books - By Authors

Organisations are social inventions for

Behavioural aspects are connected with each of them

is an interrelated set of skills,

involves the ability to

involves the ability to use all modes of

involves the ability to – value unique

involves the ability to – incorporate

involves the ability to – recognise and

involves the ability to – develop,

involves the ability to – recognise and

b. McShane & Vonglinow:

OB is the study of what people think,

c. Hellriegel, Solcum & Woodman:

Scientific method is a set of principles

Contingency is the idea that a particular

 Company is a living system – within the

 Organisations consist of independent

With the understanding of the nature

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