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Organisational Behaviour
Author
P S James
Release Date: 2017/01/01
ISBN: 9789352861637
Topic:
Business
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Book Description
"People are the primary resources of an organisation. Hence, the first edition of Organisational Behaviour by P. S. James focuses on how to help its readers ‘create sustainable competitive advantage through people’.
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Table of Contents
Cover
About Pearson
Title Page
Foreword
Preface
Acknowledgments
About the Author
Testimonials
1: Fundamentals of an Organisation and Basics of Management
Section I: Fundamentals of an Organisation
What is an Organisation?
What Do Organisations Do?
Types of Organisations
Sequence of Building an Organisation
Section II: Fundamentals of Management
What is Management?
Objectives of Management
Importance of Management
Characteristics/Salient Features of Management
Henry Mintzberg’s Six Characteristics of Management (also called Nature of Management)
Section III: Approaches/Perspectives to Understand Management
Overview
Activity Perspective
Roles of a Manager (Henry Mintzberg’s Framework)
• Beyond Mintzberg’s Framework
• Alternative Classification of Roles, Responsibilities, and Activities/Tasks
• Managerial Competencies/Skills
Management Team or Group Perspective
Social and Interactive Process Perspective
Academic Discipline Perspective
Is Management an Art or a Science?
• 14 Principles of Management by Henri Fayol
• Criticism of Henry Fayol’s Principles of Management
Management as a Resource Perspective
Management Function/Process Perspective
Section IV: Management Functions/Processes
Overview
Planning
What is Planning?
• Principles of Planning
• Why is Planning Important?
• Types of Planning
• Steps in Planning
• Planning and Organisational Behaviour
Organising
What is Organising?
• Organising and OB
Staffing
What is Staffing?
• Principles of Staffing
• Importance of Staffing
• Types of Staffing
• Steps in Staffing/Process of Staffing
• Staffing and Organisational Behaviour
Directing/Leading
What is Directing/Leading
• Principles of Leading
• Importance of Directing/Leading
• Types or Styles of Directing/Leading
• Steps in Directing/Leading
• Directing/Leading and Organisational Behaviour
Controlling
What is Controlling?
• Principles of Controlling
• Importance of Controlling
• Type of Controlling
• Steps in Controlling
• Controlling and Organisational Behaviour
Summary
VAK-1 – What Are Managerial Competencies?
VAK-2 – How Valuable are Values for our Companies?
Test Your Understanding
Assimilation Questions
Application Challenges
Approach to Teaching/Learning
2: Fundamentals of Behaviour
Section I: Definition and Fundamental Basis of Behaviour
Cognition, Conation, and Affect
Cognition
• Conation
• Affect
What is Behaviour?
Biological Basis of Behaviour
Understanding Neurological Sophistication of Human Beings
• Neuron, the Basic Entity in the Nervous System
• Role of Neurotransmitters in Transmitting Impulse/Stimuli
• Reaction of Neurotransmitters When Stimulated
• All or None Rule
• Neurotransmitters and Their Influence on Behaviour
• Neurotransmitters are Chemicals and They can be Fooled
• Nervous System and Its Influence on Behaviour
• Peripheral Nervous System
• The Central Nervous System
• Brain and Its Influence on Behaviour
• Hemispherical Specialisation of the Brain and Its Influence on Behaviour
• Endocrine System and Its Influence on Behaviour
Section II: Influence of Heredity Environment and Social Context on Behaviour
Heredity as Basis of Behaviour
Environment and its Influence on Behaviour
Influence of Social Context on Behaviour
Person Perception
• Attribution Processes
• Interpersonal Attraction
• Attitudes
• Conformity and Obedience
• Behaviour in Groups
• Implications of Social Factors for Organisational Behaviour
Section III: Influence of Human Development Stages on Behaviour
Prenatal Stage
Childhood
Adolescence
Adulthood
Summary
VAK-1 – Evolutionary Psychology: Are We Ready for a Go at It?
VAK-2 – Hey, Leadership is Genetic, Stupid!
Test Your Understanding
Assimilation Questions
Application Challenges
Approach to Teaching/Learning
3: Fundamentals of Organisational Behaviour
Section I: Introduction to Organisational Behaviour (OB)
Meaning and Definitions of OB
Critical Examination of Definitions and Meaning of OB
Components or Elements of OB and OB Variables
Goals of OB
Scope of OB
Interdisciplinary Nature of OB
Importance of OB
Differentiating Between Organisational Behaviour, Organisational Theory, and Organisational Development
OB Matrix
OB Model
What is a Model?
OB Model 1-Stimulus/Response Model
OB Model 2-Intervention Model
Section II: Schools of Management Thought and Evolution of OB
Schools of Management Thought
Classical School
Classical School with Focus on Shop Floor
• Contribution of Fredrick W. Taylor (Scientific Management or Taylorism)
• Principles of Scientific Management
• Contribution of Henry L. Gantt to Classical School
• Contribution of Frank B. and Lillian M. Gilbreth
• Classical School with Focus on the Organisation
• Classical School with Focus on Supervisor–Subordinate Relationship
• Classical School and OB
Behavioural School/Neoclassical School
Human Relationship Approach
• Hawthorne Experiments by Elton Mayo
• Findings of the Hawthorne Study
• Criticism of the Hawthorne Study
• Behavioural School and OB
Modern Schools
Quantitative School (Also Called Management Science Perspective)
• Contingency School/Approach
• Management by Objective
• Systems School (also referred to as Systems Approach)
• Edward Deming’s Approach
• William Ouchi’s Theory ‘Z’
• Thomas Peters and Robert Waterman’s Thoughts
• Management by Wandering (or Walking) Around
Section III: Behaviours that Affect Performance
Absenteeism
Presenteeism
Turnover
Involvement
Organisational Commitment
Employee Engagement
Organisational Citizenship Behaviour
Job Satisfaction
Counterproductive Work Behaviour
Workplace Deviance
Workplace Bullying
Proactivity or Proactive Behaviour
Section IV: Contemporary Realities That Affect OB
Globalisation
Diversity
Technology
Social Media
Ethics
Corporate Social Responsibility
Sustainability
Change Management
Organisational Transformation
Co-Creation
Empowerment
Managing Managers
Summary
VAK-1 – Create a Sexual Harassment Policy
VAK-2 – Employee Engagement
Test Your Understanding
Assimilation Questions
Application Challenges
Approach to Teaching/Learning
4: Sensation and Perception
Section I: What is Sensation and Perception?
Definition of Sensation and Perception and Differences Between Them
Types of Sensations and Perceptions
Visual Sensation and Perception
• Perceptual Hypothesis
• Implications of Visual Perception for Organisations and Management
• Auditory Sensation and Perception
• Implications of Auditory Perception for Organisations and Management
• Tactile (Touch) Sensation and Perceptions
• Kinesthetic Sense and Perception
• Vestibular Sensory and Perception System
• Sensory Integration
Section II: Perception–Models, Process and Theories
Importance and Scope of Perception
Components of Perception
Basic Model of Perception
Perceptual Process
Factors Affecting Perception
Theories of Perception
Perception-Based View (PBV)
Section III: Perceptual Distortions/Biases
Perceptual Distortion/Perceptual Biases/Perceptual Errors
Social Perception
Perceptual Illusion
Section IV: Impact of Perception on Modern the Organisations
Perceptions and Organisation
Perception and Competitiveness
Implications of Perception for Management Functions/Processes
How Does Information Age Influence Perception?
Services Business and Perception
Measuring Perception
Enhancing Perceptual Skills
Changing Perception
Perceptual Congruence
Summary
VAK-1 – The Inner GPS
VAK-2 – Sound and Vision Work Hand in Hand
Test Your Understanding
Assimilation Questions
Application Challenges
Approach to Teaching/Learning
5: The Self, Personality, and Other Individual Attributes
Section I: The Self and Related Determinants of OB
The Self
Self-Concept and its Application
Self-Awareness and Self-Consciousness
Self-Knowledge
Self-Esteem
Self-Efficacy
Locus of Control
Johari Window, The Window to Self and Application in Organisations
Section II: What is Personality and Why Does it Matter?
What is Personality?
Concept
• Definitions
• Nature of Personality
Why Does Personality Matter?
Determinants of Personality
Heredity
• Environment
• Nature–Nurture Controversy
• Other Determinants
Structure of Personality
Freud’s Three Construct Structure
• Awareness
• Carl Roger’s Single Construct Structure
• Impact of Structure on Personality
Section III: Perspectives and Theories of Personality
Psychodynamic Perspective
Psychoanalytic Theory
• Summary of Psychodynamic perspective
Behavioural Perspective
Conditioning
• Social Learning
• Situation
• Summary of Behavioural Perspective
Humanistic Perspective
Summary of Humanistic Theories
Biological Perspective
Summary of Biological Perspective
Trait Theories
Summary of Trait Theories
Type Theories
Other Typologies
Summary of Type Theories
Kelly’s Theory of Personal Constructs
Section IV: Personality Assessment
The Personality Cauldron: What Do All These Mean for Organisational Behaviour?
Types of Personality Tests
Self-reporting Tests
MMPI (Minnesota Multiphasic Personality Inventory)
• The 16 PF
• Big Five Personality Test
• Myers Briggs Type Indicator
Projective Tests
Section V: Other Important Individual Attributes and Implications of ‘Self’ and ‘Personality’ for OB
Optimism Versus Pessimism
Ability
Aptitude
Talent
Taking an Integrated View
Summary
VAK-1 – Good Parenting to Create Great Kids
Based on Erik Erikson’s (1902–1994) Work
VAK-2 – Indicators of Big Five Personality Factors in Work Place
VAK-3 – Indicators of MBTI Types in Work Place
Test Your Understanding
Assimilation Questions
Application Challenges
Approach to Teaching/Learning
6: Values and Attitudes
Section I: Basics of Values
Definition, Nature and Scope of Values
Definition
• Nature/Characteristics of Values
• Scope
Importance of Values in OB
Determinants of Values
Sources of Values
Types/Classification of Values
Basic Values and Value Theory
• Terminal and Instrumental Values (often referred to as Rokeach’s values)
Section II: Role of Values and Value Champion
Organisational Values form the Foundation of OB
Values are Central to Organisational Vision
Value Congruence Leads to Better Performance
Value Champions
Section III: Implications of Values for Business
Impact of the Information Age on Values
Impact of Values on the Services Business
Impact of Values on Management Processes
Section IV: What is Attitude?
Definition
Differentiating Attitude From Other Terms
Components of Attitude (Also Referred to as Attitude Structure, Attitude Systems, ABC Theory and ABC Model)
Nature/Characteristics of Attitude
Accessible Attitudes
Functions/Benefits/Importance of Attitude
Sources of Attitude
Types of Job-related Attitudes
Section V: Theories and Concepts of Attitude
Theories of Attitudes
Attitude Formation
Attitude Strength
Implicit and Explicit Attitudes
Measurement of Attitude
Section VI: Changing Attitudes Change
Methods to Change Attitude
The Yale Study
Subject
• Message
• Communicator
Attitude Changing Process
Elaboration Likelihood Model
• Low Effort Processing
• High Effort Processing
Contemporary Thoughts on Attitude Change
Interrelationship Between Perception, Values and Attitudes
Do Attitudes Change Behaviour or do Behaviours Change Attitudes?
Behaviour Changes Attitude
Section VII: Implications for Business
Impact of Information Age on Attitudes
Impact of Attitudes on Service Economy
Impact of Attitudes on Management Processes
Summary
VAK-1 – New Realities and Attitude
VAK-2 – Who Changes More—the Young or the Old?
Test Your Understanding
Assimilation Questions
Application Challenges
Approach to Teaching/Learning
7: Learning
Section I: What is Learning?
Definition
Importance of Learning
Concept of Learning
Section II: Theories of Learning
Behavioural Theories
Classical Conditioning
• Operant Conditioning
• Reward, Punishment, and Reinforcement
• Some Truths about Punishment
• Shaping Behaviour
• Reinforcers
Cognitive Learning Theories
Social Learning Theory
Section III: Principles and Application of Learning
Principles of Learning
Learning Strategies
Learning Styles
Application of Learning in Organisations
Designing a Learning Program in an Organisation
Section IV: Contemporary Issues in Learning
Experiential Learning
Adult Learning (Andragogy)
Principles of Andragogy
Self-Learning or Self-Directed Learning/Self-Regulated Learning
Learning about Self or Self-Awareness in the Learning Context
Transformative Learning
Language and Learning
Learning from Different Domains
Learning to Learn
Learning in the Mobile Age
Knowledge Management
Learning Organisations
E-Learning
Summary
VAK-1 – Cognition and Metacognition: What is the Difference?
VAK-2 – Virtual Reality-Aided Learning (VRAL)
Test Your Understanding
Assimilation Questions
Application Challenges
Approach to Teaching/Learning
8: Work Motivation
Section I: What is Motivation?
What is Motivation?
Importance of Workforce Motivation
Characteristics of Motivation?
Types of Motivation
Section II: Motivational Theories
Introduction to Motivational Theories
Content Theories
Maslow’s Theory of Need Hierarchy
• Alderfer’s ERG (Existence, Relatedness, and Growth) Theory
• McClelland’s Need Theory
• Herzberg’s Theory of Hygiene and Motivation (also called Dual Factor Theory)
• McGregor’s X & Y Theory
Process Theories of Motivation
Vroom’s Expectancy Theory
• Porter and Lawler’s Theory of Individual Differences
• Adam’s Equity Theory
• Goal Theory
• Bandura’s Social Cognition and Self-efficacy Theory
Other Contemporary Theories
Motivational Language Theory
• New Model of Employee Motivation (ABCD/Four Factor/Nitin Nohria Model)
Section III: Motivating Strategies, Tools, and Barriers to Motivation
Motivational Strategies
Tools for Motivating
Barriers to Motivation
Section IV: Motivating in Contemporary Workplace
Motivating in the Knowledge Era
Self-motivation
Team Motivation
Emotions and Motivation
Morale and Motivation
Motivation the Millennial Workforce
Summary
VAK-1 – The Great Dilemma!!
VAK-2 – Motivation: Forays into Neuroscience
Test Your Understanding
Assimilation Questions
Application Challenges
Approach to Teaching/Learning
9: Intelligence, Emotions, and Moods
Section I: Intelligence - General
What is Intelligence?
Scope and Importance of Intelligence
Determinants of Intelligence
Heredity
• Environment
• Stereotype Vulnerability as a Determinant
• Cultural Bias of Intelligence Tests as a Determinant
• Biological Determinant
• Interaction of Heredity and Environment
Intelligence Tests
Binet’s Test
• Stanford Binet Test
• Wechsler’ Intelligence Test
Functions of Intelligence
Section II: Nature of Intelligence/Theories of Intelligence
Geographic Perspective
Spearman’s Two Factor Theory (‘g’ and ‘s’ factors)
• Multiple Factors (Opposition to Spearman’s Theory)
Computational Perspective
Biological Perspective
Epistemological Perspective
Social Perspective
Anthropological Perspective
Systems Perspective
Section III: What is Emotion?
Affect, Emotions, and Mood
An Overview of Emotion
Definition of Emotion
Types of Emotions
Characteristics of Emotions
Determinants/Components of Emotion
Cognitive Determinant (Appraisal)
• Physiological Determinants
• Behavioural Determinant
• Cultural Determinants
Importance of Emotions in the Workplace
Theories of Emotion
Common Sense Theory
• James-Lange Theory
• Cannon-Bard Theory
• Schachter’s Two-Factor Theory
• Evolutionary Theories
Section IV: Emotions and Decision-making
Integral Emotions
Incidental Emotion
Emotional Valence and Other Influencers
Content and Depth of Thought
Goals
Interpersonal Decision
Minimizing the Effect of Emotions in Decision-Making
Time Delay
• Suppression
• Reappraisal
• Inducing Counter-emotional State
• Increasing Cognitive Effort
• Saturating
• Increasing Awareness of Misattribution
• Default Choice Architecture
Section V: Emotional Quotient (EQ)/Emotional Intelligence (EI)
Overview of Emotional Intelligence
Definition of EI
Ability Model
• Trait Model
• Mixed Model
Components of EI
Section VI: Organisational Application of Emotional Intelligence
Emotional Labour
Emotional Contagion
Emotional Hijack/Amygdala Hijack
EI and Leadership
EI for Creating Organisational Climate
EI and Negotiations
EI and Customer Relationship
EI and Decision-Making
Role of EI in Service Economy
EI in the Digital Age
EI and Millennial Workforce
Section VII: Moods
What Are Moods?
Definition of Mood and How Moods Differ from Emotions
Classification of Mood
Causes of Mood
Energetic Arousal
• Tense Arousal
Managing Moods in the Workplace
Summary
VAK-1 – Is an Emotionally Bruising Workplace the Modern Reality?
VAK-2 – Will Pepper Support You in Your Emotional Quest?
Test Your Understanding
Assimilation Questions
Application Challenges
Approach to Teaching/Learning
10: Interpersonal Relationship and Interpersonal Behaviour
Section I: Introduction to Interpersonal Behaviour and Interpersonal Relationship
Definition
Factors that Influence Interpersonal Behaviour
Mere Presence
• Attraction
• Close Relationship
• Impact of Close Relationship
• Need for Belongingness
Theories of Interpersonal Behaviour
Habit Creation Model
• Theory of Planned Behaviour
• Stern’s Attitude-Behaviour-Context (ABC) Model
• Triandis’ Theory of Interpersonal Relation
Section II: Tools for Understanding Interpersonal Relationship
Transactional Analysis
Ego states
• Transactions
• Strokes
Interpersonal Style
Three-Dimensional Theory of Interpersonal Behaviour or Fundamental Interpersonal Orientation-Behaviour (FIRO-B)
Theoretical background of FIRO-B
• Testing and Scoring FIRO-B
Section III: Application of Interpersonal Relationship
Interpersonal Behaviour and Relation Building in the Information Age
Interpersonal Behaviour in the Context of Millennials
Interpersonal Behaviour and Performance in the Service Economy
Implications for the Manager and Management Processes
How to Develop Interpersonal Skills and Relationship?
Tips for Improving Interpersonal Effectiveness
Summary
VAK-1 – Internet and Close Relationship?
VAK-2 – Do You Have a Work Spouse?
Test Your Understanding
Assimilation Questions
Application Challenges
Approach to Teaching/Learning
11: Work Groups and Networks
Section I: The Phenomenon called Group
Why Do People Join Groups?
Definition of a Group?
Characteristics of a Group
Importance/Benefits of Groups in the Workplace
Types of Groups
Section II: Group Dynamics
What is Group Dynamics?
Stages of Group Formation
Five Stage Model or Tuckman’s Model
• Punctuated Equilibrium Model
• Other Models
Factors That Create Group Dynamics/Properties of a Group
Functions of a Group
• Size of the Group
• Norms
• Role
• Status
• Group Cohesion
• Diversity
Section III: Managing Behavioural Outcomes of Group Dynamics
Behaviour in Groups
Social Loafing
Conformity
Managing Conformity
Groupthink
Preventing Groupthink
Group Polarisation and Group Shift/Risky Shift
Why do Group Polarisation and Group Shift take place?
Group Vitality
Impact of Technology on Group Dynamics
Group Decision-Making
Managing Group Dynamics in Workplace Groups
Section IV: Networks
What is a Network?
Business Networks and Organisational Networks
Business Networks
• Organisational Networks
Network Versus Groups in Organisations
Types of Networks in Organisations
Importance of Networks in Organisations
Factors that Affect Networks
Social Media Networks and Workplace
Summary
VAK-1 – 24 Characteristics of an Effective Group
VAK-2 – Silicon Valley, a Network of Networks
Test Your Understanding
Assimilation Questions
Application Challenges
Approach to Teaching/Learning
12: Leadership
Section I: Introduction to Leadership
Importance of Leadership
Definitions of Leadership
Roles of a Leader
Can Leadership be Taught?
The Leader vs. the Manager Debate
Section II: Traditional Leadership Theories
Concepts/Models/Theories of Leadership
Trait/Great Man Theory
Emergent Leadership Theory
Leadership Style (Behavioural) Theories
The Search for Ideal Combination of Task/Relationship Orientation
Contingency Theories of Leadership
Fielder’s Contingency Model or FCM
• Path-goal Theory
• Situational Leadership Theory (SLT) or Hersey Blanchard Theory of Situational Leadership
• Leadership Substitute Theory
• Multiple Linkage Model
Comparison of Various Contingency Theories
Shortcomings of Contingency Theories
Section III: New Leadership Theories
Introduction to New Leadership Theories
Full-range Leadership Theory
Laissez Faire
• Transactional Leadership
Transformational Leadership
Transformational Leadership (Bass and Avolio Model)
• Transformational Leadership (Tichy and Devanna Model)
• Transformational Leadership (Rafferty and Griffin Model)
• Characteristics of a Transformational Leader
Other Models of Leadership
Visionary Leadership
• Charismatic Leadership
• Servant Leadership
• Level 5 Leadership
• Authentic Leadership
• The Scandinavian Leadership Model
• Spiritual Leadership
• Transcendental Leadership
• Organic Leadership
• Distant and Close Leadership
• Pragmatic Leadership
• Strategic Leadership
Critique of New Leadership Theories
Section IV: Drivers, Impact, and Challenges of Leadership
Drivers of Leadership
Personality
• Culture
Impact of Leadership
Challenges of Leadership
Expectations from Leaders of the Future
• Challenges for Leadership in Modern Organisations
Section V: Developing and Nurturing Leadership
Leadership Development
Leadership Competencies
Bennis’ Six
• Boyatzis’ Twenty
• Role Competency Model
• Corporates’/Consultants’ Models of Leadership Competencies
Different Methods of Leadership Development
Summary
VAK-1 – Leadership Development Forever: Training at GE
VAK-2 – Dale Carnegie’s Principles of Influence/Persuasion
Test Your Understanding
Assimilation Questions
Application Challenges
Approach to Teaching/Learning
13: Power, Authority, Influence, and Politics
Section I: Power General
What is Power?
Definition of Power
Characteristics/Nature of Power (Also Referred to as Properties of Power)
Sources (bases) of Power
French and Ravens Model
• Other Bases of Power
Types of Power
Power Structure and Power Blocks
Power Structure
• Power Blocks/Coalitions
Model of Power
Section II: Theories of Power
Dependence Theory of Power
Networks Theory of Power
Three-Dimensional Approach of Power or Luke’s Three Faces of Power
Three-Process Theory/Approach
Hickson’s Theory
Section III: Power in Workplace
Effect of Power on Organsational Factors
Power and Decision Making
• Power and Rule Making
• Power and Teams/groups
• Power and Networks
• Power and Social Media
Application of Power in Organisations
Regulating of Power
• Effective Use of Power
• Lower Functionary (Employee) Power
• Unequal Power in the Workplace
Section IV: Authority
Relation between Power and Authority
Definition of Authority
Types/Sources of Authority
Need for Charismatic Authority
Section V: Influence and its Application
What is Influence?
Differentiating between Power and Influence
Importance of Influence
Types/Classification of Influence
Creating Influence in the Workplace
Cialdini’s Six Principles of Influence
Social Media and Influence
Leadership and Influence
Influence in Virtual Organisations/Networks
Section VI: Organisational Politics and its Management
Meaning and Definition of Politics
Two Sides of Organisational Politics
Causes (Factors Affecting) of Organisational Politics
Person-Related Causes
• Job/Work-related Factors
• Organisation-related Factors
Political Behaviour/Tatics
Individual
• Group Level
Managing and Leveraging Organisational Politics
Summary
VAK-1 – Cialdini’s Six Principles of Influence
VAK-2 – Dale Carnegie’s Twelve Principles of Influence/Persuasion
Test Your Understanding
Assimilation Questions
Application Challenges
Approach to Teaching/Learning
14: Organisational Structure, Design, Systems, Processes, and Work Design
Section I: Structure - General
What is Structure?
Definition of Structure
Organisational Chart
Functions of Structure
Section II: Designing Organisational Structures
Contingency Approach to Organisational Design
Frameworks in Organisational Design
Mintzberg Framework/Model
• Miles Framework
• Tom Burns’ Framework
Components/Dimensions of Structure (or Concepts in Organisational Structure/Criteria for Creating Organisational Structure)
Factors That Influence Design of Structure
Section III: Forms of Organisational Design and Evaluating an Organisational Design
Traditional Forms of Organisational Design
New Forms of Organisational Design
Horizontal Organisation
• Networked Organisation
• Virtual Organisation
• Boundaryless Organisation
• Learning Organisation
Evaluating/Assessing Organisational Design
Impact of Organisational Structure on OB
Section IV: Organisational System, Processes, and Work Design
What is a System?
What is a Process?
Work Design
Summary
VAK-1 – What Predicts Innovation? Elite Values or Organisational Structure?
VAK-2 – Structure of Indian Democracy
Test Your Understanding
Assimilation Questions
Application Challenges
Approach to Teaching/Learning
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