Organizational Behaviour

Organizational Behaviour

Organizational Behaviour: Text and Cases focuses on the fundamental theories of behaviour in organizations and their implications on organizational work life. It takes an in-depth look at the key factors essential for the successful execution of managerial roles and responsibilities at the workplace...

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Detalles Bibliográficos
Autor principal: Kavita, Singh (-)
Formato: Libro electrónico
Idioma:Inglés
Publicado: : Pearson India 1900.
Edición:13th ed
Materias:
Organizational behavior.
Corporate culture.
Ver en Biblioteca Universitat Ramon Llull:https://discovery.url.edu/permalink/34CSUC_URL/1im36ta/alma991009819036606719
Tabla de Contenidos:
  • Cover
  • Organizational Behaviour
  • Copyright
  • About the Author
  • Brief contents
  • Contents
  • Preface
  • Reviewers
  • Managing Organizational Behaviour
  • Introduction
  • Organizational Behaviour: Past and Present
  • The Pre-scientific Era (Pre-1000-1880)
  • The Classical Era (1880-1930)
  • The Behavioural Era (1930-1960)
  • The Modern Era (1960 Onwards)
  • Emerging Issues in Organization
  • Globalization: Uniting the World
  • Trend Towards Diversity: Managing Employeesfrom Different Backgrounds
  • Diversity in India
  • Corporate Social Responsibility: DevelopingEthical Organizations
  • What Can Be Done to Promote Ethical Behaviourin an Organization
  • Trends in Working Arrangements: a Newer Way toStructure Your Organizations and Jobs
  • Managing Through Knowledge: Developmentof Learning Organizations
  • Dynamics of Organizational Life
  • Developing Skills
  • Managerial Roles
  • Organizational Behaviour: a Framework
  • Environmental Forces
  • Individual Processes
  • Interpersonal and Team Processes
  • Organizational Processes
  • Change Processes
  • Common Mistakes Committed by Managers
  • Summary
  • Personality
  • Introduction
  • Is Personality Real? The Person-Situation Controversy
  • Psychological Contract
  • Consensus Between Ability and Aptitude
  • How Do Personalities Differ
  • Heredity and Learning Determine Personality
  • Culture and Personality
  • Hofstede's Framework
  • Approaches to Understanding PersonalityTraits and Dimensions
  • Cattell's 16 Personality Factors (16 PF)
  • The "Big Five" Personality Theory
  • Personality Profiling Using DISC Methodology
  • Fundamental Interpersonal Relations Orientation-Behaviour
  • Benefits of the FIRO-B
  • Different Psychological Types and Cognitive Styles
  • The Jungian Framework
  • Four Types of Problem-solving Behaviours
  • Sensation Thinkers
  • Intuitive Thinkers
  • Sensation Feelers.
  • Intuitive Feelers
  • Personality Traits
  • Locus of Control
  • Authoritarianism
  • Dogmatism
  • Machiavellianism
  • Risk Propensity
  • Self-esteem
  • Self-monitoring
  • Summary
  • Perception
  • Introduction
  • Why Should Managers Study Perception
  • The Perceptual Process
  • Perceptual Selection
  • External Factors
  • Internal Factors
  • Perceptual Organization
  • Continuity
  • Closure
  • Proximity
  • Similarity
  • Perceptual Interpretation
  • Judgemental Errors
  • Perceptual Errors
  • Attribution Process
  • The Process
  • Consequences for the Perceiver
  • Internal Versus External Causes of Behaviour
  • Inference Model
  • Attributional Tendencies
  • Perceiving Others: Organizational Applications
  • Impression Management: Marketing Oneself in theEmployment Interview and Elsewhere
  • Performance Appraisal: Making FormalJudgements About Others
  • Comparing Perceptions with Other
  • Know Yourself: Applying the Johari Window
  • Perception Mapping
  • Summary
  • Learning and Reinforcement
  • Introduction
  • The Importance of Learning
  • Barriers to Learning
  • Approaches to Learning
  • Classical Conditioning
  • Operant Conditioning
  • Social Learning
  • Cognitive Learning
  • Insight
  • Discrimination
  • Generalization
  • Programmed Learning
  • Linear Programming
  • Sensemaking: Core Assumptions and Statements
  • Sensemaking in Organizations
  • How Do People Differ in How They Learn?
  • Experiential Learning Styles
  • The Need to Combine Skills and Styles
  • Two Hemispheres of Learning
  • The Linear/Systematic Left
  • The Holistic/Relational Right
  • Contingencies of Reinforcement
  • Positive Reinforcement
  • Principles of Positive Reinforcement
  • Negative Reinforcement
  • Omission/Extinction
  • Punishment
  • Negative Effects
  • Effective Use of Punishment
  • Using Contingencies of Reinforcement
  • Schedules of Reinforcement.
  • Continuous and Intermittent Reinforcement
  • Comparison of Intermittent ReinforcementSchedules
  • Behaviour Modification
  • Identifying Relevant Behaviours
  • Charting Behaviours
  • Choosing a Contingency of Reinforcement
  • Problem Solved?
  • Limitations to Behaviour Modification
  • Individual Differences
  • Group Norms
  • Transfer of Learning: Employee Training
  • Knowledge of Results or Feedback
  • Part or Whole Methods
  • Massed or Distributed Practice
  • Training Methods
  • Training in Corporate India
  • Online Training
  • Simulation
  • On-the-Job Training
  • Soft Skills Training
  • Summary
  • Attitudes and Values
  • Introduction
  • Attitude: a Definition
  • Changing Our Own Attitudes: the Processof Cognitive Dissonance
  • Changing Others' Attitudes: The Determinantsof Persuasiveness
  • Links to Behaviour
  • The Behavioural Intention Model
  • Work Attitudes
  • Job Satisfaction
  • Organizational Commitment
  • Beliefs
  • A Belief System
  • Trust
  • Identifying Trust in Organizations
  • Symptoms of Lack of Trust in Individuals or Organizations
  • Steps for Building Trust in Organizations
  • Relationship Between Attitudes and Values
  • Values
  • Types of Values
  • Merging Personal and Organizational Values
  • Changes in Values with Time
  • Research on Male-Female Value Differences
  • Value Conflict
  • Summary
  • Work Motivation
  • Introduction
  • Basic Motivational Process
  • Need-Performance Cycle
  • General Model of Motivation
  • Motivation and Performance
  • Challenges Before the General Modelof Motivation
  • Content Models of Motivation
  • Need Hierarchy Model by Abraham H. Maslow
  • Dual-Factor Theory by Frederick Herzberg
  • Achievement Motivation Model by David McClleland
  • Alderfer's ERG Model of Motivation
  • Process Models of Motivation
  • Motivation by Managing Expectations
  • Motivation by Comparison
  • Applications of Motivation.
  • Motivation by Goal Setting
  • Why Are Goals Important?
  • Basic Features of Goal-setting Process
  • Limitations to Goal Setting
  • Goal Setting in Organizations
  • Management by Objectives
  • Evaluating MBO
  • Reward System for High Performance:Behaviour Modification
  • Types of Rewards and Their Implications
  • Rewards Based on Membership and Seniority
  • Rewards Based on Job Status
  • Rewards Based on Competency
  • Rewards Based on Performance
  • Behaviour Modification as a Tool toMotivate Employees
  • Job Design Affecting Work Outcomes
  • Job Rotation
  • Job Enlargement
  • Job Enrichment
  • The Job Characteristics Model
  • Techniques to Enhance Jobs Through Redesign
  • Obstacles in Job Design
  • Motivation by Empowerment
  • Outcome of Empowerment
  • Summary
  • Work Stress
  • Introduction
  • What Is Stress?
  • General Adaptation Syndrome
  • Nature of Stress
  • Fight-or-Flight Response
  • Experiencing Stress
  • Types of Stress
  • Constructive Versus Destructive Stress
  • Episodic Versus Chronic Stress
  • Causes of Stress
  • Personality and Stress
  • Type A Personality
  • Hardiness and Optimism
  • Life Stressors
  • Life Changes
  • Life Trauma
  • Organizational Factors
  • Environmental Factors
  • Consequences of Stress
  • Physiological Consequences
  • Psychological Consequences
  • Behavioural Consequences
  • Managing Stress
  • Individual Coping Strategies
  • Change the Job
  • Time Management
  • Seek Help
  • Exercise
  • Relaxation
  • Role Management
  • Handling Stress by Getting Close to People
  • Getting Close to Yourself
  • Getting Close to Others
  • Place the Stressful Situation in Perspective
  • Organizational Coping Strategies
  • Institutional Programmes
  • Collateral Programmes
  • Summary
  • Organizational Communication
  • Introduction
  • Definition of Communication
  • Functions of Communication
  • Components/Process of Communication.
  • Methods of Communication
  • Communication Channels
  • Communication Networks
  • Formal Communication Networks
  • Informal Communication Networks
  • Barriers to Communication
  • Intrapersonal Factors
  • Interpersonal Factors
  • Organizational Factors
  • Technological Factors
  • Overcoming the Barriers to Communication
  • Persuasive Communication: FromUnderstanding to Acceptance
  • Communicator Characteristics
  • Message Content
  • Communication Medium
  • Audience Characteristics
  • Active Listening
  • Encouragers
  • Echoing and Keyword Repetition
  • Reflecting
  • Cross-cultural Communication
  • National Differences
  • Gender Differences
  • Improving Interpersonal Communication: Useof Transactional Analysis
  • Ego States
  • Analysis of Transactions
  • Life Positions
  • Strokes
  • Transactional Games
  • Analysis of "Kick Me"-A Game
  • The Transactional Game Process
  • Implications
  • Uses of TA in Organizations
  • TA as a Tool for Improving InterpersonalSkills in Specific Situations
  • Summary
  • Managing Group Dynamics
  • Introduction
  • What Are Groups
  • Types of Groups
  • Formal Groups
  • Informal Groups
  • Functions of a Group
  • Task Functions
  • Maintenance Functions
  • Models of Group Development
  • Tuckman's Model of Group Development
  • Woodcock Model of Group Development
  • Punctuated Equilibrium Model
  • Group Processes
  • Group Norms
  • Characteristics of Norms
  • Functions of Norms
  • Group Roles
  • Group Cohesiveness
  • Sources of Cohesiveness
  • Consequences of Group Cohesiveness
  • Common Threats to Group Effectiveness
  • Groupthink
  • Risky Shift
  • Social Loafing
  • Possible Reasons for Social Loafing
  • Managing a Culturally Diverse Group
  • Dealing with Culturally Diverse Work Teams
  • Evolution of Groups into Teams
  • Types of Teams
  • Summary
  • Leadership
  • Introduction
  • Leadership and Management
  • What Does a Manager Do.
  • What Does a Leader Do.

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