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UNIT  CONTENTS

1 Organisation  Behaviour  –  An  introduction:  Meaning  and  Definition  of  Organisational Behaviour;  History  of  Organisation  Behaviour;  History  of  Organisation  Behaviour, Industrial Revolution, Scientific Management, The Gilbreths, Henry L Gantt(1861  –  1919), The  Human  Relations  Movement,  Illumination  Experiments,  Relay  Room  Experiments, Bank Wiring Room Study, Assessing the Hawthorne Studies; Features of OB; Reasons for Studying OB, Psychological Perspective, Sociological Perspective, Organisational Factors; Managers? Roles and Functions; Who are Effective Managers?; Key Forces Affecting OB; Work  force  diversity  –  Challenges  and  Opportunities  of  Organisational  Behaviour, Understanding  Global  Organisational  Behaviour,  Creation  of  Global  Village,  Media Literacy  for  the  Global  Village,  Work  Force  Diversity,  TQM,  Reengineering,  Ethical Behaviour,  Moral  Principles  for  Global  Managers,  How  to  improve  the  Organisation?s Ethical  Climate,  What?s  Unethical  Behaviour?,  Multiculturalism,  Cultural  Diversity, Employee Empowerment, Working with people from different cultures, Movement of jobs

to  countries  with  low  cost  labour;  The  Nature  of  Organisational  Behaviour;  Fundamental Concepts  of  OB  ;  Fields  Contributing  to  OB,  Psychology,  Medicine,  Sociology,  Social Psychology,  Engineering,  Management,  Anthropology,  Political  Science;  Theories  and Thinkers Contributing to the Emergence of OB, Emerging perspectives on Organisational Behaviour,  The  Systems  View,  The  Contingency  View,  The  Interactional  View;  The

Organisational Behaviour System.

2. Foundations  of  Individual  Behaviour:  Individual  behaviour  –  Definition,  Biographical Characteristics; The Ability-Job Fit, Ability, Nine Physical Abilities; Meaning of Learning; Components of Learning; Determinants of Learning; Principles of  Reinforcement, Positive Reinforcement, Negative Reinforcers, Extinction, Punishment, Schedules of Reinforcement; Behaviour  Modification;  Steps  in  Designing  an  OB  Mod  Programme;  Limitations  of Behaviour Modification.

3 Attitudes,  Values  and  Job  Satisfaction:  Meaning  of  Attitudes;  Nature  of  Attitudes; Functions  of  Attitude;  Components  of  Attitudes,  Cognitive  Component,  Affective Component, Behavioural Component; Sources of Attitudes; Types of Attitudes; Dimensions of Attitudes; Cognitive Dissonance Theory, Coping with Dissonance; Values; Importance of Values; Formation of Values; Types of Values; Job Satisfaction; Effect of Job Satisfaction on Employee Performance.

4. Perception:  Factors  Influencing  Perception  (Perceptual  Process),  Perceptual  Processes, Characteristics  of  the  Perceiver,  Characteristics  of  the  Target,  Characteristics  of  the Situation;  Principles  of  Perception  (Perceptual  Mechanism);  Managerial  Implications  of Perception;  How  to  improve  perception;  Perceptions  and  its  Application  in  Organization; Individual  Decision  Making,  Decision  making  Process;  The  Linkage  between  Perception

and Individual Decision Making; Ethics in Decision Making, What about Ethics in Decision Making?;  The  Johari  Window;  Perception  and  Consumer  Decision-making  Process,Selective Attention, Selective Retention, Selective Distortion.

5Personality:  Meaning  and  Definition  of  Personality;  Major  Determinants  of  Personality, Biological  Factors,  Cultural  Factors,  Family  Factors,  Social  Factors,  Situational  Factors; Major  Personality  Attributes  Affecting  OB;  Measuring  Personality;  Holland  Typology  of Personality and Sample Occupation; Trait Theories, Intrapsychic Theory, Psycho-analytical Social Learning, Job Fit Theory; Big Five Personality Traits (Model), Overview, History, Openness  to  Experience,  Extraversion,  Agreeableness,  Neuroticism,  Selected  ScientificFindings, Criticisms, Further Research.

6. Emotional Intelligence (EI): Origins of the Concept; Defining Emotional Intelligence, The Ability-based  Model,  Measurement  of  the  Ability-based  Model,  Mixed  Models  of  EI, Measurement  of  the  Emotional  Competencies  (Goleman)  Model,  The  Bar-On  model  of Emotional-Social  Intelligence (ESI,  Measurement  of  the ESI  Model, The Trait  EI  Model, Measurement  of  the  Trait  EI  Model,  Alexithymia  and  EI;  Concept  of  Emotional Intelligence, Meaning of Emotional Intelligence, Definition of Emotional Intelligence (EI), Origin of the Term Emotional Intelligence; Importance of Emotional Intelligence; Domains of  EI;  Emotional  Intelligence  and  Leadership;  Emotional  Quotient;  Criticism  of  the Theoretical Foundation of EI, EI is too broadly defined and the definitions are unstable, EI cannot  be  Recognised  as  a  form  of  Intelligence,  EI  has  no  Substantial  Predictive  Value; Criticism  on  Measurement  Issues,  Ability  based  measures  are  measuring  conformity,  not ability,  Ability  based  measures  are  measuring  knowledge  (not  actual  ability),  Self  report measures  are  susceptible  to  faking  good,  Claims  for  the  predictive  power  of  EI  are  too extreme; EI, IQ and Job Performance.

7.Motivation: Definition of Motivation; Nature and Characteristics of Motivation, Motivation is an Internal Feeling, Motivation is Related to Needs, Motivation Produces Goal -Directed Behaviour,  Motivation  can  be  either  Positive  or  Negative;  Importance  and  Benefits  of Motivation;  Types  of  Motivation,  Positive  or  Incentive  Motivation,  Negative  or  Fear Motivation;  Theories  of  Motivation,  Early  Approach  to  Motivation,  Early  Theories  of Motivation, Hierarchy of Needs Theory, Theory X and Theory Y, The Motivation-hygiene Theory,  Motivation  Factors,  Hygiene  Factors,  Criticisms  of  the  Two-factor  Theory, Contemporary Theory of Motivation, ERG  Theory, McClelland?s Theory of Needs, GoalSetting Theory, Reinforcement Theory, Types of Reinforcement, Equity Theory, Reducing or Eliminating Inequity, New Perspective on Equity Theory, Expectancy Theory, Expanding Expectancy Theory;  Requirements of a Sound Motivation System;  Methods of Motivating People, Factors Determining Response to Motivation; Special Issues in Motivation.

8.Foundation  of  Group  Behaviour:  Definition  of  Groups,  Dynamics  of  Formal  Groups, Dynamics of Informal Groups; Reasons for forming groups; Stages of Group Development: Five  Stage  Model;  Characteristics  of  Groups,  Characteristics  of  Mature  Groups,  External Conditions Imposed on the Group;  Group Structure (Norms and Roles), Characteristics of Roles,  Types  of  Norms,  Factors  Influencing  Conformance  to  Norms;  Group  Decision Making.

9 Leadership:  Definitions  and  Meaning  of  Leadership;  Leadership  Styles  and  Patterns, Leadership Styles; Types of Leadership Styles, Directive, Autocratic or Authoritarian Style, Participative  or  Democratic  Style,  When  to  use  Participative  Style?  Is  Participative  Style Superior?,  Autocratic  Vs  Democratic  Style,  Laissez-Faire  or  Free-Rein  Leadership  Style; Leadership  Styles  in  Indian  Organisations;  Transactional  vs  Transformational  Leaders; Continuum of Leader Behaviour, Problems with the Continuum Approach;  Likert?s System 4  Management,  System  1:  Exploitative  –  Autocratic,  System  2  :  Benevolent  Autocratic, System  3:  Consultative,  System  4:  Democratic;  Leadership  Skill  (Determinants  of Leadership), Human Skill,  Conceptual Skill, Technical Skill, Personal Skill;  Importance of Leadership; Theories of Leadership, Evaluation of the Theory; Virtual Team, Characteristics of  Virtual  Teams,  Benefits  of  Virtual  Teams;  Challenges  to  Leadership;  Contemporary Issues in Leadership.

10.Organizational  Power  and  Politics:  Distinguish  between  Power  and  Authority;  Bases (Sources)  of  Power,  Sources  of  Power  in  Organisations,  Interpersonal  Sources  of  Power, Using Power Ethically, Structural Sources of Power, Uncertainty Reduction;  Consequence of  Using  Power,  Political Behaviour  in  Organisations; The  Reality  of  Politics; Ma ccoby's Four  Political  Types,  Managerial  Implications;  Political  Strategies  and  Influence  Tactics, Some Devious Political Tactics, Machiavellianism, Characteristics of People High on Mach Sale;  From  Concepts  to  Skills  –  politicking,  Impression  Management,  Defensive Behaviours.

11Conflict,  Group  Behaviour  and  Collaboration:  Definition  of  Conflict;  Sources  of Organisational Conflict; Levels of Conflict or Forms of Conflict; Causes of Conflict; Stages of Conflict;  Negotiation, What is Negotiation? Planning for Negotiations, Sources of Power in  Negotiation;  Steps  in  Negotiation;  Cultural  Differences  in  Negotiations,  Negotiating Approaches to conflict management, Approaches to Negotiation.

12 Foundations  of  Organization  Structure:  Organizational  Structure,  Centralization  and Decentralization,  Tall  Structure  Organisation,  Flat  Structure  Organisation,  Tall  Vs.  Flat Organisational  Structure;  Departmentalization,  Types  of  Departmentalization;  Functional Departmentalization;  Divisional  Structure;  Hybrid  Structure;  Matrix  Structure,  Project Designs,  Matrix  Design;  Organization  Design,  Factors  Influencing  Organization  Design, Horizontal  Organisations,  The  Virtual  Organisation,  Network  Design;  HR  Policies  and practices, Human Resource Policies.

13Organisation  Culture:  Culture  Defined;  Basic  Elements  of  Culture;  Characteristics  and Functions of Organizational Culture;  Creating and Sustaining Culture, How Organizational Culture Begins?, Sustaining a Culture; Development implication of OC for Performance and Satisfaction, Corporate Culture and Organizational Success.

14 Work Stress:  Meaning and Definition of Stress;  The Causes of Stress, Internal Stimuli for Stress,  Environmental  Stressors;  Individual  Response  to  Stress  (Influence  of  Personality); Stress,  Sources  of  Stress,  Stress  –  Coping  Strategies,  What  is  Job  Stress?,  Job  Stress Statistics, Symptoms and Warning Signs of Job Stress, Causes of Job Stress, Strategies for Managing Job Stress; Managerial Implications of Stress.

15 Organisation  Change;  Managing  Planned  Change;  Managing  planned  change  in  an Organization,  Steps  in  Planned  Change;  Alternative  Intervention  in  change  Management, Human  Process  Interventions  (Group  and  Individual  Human  Relations),  Group  –  Based, Technostructural Interventions (Structures, Technologies, Positions, Etc.), Human Resource Management  Interventions  (Individual  and  Group  Performance  Management),  EmployeePerformance  Management,  Employee  Development,  Employee  Wellness  Programs, Strategic Interventions (Organization and Its External Environment);  Forces for change in organization; Approaches to managing organization Change; Forms of Change; The Role of Change Agents; Resistance to Change; Managing Resistance to Change.

16 Organisation  Development:  Organization  Development:  An  Introduction;  Objectives  of OD  Programmes;  Goals  of  Organization  Development;  Purpose  of  Organizational Development;  OD for Teams and  Groups;  OD for Inter-group Relations;  OD for the Total Organization;  OD  Interventions  or  Techniques;  Evaluating  the  Effectiveness  of  OD; Planned  Organizational  Change;  Cross  Cultural  Awareness  Approach,  What  is  Cultural Awareness?, Who needs to know about Cross Cultural Awareness?.