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CONTENTS

Unit I: Introduction to Organizational Behavior


Organizational Behavior Meaning and Definition of Organizational Behavior Assumptions of Organizational Behavior Features/ Nature of Organizational Behavior Scope of Organizational Behavior Determinants of Organizational Behavior/ Key Forces Affecting OB/ Elements of OB Importance of Organizational Behavior Limitations of Organizational Behavior Fundamental Concept of Organizational Behavior Conceptual Framework for Organizational Behavior Models of Organizational Behavior Meaning and Overview Basic OB Model Types of Organizational Behavior Models Autocratic, Custodial, Supportive, Collegial Interpretation of Different Models S-R Model S-O-B-C Model Significance of the Model Contribution of Various Disciplines/Role of Behavioral Science in Management A-2 A-2 A-2 A-2 A-3 A-3 A-4 A-5 A-6 A-8 A-9 A-9 A-9 A-9 A - 10 A - 10 A - 10 A - 10 A - 11 A - 11 A - 11 A - 12 A - 12 Applications of Transaction Analysis (TA) Benefits of Transaction Analysis (TA) Limitations of Transactional Analysis Attitudes Meaning and Definition of Attitude Components of Attitudes Nature and Dimensions of Attitudes Types of Attitude / Job Related Attitudes Sources of Attitudes Formation of Attitude Attitude Behavior Consistency Measurement Factors Functions of Attitudes Attitude Theories and Models Factors Affecting Level of Dissonance Attitude Measurement Developing the Right Attitudes A - 33 A - 33 A - 33 A - 34 A - 34 A - 34 A - 35 A - 35 A - 36 A - 36 A - 37 A - 38 A - 38 A - 38 A - 40 A - 41 A - 43

Unit III: Motivation


Motivation Meaning and Definition of Motivation Characteristics of Motivation Importance of Motivation Types of Motivation Role of Money in Motivation Role of Non-Financial Incentives in Motivation Need/Motives Meaning and Definition of Motive Characteristics of Motives Classification of Motives Primary Motives Secondary Motives General Motives Need Arousal/Arousal of Motives Selection of Goals Interdependence of Needs and Goals Theories of Motivation Need/Content Theories of Work Motivation Maslows Need Priority Model Evaluation of Maslows Need Priority Model Herzbergs Motivation Maintenance Model/Two Factor Theory Criticism of Herzberg Theory Comparison of Herzberg and Maslow Models Mc Clellands Needs Theory of Motivation Alderfers ERG Theory Process Theories of Work Motivation Vrooms Expectancy Theory of Motivation Porter-Lawler Model Goal-Setting Theory Equity Theory of Work Motivation Other Theories of Motivation Theory X and Theory Y Comparison of Theories X and Y Theory Z A - 45 A - 45 A - 45 A - 46 A - 46 A - 48 A - 48 A - 49 A - 49 A - 49 A - 50 A - 50 A - 51 A - 51 A - 51 A - 52 A - 53 A - 53 A - 53 A - 53 A - 54 A - 55 A - 56 A - 56 A - 57 A - 57 A - 58 A - 59 A - 60 A - 61 A - 62 A - 64 A - 64 A - 64 A - 65

Unit II: Personality and Attitudes


Personality Meaning and Definition of Personality Nature of Personality Significance of Personality Determinants of Personality Personality Types Stages of Personality Development Freuds Stages of Personality Development Theories of Personality Jungian Personality Type Personality Attributes /Attributes Influencing Organizational Behavior Other Personality Attributes Profiles of Type A and Type B Personalities Organizational/Managerial Application of Personality Instruments to Measure Personality Johari Window Transactional Analysis (TA) Objective of TA Ego States Kinds of Transaction Life Positions A - 15 A - 15 A - 15 A - 16 A - 16 A - 18 A - 18 A - 18 A - 21 A - 22 A - 24 A - 25 A - 26 A - 26 A - 27 A - 28 A - 29 A - 29 A - 29 A - 30 A - 32

Morale Meaning and Definition Factors affecting Morale Morale and Productivity Measurement or Evaluation of Morale Morale Indicators Factors Improving Morale

A - 66 A - 66 A - 66 A - 68 A - 68 A - 69 A - 70

Unit IV: Group Dynamics and Team Building


Group Dynamics Basic Assumptions underlying the Study of Group Dynamics Features of Group Dynamics Concept of Group Meaning and Definition Characteristics of a Group Types of Groups Formal Group Informal Group Formal group vs. Informal group Group Formation Theories of Group Formation Why do People Join Groups? Phases in Group Development The Five-stage Model Six Stage Model Four Stage Model Punctuated-Equilibrium Model Team Meaning and Definition of Team Nature of Work-Team Importance of Teams Team vs. Group Types of Team Stages of Team Development Forming/Underdeveloped Stage Storming/Experimental Stage Norming/Consolidating Stage Performing/Maturity Stage Disadvantages of Work Team Resistance to Teams in Organizations Guidelines for Effective Use of Teams A - 72 A - 72 A - 72 A - 73 A - 73 A - 73 A - 73 A - 74 A - 75 A - 76 A - 76 A - 77 A - 77 A - 78 A - 78 A - 79 A - 80 A - 80 A - 81 A - 81 A - 81 A - 81 A - 82 A - 82 A - 84 A - 84 A - 84 A - 84 A - 84 A - 85 A - 85 A - 85

Types of Conflict Individual Level Conflict Group Level Conflict Organizational Conflict Resolution of Conflict Procedure for Resolution of Conflict Strategies for Resolving Conflict Conflict Management Techniques/Styles Conflict Prevention Strategies Managerial Implications of Conflict

A - 92 A - 92 A - 94 A - 95 A - 95 A - 95 A - 96 A - 97 A - 98 A - 99

Unit VI: Stress Management


Stress Meaning and Definition of Stress Features of Stress Types of Stress Causes of Stress Individual Stressor Group Level Stressors Organizational Stressors Extra-Organizational Stressors Forms of Stress Stages of Stress Consequences of Stress/ Effects of Stress Consequences for the Individual/ Effect on Individual Consequences for the Organization/ Effect on Organization Implications of Stress Managing Stress Coping Strategies at the Organizational Level Coping Strategies by Individuals Stress and Job Performance Work Life Balance Role of Work-Life Balance Tips for Better Work-Life Balance Work-life Balance Benefits to the Organization Work-life Balance Benefits to the Individual A - 101 A - 101 A - 101 A - 101 A - 102 A - 102 A - 103 A - 104 A - 104 A - 105 A - 105 A - 106 A - 106 A - 106 A - 106 A - 107 A - 107 A - 108 A - 108 A - 110 A - 110 A - 111 A - 111 A - 111

Unit VII: Change Management


Organizational Change Concept of Organizational Change Nature of Organizational Change Organizational Change as a Natural Process Importance of Change Causes/Forces of Change External Forces Internal Forces Approaches to Organizational Change Process of Organization Change Human Response to Organizational Change Resistance to Change Introduction Sources of Resistance Reasons for Resistance to Change Managing Resistance to Change Learning Meaning and Definition of Learning A - 113 A - 113 A - 113 A - 113 A - 114 A - 114 A - 114 A - 116 A - 116 A - 116 A - 117 A - 118 A - 118 A - 118 A - 119 A - 120 A - 120 A - 120

Unit V: Conflict Management


Organizational Conflict Meaning and Definition of Conflict Nature of Conflict View of Conflict Sources of Conflict Effects of Conflict Constructive and Destructive Conflict Constructive Aspect of Conflict Destructive Aspect of Conflict Issues Involved in Conflicts Process of Conflict Structural Conflict Situations/Types Conflict Situations Levels of Conflict A - 87 A - 87 A - 87 A - 87 A - 88 A - 88 A - 88 A - 88 A - 89 A - 89 A - 90 A - 91 A - 91

of

Nature of Learning Conditions for Learning Significance of Learning Types of Learned Behavior Principal Elements of Learning Learning Process Steps in Learning Process Theories of Learning Learning Problems Conditions for Effective Learning Managerial Implications of Learning Other Managerial Implications Unlearning in Organizations Model of Unlearning Individual Learning Organizational Learning How does Unlearning Occur? Learning Organization Meaning of Learning Organization Characteristics of Learning Organization Problems of Learning Organization Role of Managers in Learning Organization Role of Information Systems in Learning Organization Creating Learning Organization

A - 121 A - 121 A - 121 A - 121 A - 121 A - 122 A - 122 A - 123 A - 126 A - 126 A - 126 A - 127 A - 127 A - 127 A - 128 A - 129 A - 130 A - 131 A - 131 A - 131 A - 132 A - 132 A - 132 A - 133

Unit X: Evolution of Management Thought


Evolution of Management Thought Introduction Reasons for late Development of Management Thought and Practices Contribution to Management Thought Early Contributions Classical Approach Scientific Management Contribution of Taylor Features of Scientific Management Aims and Objectives of Scientific Management Principles of Scientific Management Techniques of Scientific Management Contribution of Gantt Contribution of Frank and Lillian Gilbreth Administrative Management/ Contribution of Henry Fayol Fayols Principles of Management Bureaucratic Management/Contribution of Max Weber Behavioral Approach Human Relation Approach/Contribution of Elton Mayo Implications of Hawthorne Experiments Criticisms of Hawthorne Experiments Behavioral Science Approach Contribution of Maslow/ Need Hierarchy Theory Contribution of Herzberg/ Two-Factor Theory Contribution of McGregor/Theory X & Theory Y Comparison of Theories X and Y Contribution of Likert Contribution of Chester Bernard Contributions of the Human Relations Approach Criticisms of the Human Relations Approach Modern Approach Quantitative Approach/ Mathematical Approach Essential Features of Mathematical School Uses and Limitations of Mathematical School Systems Approach Contingency / Situational Approach Implications of Contingency Approach Limitations of Contingency Approach Relationship between Systems and Contingency Approaches Social System Approach Decision Theory Approach Mc Kinseys 7-S framework Importance of Mc Kinseys Framework in
Strategic Planning & Management William Ouchis Theory Z

A - 153 A - 153 A - 153 A - 154 A - 154 A - 155 A - 155 A - 155 A - 156 A - 156 A - 157 A - 157 A - 158 A - 159 A - 159 A - 159 A - 161 A - 163 A - 163 A - 165 A - 165 A - 166 A - 166 A - 167 A - 167 A - 168 A - 168 A - 170 A - 171 A - 171 A - 172 A - 172 A - 173 A - 173 A - 174 A - 176 A - 176 A - 177 A - 177 A - 177 A - 178 A - 178 A - 179 A - 180

Unit VIII: Case Study


Case 1: Drinking up the Paycheck Case 2: Arresting the Neighbors Kid Case 3: The Poor Attitude Dilemma stress management Case 4: When Workers just cant cope Case 5: Round-the-Clock Stress Case 6: Sorry, no Seats are left; have a Nice Flight Case 7: Hammond Engine Company Case 8: Red becoming thicker Backdrop Case 9: GEs Work-Out A - 135 A - 135 A - 136 A - 136 A - 137 A - 138 A - 138 A - 139 A - 140

Unit IX: Concepts of Management


Management Meaning and Definition of Management Concepts of Management Nature of Management Purpose / Objectives of Management Scope of Management Need/Significance of Management Management: Science or Art? Management as an Art Main Features of Art Management as Science Management is both a Science and an Art Management as a Profession Management Process and Functions of Management Function of Management Main Functions Subsidiary Functions Levels of Management A - 142 A - 142 A - 142 A - 144 A - 144 A - 145 A - 146 A - 146 A - 147 A - 147 A - 147 A - 147 A - 148 A - 148 A - 149 A - 149 A - 150 A - 150

Unit XI
Unit XI.1: Planning
Planning Meaning and Definition of Planning Nature of Planning Objectives of Planning Scope of Planning Importance of Planning Principles of Planning Types of Plans Levels of Planning Elements of Planning Steps in Planning / Planning Process Advantages of Planning Limitations of Planning How to Make Planning Effective Management by Objective (MBO) Meaning and Definition of MBO Features of MBO Steps of Management by Objectives Making MBO Effective Advantages of MBO Disadvantages of MBO A - 182 A - 182 A - 182 A - 183 A - 183 A - 184 A - 185 A - 185 A - 186 A - 187 A - 187 A - 188 A - 189 A - 190 A - 191 A - 191 A - 191 A - 192 A - 192 A - 193 A - 193

Fundamentals of Departmentation Basis of Departmentation Departmentation by Functions Departmentation by Products Departmentation by Territory Departmentation by Customer or Service Departmentation by Process or Activity New Forms of Orgnization Organizations as Networks Types of Network Organizations / Clusters Free Form Organization Self Organizing System Positive and Negative Feedback Scope of Self-Organization Organizational Design Organizational Design for Change Organizational Effectiveness and Efficiency Organization Development Objectives of Organization Development Organization Development Process Organization Designs for Innovation New Organizational Design Principles

A - 226 A - 227 A - 227 A - 227 A - 228 A - 228 A - 229 A - 230 A - 230 A - 230 A - 231 A - 234 A - 234 A - 235 A - 236 A - 236 A - 237 A - 237 A - 238 A - 239 A - 241 A - 242

Unit XI.3: Staffing


Staffing Meaning and Definition of Staffing Features / Nature of Staffing Importance of Staffing Staffing Principles Process of Staffing / Steps in Staffing Factors Affecting Staffing External Factors Internal Factors Human Resource Planning Meaning and Definition Objectives of Human Resource Planning Human Resource Planning Process Importance of Human Resource Planning Recruitment Meaning and Definition of Recruitment Purposes and Importance of Recruitment Sources of Recruitment Selection Meaning and Definition of Selection Selection Process Importance of Selection Placement Principles of Placement Induction/Orientation Objectives of Induction Training Meaning and Definition of Training Objectives of Training Training Methods Knowledge worker Concept of Knowledge Work Characteristics of Knowledge Worker Traditional Office Work versus Knowledge Work Categorization of Knowledge Workers A - 245 A - 245 A - 245 A - 245 A - 246 A - 246 A - 247 A - 247 A - 247 A - 248 A - 248 A - 248 A - 248 A - 249 A - 250 A - 250 A - 251 A - 251 A - 251 A - 251 A - 252 A - 253 A - 253 A - 253 A - 253 A - 254 A - 254 A - 254 A - 254 A - 254 A - 257 A - 257 A - 257 A - 258 A - 259

Unit XI.2: Organizing


Organizing Concept and Definition of Organizing Nature / Characteristics of Organization Importance of Organization Principles of Organizing Process of Organizing Types of Organizations Formal Organization Informal Organization Organizational Levels Centralization and Decentralization of Authority Centralization of Authority Factors Affecting the Degree of Centralization Advantages of Centralization Disadvantages of Centralization Decentralization of Authority Factors Affecting the Degree of Decentralization Advantages of Decentralization Disadvantages of Decentralization Techniques / Methods of Decentralization Organization Structure Importance of Organizational Structure Types / Forms of Organization Structure Line Organization/Military Organization Line and Staff Organization Functional Organization Divisional Structure Project Organization Matrix Organization Team Structure Departmentation Need and Importance of Departmentation A - 195 A - 195 A - 195 A - 196 A - 196 A - 197 A - 198 A - 200 A - 201 A - 203 A - 205 A - 205 A - 205 A - 206 A - 206 A - 206 A - 207 A - 208 A - 208 A - 208 A - 209 A - 210 A - 211 A - 211 A - 213 A - 218 A - 220 A - 222 A - 223 A - 225 A - 225 A - 225

Management of Knowledge Workers Hierarchy of Knowledge Work Information Literate Knowledge Worker Technology Literate Knowledge Worker

A - 259 A - 259 A - 260 A - 260

Unit XI.4: Directing


Directing Meaning and Definition of Directing Characteristics / Nature of Direction Elements of Directing Importance of Direction Requirements of Effective Direction Principles of Direction Techniques of Direction Supervision Principles of Supervision Functions of Supervisor Types of Supervision Difference between Direction & Supervision Qualities of a Good Supervisor A - 262 A - 262 A - 262 A - 262 A - 262 A - 263 A - 263 A - 264 A - 265 A - 265 A - 265 A - 266 A - 266 A - 267

Need for Leadership Components of Leadership Informal and Formal Leaders Attributes of a Leader / Quality or Skills of a Successful Leader Leaders vs. Manager Difference between Management and Leadership Cornerstones of Effective Leaders Styles of Leadership Theories/Approaches of Leadership Traits Approach Behavioral Theories Situational Approach Evaluation of Situational Theory Leadership Grid/ Managerial Grid Developing Leadership across the Organization

A - 286 A - 286 A - 287 A - 287 A - 287 A - 288 A - 288 A - 289 A - 293 A - 293 A - 294 A - 296 A - 300 A - 300 A - 301

Unit XIII: Decision Making


Decision Making Meaning and Definition of Decision Making Nature/ Characteristics of Decision-Making Importance of Decision-Making Elements of Decision-Making Principles of Decision-Making Types of Decisions Factors Influencing Decision-Making Process /Steps of Decision Making Models of Decision Making Decision Making Conditions Tools and Techniques of Decision-Making Problems in Decision Making A - 303 A - 303 A - 303 A - 303 A - 303 A - 304 A - 304 A - 306 A - 306 A - 307 A - 309 A - 310 A - 312

Unit XI.5: Controlling


Controlling Concept and Definition Objectives of Controlling Nature of Control Importance/Significance of Control Limitations of Control Features of a Good Control System Process of Control What to Evaluate Steps in Measuring Performance Methods of Presentation of Comparison and Results Dimension or Types of Control Requirement for Effective Control / Factors in Control Effectiveness Management Control Techniques Traditional techniques Modern Techniques A - 269 A - 269 A - 269 A - 269 A - 269 A - 270 A - 270 A - 271 A - 272 A - 272 A - 274 A - 274 A - 277 A - 278 A - 278 A - 281

Unit IV: Case Study


Case 1: Case 2 Case 3: Case 4: Case 5: Case 6: Case 7: Case 8: Planning in ABC Computers Excel Oxygen Limited Zenith Electricals Ltd. Paramount Enterprises Limited Working Condition Kanishka Steel Mills President Turnaround at Damodar Valley Corporation Case 9: The New Manager A - 313 A - 313 A - 314 A - 314 A - 315 A - 316 A - 316 A - 317 A - 318

Unit XII: Leadership


Leadership Concept and Definition of Leadership Characteristics of Leadership Nature of Leadership Importance/ Function of Leadership A - 284 A - 284 A - 284 A - 284 A - 285

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