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Organisational Behaviour
Chapter I
Organisational Behaviour
1.1 Organisation
1.2 Major Classifications of Organisations
1.3 Major Factors Influencing an Organisation
1.4 Organisational Behaviour
1.5 Some Fundamental Concepts in Organisational Behaviour
 
1.5.1 Every Individual is Differen
1.5.2 Every Individual is a Complete Person
1.5.3 All Behaviour has Cause-Effect Relationship
1.5.4 Every Individual has Self-esteem
1.5.5 An Organisation is a Social System
1.5.6 Mutual Interests are Inter-dependent
1.5.7 A Total View of the Organisation
1.6 Why is the Study of Organisational Behaviour Important for Managers?
  Summing Up
  Self-assessment
 
Chapter II
Approaches and Models of Organisational Behaviour
2.1 Approaches to Organisational Behaviour
 
2.1.1 The Inter-disciplinary Approach
2.1.2 The Human Resources Approach
2.1.3 The Systems Approach
2.1.4 The Contingency Approach
2.2 Models of Organisational Behaviour
 
2.2.1 The Autocratic Model
2.2.2 The Custodial Model
2.2.3 The Supportive Model
2.2.4 The Collegial Model
2.2.5 The SOBC Model
2.3 The Inter-relationship between Personal Life and Work Life
 
2.3.1 Personal Life
2.3.2 Work Life
  Summing Up
  Self-assessment
 
Chapter III
Organisational Design and Culture
3.1 Organisational Design
3.2 Dimensions of Organisational Design
3.3 Determinants of Organisational Design
3.4 Major Elements of Organisational Design
3.5 Factors Influencing the Organisational Redesigning
3.6 What is Organisational Structure?
 
3.6.1 Difference between Organisational Structure and Organisational Culture
3.7 What is Organisational Culture?
3.8 Projection of the Organisational Culture
3.9 Characteristics of Organisational Culture
3.10 Factors Affecting Organisational Culture
3.11 Assessing Organisational Culture
3.12 Changing Organisational Culture
  Summing Up
  Self-assessment
 
Chapter IV
Perception and Values
4.1 Perception
4.2 The Process of Perception
4.3 Internal Factors Affecting Perception
4.4 External Factors Affecting Perception
4.5 Developing Perceptual Skills
4.6 Perception and Personality
4.7 What is Value?
4.8 Sources of Values
4.9 Manifestations of Values
4.10 Types of Values
 
4.10.1 Terminal Values
4.10.2 Instrumental Values 
4.11 Classifications of Values
  Summing Up
  Self-assessment
 
Chapter V
Attitude in Organisational Behaviour
5.1 What is Attitude?
 
5.1.1 Definitions of Attitude
5.2 Theories of Attitude
5.3 Components of Attitude
5.4 Functions of Attitude
5.5 Factors affecting Attitude
5.6 Characteristics of Attitude
5.7 Manifestations of Attitude
5.8 Significance of Attitude in Organisational Behaviour
5.9 Attitude at a glance
  Summing Up
  Self-assessment
 
Chapter VI
Personality
6.1 What is Personality?
6.2 Major Determinants of Personality
6.3 Personality Traits (Cattel's Traits Test)
6.4 Types of Personality
6.5 Personality and Organisational Behaviour
  Summing Up
  Self-assessment
 
Chapter VII
Morale and Motivation
7.1 Morale
7.2 Some Indicators of Morale
7.3 Major Determinants of Morale
7.4 Some Suggestions to Improve Morale
7.5 Morale and Productivity
7.6 Motivation
7.7 Importance of Motivation
7.8 Mechanism of Motivation
7.9 Motivation and Frustration
7.10 The Basic Theories of Motivation
7.11 Abraham Maslow's Theory
7.12 Frederick Herzberg's 2-Factor Theory
7.13 David McClelland's Theory
7.14 Douglas McGregor's Theory
  Summing Up
  Self-assessment
 
Chapter VIII
Group Dynamics
8.1 Inter-personal Relationships
8.2 Approaches to inter-personal relationships
 
8.2.1 A Needs Approach
8.2.2 An Exchange Approach
8.3 Basis of Inter-personal Relationships
8.4 Factors influencing inter-personal relationships
8.5 What is a group?
8.6 Why do people join groups?
8.7 Advantages of groups
8.8 Disadvantages of groups
8.9 Stages of group development
 
8.9.1 Forming
8.9.2 Storming
8.9.3 Norming
8.9.4 Performing
8.9.5 Adjourning
8.10 Characteristics of a group
8.11 Functions of a group
8.12 What is Group Dynamics?
8.13 Important factors of Group Dynamics
  Summing Up
  Self-assessment
 
Chapter IX
Conflict Management
9.1 Conflict
9.2 Sources of a Conflict
9.3 Factors Involved in a Conflict          
9.4 Types of Conflicts
9.5 The Traditional View of a Conflict
9.6 The Modern View of a Conflict
9.7 A Functional Conflict  (Wanted/Constructive)
9.8 A Dysfunctional Conflict (Unwanted/Destructive)
9.9 Managing conflicts
9.10 Johari Window
9.11 Conflict Resolution Outcomes
  Summing Up
  Self-assessment
 
Chapter X
Leadership
10.1 Leadership
10.2 Importance of Leadership in Business Organisations
10.3 Evolution of Leadership
10.4 Theories of Leadership
10.5 The Traits Theory
10.6 Some Traits of Effective Leadership
10.7 The Behavioural Theories
10.8 The Two-Dimensional Model
10.9 Rensis Likert's 4-Systems approach
10.10 The Situational Theories
10.11 The Contingency Theories
10.12 The Path-Goal Theory of Leadership
10.13 The Life Cycle Theory
10.14 Autocratic Leadership
10.15 Democratic Leadership
10.16 Laissez-faire Leadership
10.17 Functions of Leadership
10.18 What is Team-building?
10.19 The Main Objectives of Team Building
10.20 Pre-requisites for Developing Effective Teams
10.21 The Process of Team Building
10.22 Characteristics of Effective Teams
10.23 Values of a Team
10.24 Building Effective Teams
  Summing Up
  Self-assessment
 
Chapter XI
Stress Management
11.1 What is Stress?
11.2 What are the basic causes of stress?
11.3 Sources of Stress
 
11.3.1 Individual Stressors
11.3.2 Group Stressors
11.3.3 Organisational Stressors
11.4 Physiological Consequences of Stress
11.5 Psychological Consequences of Stress
11.6 Stress Management
11.7 Coping with stress
 
11.7.1 Individual Strategies
11.7.2 Organisational Strategies 
  Summing Up
  Self-assessment
 
 
 
 
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