- 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
- Copyright
Organisational Behaviour
P. S. James
Professor and Chairperson
Organisational Behaviour and Human Resource Area
T. A. Pai Management Institute (TAPMI), Manipal
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