Organisational Behaviour

Cover
Contents
MODULE 1
	Introduction and the Context of Behaviour in Organisations
	Chapter 1 Organisations and Organisational Behaviour: An Introduction
		Lead Story: The Talent Hunt: Getting the People You Need, When You Need Them
		Understanding Organisations
		Understanding Organisational Behaviour
		Chapter Summary
		Key Terms and Concepts
		Review Questions
		Field Assignment
		Class Assignment
		OB in the News
		OB on the Internet
		Watch Movies
		Read Books
		Know Yourself
		Endnotes
		OB Scenario What Can OB Do For Us?
	Chapter 2 National Culture and its Impact on Organisational Behaviour
		Lead Story: V. Raghunathan: ‘Indians are Privately Smart and Publicly …?’
		Introduction—National Culture
		Behaviour Differences Across Cultures
		Understanding Cultures Through Cultural Frameworks
		Culture in India
		Footprints of National Culture in Organisations in India
		How do Cultural Footprints Mark Specifi c, Behaviour at Work in India?
		How can Managers Work with Culture Differences
		Chapter Summary
		Key Terms and Concepts
		Review Questions
		Field Assignment
		Class Assignment
		OB in the News
		OB on the Internet
		Watch Movies
		Read Books
		Know Yourself
		Endnotes
		OB Scenario Robert and His Training
	Chapter 3 Changes in the Organisational Context and Challenges for Organisations
		Lead Story: Impacting the Delivery of Health Care Globally
		Introduction
		Features of the Post-liberalisation Work Context for the Organisations in India
		Current Trends, and the Challenges They Pose for Managers
		Emerging Organisations: Effective Response to Challenges
		Chapter Summary
		Key Terms and Concepts
		Review Questions
		Field Assignment
		Class Assignment
		OB in the News
		OB on the Internet
		Watch Movies
		Read Books
		Know Yourself
		Endnotes
		OB Scenario Generation Gap
		Real World Case Dena Bank—Competing with Private and Foreign Banks
MODULE 2
	Understanding Individuals in Organisations
	Chapter 4 Perception and Attribution: Understanding How We Interpret and Judge
		Lead Story: Me or You? True or Fraud?
		Some Linkages Between Perception and Organisational Outcomes
		Nature of Perception
		Defi ning Perception
		Elements of Perception
		Explaining People’s Behaviour: Attribution Theory in Social Perception
		Linking Perception and Attribution to Decisions and Behaviour
		Factors Limiting the Accuracy of Perception and Attribution
		Chapter Summary
		Key Terms and Concepts
		Review Questions
		Field Assignment (Individual)
		OB in the News
		OB on the Internet
		Watch Movies
		Read Books
		Know Yourself
		Endnotes
		OB Scenario Waiting in the Wings
	Chapter 5 Shaping Attitudes, at Work
		Lead Story: Conservative Consumers Post-Downturn: New Attitude or a Passing Fad?
		Introduction: What are Attitudes?
		Job Satisfaction and Organisational Commitment—Two of the Most Researched Work Attitudes
		Organisational Citizenship Behaviours (OCBs)
		Providing Organisational Context to Create Positive Work Attitudes
		Encouraging Citizenship Behaviour
		Chapter Summary
		Key Terms and Concepts
		Review Questions
		Field Assignment
		OB in the News
		OB on the Internet
		Watch Movies
		Read Books
		Know Yourself
		Endnotes
		OB Scenario Is it the Prashant I know?
	Chapter 6 Understanding Motivation
		Lead Story: Beginning with the Basics: Motivation at Work
		Introduction
		Meaning and Defi nitions
		Inferring Motivation from Behaviour
		Major Need Theories of Motivation
		Process Theories of Motivation
		Chapter Summary
		Key Terms and Concepts
		Review Questions
		Field Assignment
		OB in the News
		OB on the Internet
		Watch Movies
		Read Books
		Know Yourself
		Endnotes
		OB Scenario Bank or Business?
	Chapter 7 Understanding Motivational Themes for Application
		Lead Story: Indian Business Leaders Care More About Motivating Employees
		Work Motivation: An Introduction
		Thresholds of Motivation: Recognising the ‘Indian-ness’ of Needs
		Factors Affecting Work Motivation Within Work Organisations in India
		What is the Solution for Organisations That are Not Ready to Unleash Intrinsic Motivation Yet?
		Employee Identifi cation as a Bridge Between Extrinsic and Intrinsic Motivation
		Workplace Spirituality
		Creating Optimal Experience or “Flow”
		Positive OB
		Chapter Summary
		Key Terms and Concepts
		Review Questions
		Field Assignment
		OB in the News
		OB on the Internet
		Watch Movies
		Read Books
		Endnotes
		OB Scenario A Meeting on the Messenger
	Chapter 8 Understanding Personality, Values and More
		Lead Story: Beyond Occasional Ethics: Acting out of Our Values
		Meaning of Personality
		Defi nitions of Personality
		Personality: Selected Views and Perspectives
		Factors That Shape Personality
		Difference in the Western and Indian Perspectives on Personality
		Measurement of Personality
		Values and Emotional Intelligence: Two Important Concepts Related to Personality
		Chapter Summary
		Key Terms and Concepts
		Review Questions
		Field Assignment
		Class Assignment
		OB in the News
		OB on the Internet
		Watch Movies
		Read Books
		Know Yourself
		Endnotes
		OB Scenario Tavleen Soch—Developing A Voice
		Real World Case Dilip Roy at Itsun Heavy Industries India Pvt. Limited (IHIIPL)
MODULE 3
	Understanding Groups in Organisations
	Chapter 9 Thresholds of Interpersonal Behaviour
		Lead Story: Interview with Kartik Patel, CEO, Elegant Microweb
		Introduction
		The Behaviour and Skills Approach to Interpersonal Relationships
		Interpersonal Relationship and Management of Boundaries
		The Role of Threat and Trust Formation in Interpersonal Relationships
		Interpersonal Styles: FIRO-B2
		Transactional Styles in Interpersonal Relationships: TA
		Chapter Summary
		Key Terms and Concepts
		Review Questions
		Field Assignment
		Class Assignment-1
		Class Assignment-2
		OB in the News
		OB on the Internet
		Watch Movies
		Read Books
		Know Yourself
		Endnotes
		OB Scenario A Boss is a Boss – or is She?
	Chapter 10 Understanding Groups and Teams
		Lead Story: The Man Who Would Change Microsoft: Ray Ozzie’s Vision for Connected Software
		What are Groups?
		Increasing Importance of Working Effectively in Groups
		How are Groups Formed?
		How Groups Develop
		Synergies of Group-working: Process Gains and their Contributors
		Negative Aspects of Group Working and Group Process Losses
		Roles in Groups: Member Dispositional and Functional Roles
		Factors Affecting Group Effectiveness
		Understanding Teams: Are Teams Different from Groups?
		Popular Types of Teams
		Making Teams Effective
		Chapter Summary
		Key Terms and Concepts
		Review Questions
		Field Assignment
		OB in the News
		OB on the Internet
		Watch Movies
		Read Books
		Know Yourself
		Endnotes
		OB Scenario I and My Groupies
	Chapter 11 Exploring Communication as a Behavioural Process
		Lead Story: One on One with Neel Kashkari
		Introduction
		Meaning and Functions of Communication
		The Elements of Communication
		A Generalised Graphic Model of Interpersonal Communication
		Measures of Accuracy of Communication
		Messages Intended to Mislead: Understanding Misrepresentation and Deceit
		Towards Effective Communication: Discerning the Meaning That Matters
		Effective Communication, Sharing and Feedback: The Johari Framework
		Chapter Summary
		Key Terms and Concepts
		Review Questions
		Field Assignment
		Class Assignment
		OB in the News
		OB on the Internet
		Watch Movies
		Read Books
		Know Yourself
		Endnotes
		OB Scenario Is This My Place?…Speaking “Up”
	Chapter 12 Managing Confl ict, Stress and Negotiation
		Lead Story: Tackling Poverty and Climbing Mountains, in Chile and Beyond
		Understanding Confl ict
		Meaning and Causes of Confl ict
		Sources of Confl ict at Various Levels
		Managing Confl ict
		Styles of Handling Interpersonal Confl ict
		Recognising Tolerance for Confl ict Across Cultures
		Integrating Confl ict and Negotiation from the Gandhian Perspective
		Stress: Background and Meaning
		Consequences and Causes of Stress
		Coping with Stress
		Negotiation: a Process, an Approach Towards Managing Confl ict
		Elements and the Factors Affecting Negotiation
		Negotiation Analysis: Some Suggestions for Effective Negotiating
		There is No One ‘Best’ Approach to Effective Negotiation
		Chapter Summary
		Key Terms and Concepts
		Review Questions
		Field Assignment
		Class Assignment
		OB in the News
		OB on the Internet
		Watch Movies
		Read Books
		Know Yourself
		Endnotes
		OB Scenario Be Careful What You Wish For: From The Middle
	Chapter 13 Understanding Decision-Making as a Process
		Lead Story: Credit Crisis Interview: Jeremy Siegel on Ignoring Risks
		Decisions and Decision-making
		Rational Model of Decision-making: The Ideal Type?
		Behavioural Decision-making: Are All Decisions Made Rationally?
		Factors that Shape Decisions: Why all Decisions are not Fully Rational
		Systematic Decision-Making: Organisational Measures for Improving Decisions
		Managerial Styles and Management Styles: Putting Decision-making in Perspective
		Chapter Summary
		Key Terms and Concepts
		Review Questions
		Field Assignment-1
		Field Assignment-2
		Class Assignment
		OB in the News
		OB on the Internet
		Watch Movies
		Read Books
		Know Yourself
		Endnotes
		OB Scenario Optimisation, Option Disclosure, and Problem Redefi nition: Derivative Moral Obligations of Engineers and the Case of the Composite-Material Bicycle
	Chapter 14 Understanding Power and Organisational Politics
		Lead Story: How Do Managers Infl uence Others? Is there a Distinct Indian Flavour?
		What is Power: Meaning and Defi nitions
		Why Study Power Dynamics in Organisations?
		Nature of Power
		Traditional Understanding of Power in India: Gleanings from the Writings of Kautilya
		Bases of Power
		Directions of Flow of Power in Various Types of Organisational Structures
		Using Power: The Link to Success
		What Style of Infl uence Works for the Indian Organisations?
		Politics
		Using Power and Politics
		Chapter Summary
		Key Terms and Concepts
		Review Questions
		Field Assignment
		OB in the News
		OB on the Internet
		Watch Movies
		Read Books
		Know Yourself
		Endnotes
		OB Scenario The Case of United (Pvt) Ltd
		Real World Case Launch and Closure of a Ready Mix Cement Plant
MODULE 4
	Understanding How Organisations Shape Behaviour
	Chapter 15 Effectiveness of Organisation Design
		Lead Story: An Interview with China Minsheng Bank’s Shao Ping: Innovation is the Key
		Organisation Design: Meaning and Defi nition
		Creating the Organisation Design by Choosing its Elements
		Relevance of Effective Organisation Design
		Objectives of Organisation Design
		The Factors Upon which the Design of the Organisations is Contingent
		How Organisation Design Shapes Up: Various Parameters of Organisation Design
		Structural Choices
		Process–related Choices
		Realising the Objectives of Organisation Design: Major Concerns and Challenges
		Retaining Design Effectiveness
		Factors that Infl uence Structures of Organisations in India
		Chapter Summary
		Key Terms and Concepts
		Review Questions
		Field Assignment
		Class Assignment
		OB in the News
		OB on the Internet
		Watch Movies
		Read Books
		Endnotes
		OB Scenario Jasbir Singh…From The Top, Sort of
	Chapter 16 Creating Structure to Support Effective Behaviour
		Lead Story: Wipro’s Azim Premji: “I Don’t See Growing to 200,000 People as an Insurmountable Challenge”
		Introduction
		How Do Structures Evolve?
		Elements of Organisational Structure
		Structural Variables
		Creating Different Parts and Coordinating those in the Organisation
		Forms of Organisation Structures
		Structure and the Individual
		Chapter Summary
		Key Terms and Concepts
		Review Questions
		Field Assignment
		Class Assignment
		OB in the News
		OB on the Internet
		Watch Movies
		Read Books
		Endnotes
		OB Scenario The Shared Lab
	Chapter 17 Exploring Organisational Roles
		Lead Story: Auditor Roles
		Introduction: Organisational Roles
		Relevance of Studying Roles
		Organisational Roles—Basic Defi nitions
		Negative Impacts on Role Performance
		Organisational Structure as a Source of Challenge to Effective Role Performance
		Organisational Role Dynamics in India
		How to Make Organisational Roles Effective
		Chapter Summary
		Key Terms and Concepts
		Review Questions
		Field Assignment
		OB in the News
		OB on the Internet
		Watch Movies
		Read Books
		Know Yourself
		Endnotes
		OB Scenario Angry Om Prakash: An Unusual Outburst
	Chapter 18 Understanding Organisational Culture
		Lead Story: Why Sutherland Global Succeeds: An Interview with CEO Dilip Vellodi
		Organisational Culture and its Signifi cance
		Organisational Culture: Meaning and Defi nition
		Recognising Culture in an Organisation
		Types of Culture and Organisational Structure
		Strong Cultures and Weak Cultures
		Limitations of the Study and Practice of Strong Culture
		Sub-cultures and Weak Cultures
		How Can an Effective Culture Be Sustained?
		Organisational Climate
		Managing Cultural Effectiveness in Organisations in India
		Chapter Summary
		Key Terms and Concepts
		Review Questions
		Field Assignment
		Class Assignment
		OB in the News
		OB on the Internet
		Watch Movies
		Read Books
		Endnotes
		OB Scenario The Indent For Machines: A Sugary Finale
	Chapter 19 Understanding Leaders and the Basic Concepts in Leadership
		Lead Story: Driving Adobe: Co-founder Charles Geschke on Challenges, Change and Values
		Leaders and Leadership Potential: A Far Cry?
		Leadership: A Defi nition and an Introduction
		Development of Leadership Thought—A Glance
		The Personality Focus: “Great Man” Thesis
		The Personality Focus: Leader’s Traits Theory
		Behaviour Focus: Early Studies at Ohio and Michigan State Universities
		Theory X and Theory Y Assumptions about Human Nature
		Contingency and Situation Focus: Fiedler’s Contingency Model
		Contingency and Situation Focus: Hersey and Blanchard’s Situational Leadership Model
		Contingency and Situation Focus: Managerial Grid Styles
		Contingency and Situation Focus: Path-goal Theory
		Skeptical Focus: Substitute Theory
		Transactional Versus Transformational Leadership
		Authentic Leadership
		Chapter Summary
		Key Terms and Concepts
		Review Questions
		OB in the News
		OB on the Internet
		Watch Movies
		Read Books
		Know Yourself
		Endnotes
		OB Scenario Delivering the Game-Changer—the Nano
	Chapter 20 Leading for Change and Organisational Effectiveness
		Lead Story: Ara Darzi and the British National Health Service: Changing the Mindset
		Introduction and Integration of Previously Mentioned Concerns
		Are Leaders Different from Managers?
		Leadership Starts with Self
		Taking Charge and Exercising Leadership Skills and Competency
		Emerging Leadership Issues and Capabilities
		Leaders as Effective Change Agents
		Turnaround as a Special Case of Leading Change in India
		Changing Culture in India and Implications on Leadership Practice
		Nurturant Task Leadership as an Appropriate Style of Leadership in India
		Chapter Summary
		Key Terms and Concepts
		Review Questions
		Field Assignment
		Class Assignment
		OB in the News
		OB on the Internet
		Watch Movies
		Read Books
		Know Yourself
		Endnotes
		OB Scenario Naivete or Boldness?
		Real World Case Voice and Data Solutions (India)
Appendix 1 Brief Cases
Appendix 2 Self Evaluation Questionnaires (Instruments)
Additional Readings
Index