Organisational Behaviour is the study of human behaviour, individual differences, and performances in organisational settings. The field of organisational behaviour involves the individual behaviour and the factors which affect such behaviour, group behaviour and group dynamics relative to individuals within the group and the group interface with the organisation and the structure of organisation itself. Organisational behaviour prompted us to expand the management horizons and approach the subject from various angles and various viewpoints in depth and in an exhaustive manner. The book introduces the students to the concepts of organisation, organisational behaviours and how the managers fit in such organisational environment. It also describes various interdisciplinary forces that affect the complexity of human behaviour. This book has been prepared to cover extensively various facets—both micro as well as macro—of the field of Organisational Behaviour. The language of presentation is highly communicative so that it becomes interesting and comprehensive. This book describes the introductory approaches to organisational behaviour, various theories, structure and design, motivation, morale, leadership theories, interpersonal communication, personality, learning, perception, stress, power and authority, organisational change, organisational development and conflicts & negotiations. At the end of each chapter, review questions and references have been given for the students for better understanding of the subject and to facilitate quick revision for examination purposes. Sufficient number of diagrams and comparative tables and appendices have been provided throughout the book for an easy appreciation of typical business concepts. Accordingly, this book is much more comprehensive in its elaboration of introduction as well as concepts of organisational behaviour. The book has been specially designed for M.B.A. and other professional courses.

Table of Contents:
Volume – 2 11. Organisational Structure and Design Introduction, Steps in Organisational Structure, Features of Organisation Structure, Organisational Chart, Advantages of an Organisational Chart, Disadvantages of Organisational Chart, Types of Organisational Charts, Vertical Chart, Horizontal Chart, Circular Chart, Advantages of an Organisational Chart, Disadvantages of Organisational Chart, Contrasting Theories of Organisation, The Early Management Writers, Max Weber’s Bureaucracy, Organisations as Open Systems: A Modern View, Some Open-system Characteristics, Developing an Open-system Model, Mechanistic versus Organic Systems, Organisation Design, Key Factors in Design, Comparative Framework, New Structural Design Options, Modern Organisation Designs, Pure Line Organisation, Departmental Line Organisation, Project Organisation, Advantages of Project Organisation, Disadvantages of Project Organisation, Functional Organisation, The Divisional Organisation, Departmentation by Product, Departmentation by Customers, Departmentation by Area, Departmentation by Time, Matrix Organisation, Advantages of Matrix Organisation, Disadvantages of Matrix Organisation, Flat and Tall Structures, Advantages and Disadvantages of Tall & Flat Sturctures, Behavioural Implications of Flat versus Tall Structures, Horizontal Organisation, Review Questions, References. 12. Organisational Development Introduction, Characteristics of Organisational Development, Conditions for Managing Change Through Organisational Development, Managing Change and Organisational Development, Model for Managing Organisational Development, Evaluating the Program, Theoretical Development of Organisational Development, Learning Principles in the Organisational Development Context, Interventions in Organisational Development, Targets of Interventions, Agents of Intervention, Alternative Change—Client Organisation Relationships, Interventions in Formal Organisational Components, Job Redesign, System-4 Organisation, STS, Management by Objectives (MBO), Interventions in Informal Organisational Components, Interventions in Both Formal and Informal Organisational Components, Combined Organisational Development Interventions, Comprehensive Organisation Development Intervention—TQM, Overcoming Limiting Conditions, Leadership Climate, Formal Organisation, Organisational Culture, Implementing the Intervention, How Effective are OD Interventions?, Review Questions, References. 13. Interpersonal Communication Introduction, Basic Phenomenon of Communication, Features of Communication, Objectives of Communication, Scope of Communication, Functions of Communication, Various Types of Communication, Formal Communication, Informal Communication, On the Basis of Direction of Communication, Ways to Improve Downward Communication, Methods of Improving the Effectiveness of Upward Communication, The Grievance Procedure, The Open-door Policy, The Use of E-mail, Counseling, Attitude Questionnaires and Exist Interviews, Participative Techniques, An Empowerment Strategy, The Ombudsperson, A Communication Model, Two way Communication Process, Communication Barrier, Communication Symbols, Factors Responsible for Importance of Communication, Communication Need, Communication Difficulties, Communication Network, Interpersonal Communication, The Importance of Feedback to Interpersonal Communication, Other Important Variables in Interpersonal Communication, Cross-cultural Communication, Communication Technology, Management Information Systems (MIS), Telecommunications, Ombudsperson, Electronic Mail, Telecommuting, Electronic Communications, Review Questions, References. 14. Intergroup Conflicts and Negotiation Introduction, Features of Conflict, Conflict Management, Views of Conflict, Basic Forms of Conflict, Stages of Conflict, Conflict and Organisational Performance, Interpersonal Conflict, Role Conflict, Role Ambiguity, Intragroup Conflict, Intergroup Conflict, Vertical Conflict, Horizontal Conflict, Line-Staff Conflict, Diversity-based Conflict, Why Intergroup Conflict Occurs, Work Interdependence, Differences in Goals, Differences in Perceptions, Increased Demand for Specialists, Consequences of Dysfunctional Intergroup Conflict, Conflict due to Frustration, Goal Conflict, Approach–approach Conflict, Approach–avoidance Conflict, Avoidance–avoidance Conflict, Goal Conflict in Perspective, The Role of Conflict in Today’s Organisations, Managing Intergroup Conflict Through Resolution, Conflict Triggers, Resolving Conflict, Managing Intergroup Conflict Through Negotiation, Group Negotiations, Basic Types of Negotiations, Negotiation Tactics, The Impact of Personalities on the Negotiation Process, Alternatives to Direct Negotiations, Integrative Process, Distributive Process, Gender Differences, Gender Differences and Non-verbal Cues, Gender Differences in Negotiations, Cultural Differences in Negotiations, Third-party Negotiations, Review Questions, References. 15. Approaches to Learning and Reinforcement Concept of Learning, Elements of Learning Process, Factors Affecting Learning, Theoretical Processes of Learning, Behaviouristic Theories, Classical Conditioning, Operant Conditioning, Cognitive Theories, Social Learning Theory, Modeling Processes, Self–efficacy, Principles of Learning: Reinforcement and Punishment, Law of Effect, Shaping: A Managerial Tool, Reinforcement, Positive Reinforcement, Negative Reinforcement, Primary and Secondary Reinforcers, Reinforcement versus Reward, Omission, Schedules of Reinforcement, Reinforcement Schedules and Behaviour, Punishment, The Meaning of Punishment, Administering Punishment, The Use of Punishment, Organisational Behaviour Modification, Application of Behavioural Management, Organisational Reward Systems, Money as a Reward, New Pay Techniques, Analysis of Monetary Reward Systems, Non financial Rewards, Social Rewards, Feedback as a Reward, Review Questions, References. 16. Job Design and Values Job Satisfaction, Dimensions to Job Satisfaction, Influences on Job Satisfaction, Outcomes of Job Satisfaction, Satisfaction and Productivity, Satisfaction and Absenteeism, Satisfaction and Turnover, Other Effects, What Determines Job Satisfaction?, Mentally Challenging Work, How Employees Can Express Dissatisfaction?, Satisfaction and Job Performance, Job Design, Common Job Design Approaches, Job Rotation, Job Engineering, Job Enlargement, Job Enrichment, Sociotechnical Systems, Technology and Job Design, Job Characteristics Enrichment Model, Implementation Approaches, Vertical Loading, Natural Work Teams, Customer Relationships, Ownership of Product, Direct Feedback, Technology and Job Characteristics, Social Information Processing, Sociotechnical System Model, Social System, Environmental Forces, Technological System, Moderators, Key Principles, Organisational Significance, Job Analysis, Job Analysis Process, Steps in the Job Analysis Process, Job Specifications, Job Description, Components (Contents) of Job Description, Guidelines for a Good Job Description, Significance of Job Description, Preparation of Job Descriptions, Accountability for Job Description, Validity of Job Descriptions, Job Specification, Contents of Job Specification, Job Description vesus Job Specification, Job Enrichment, Values, Sources of Values, Values and Motivation, Importance of Values, Different Forms of Values, Rokeach Value Survey, Contemporary Work of Values, Loyalty, and Ethical Behaviour, Values Across Cultures, Review Questions, References. 17. Organisational Effectiveness Introduction, Factors in Organisational Effectiveness, Interrelationship among Variables, A Complex Model of Organisational Effectiveness, Perspectives of Effectiveness, Participation and Effectiveness, Style and Effectiveness, The Nature of Managerial Work, Planning Effective Performance, Organising Effective Performance, Leading Effective Performance, Controlling Effective Performance, Efficiency and Effectiveness, Three Ways to Think about Effectiveness, Factors Causing Ineffectiveness, Effectiveness through Adaptive–coping Cycle, Stages of Adaptive-coping Cycle, Long-term Goals versus Short-term Goals, Integration of Goals and Effectiveness, Management Effectiveness versus Leadership Effectiveness, Successful Leadership versus Effective Leadership, Review Questions, References. 18. Social Responsibility and Career Processes Social Responsibilities, Different Ethical Views on Social Responsibility, Social Responsibilities of Business towards Different Groups, Social Performance of Business in India, What Does Social Responsibility Involve?, What is the Role of Business in Society?, Arguments for and against Corporate Social Responsibility, Social Responsibility Strategies, Who Benefits from Corporate Social Responsibility?, The Future of Corporate Social Responsibility, Organisational Careers, Definition of a Career, Career Effectiveness, Career Identity, Career Paths, Organisational Socialisation: The Process of Joining Up, Career Changes, Matching Organisational and Individual Needs, Career Choice, Occupational Choice, Career Stages, Career Movement within an Organisation, Working-life Career Stages, Establishment Career Stage, Advancement Career Stage, Maintenance Career Stage, Withdrawal Career Stage, Women in Management, Conditions in Other Cultures, Outplacement, Career and Socialisation Processes, Review Questions, References. 19. Morale Introduction, Determinants Affecting Morale, External Factors, Internal Factors, Morale and Productivity, Indices of Low Morale, Employee Unrest, Absenteeism and Tardiness, Employee Turnover, Grievances, Need for Discipline, Fatigue and Monotony, Suggestions to Improve Morale, Morale as a Responsibility of Management. Long-term Effects of Morale, Gradual Changes in Morale, Ability of People to Withstand Stress, Factors Causing Fluctuations in Morale, Expectations of People and Reality, Morale Cannot be Permanent, Difficulties Caused by Complex Work Systems, Lack of Social Significance of Jobs, Frustration, Obsessive Thinking, Remedial Measures, Social Impacts of Modern Technology, Change and Integration, Process of Interdependence, Changes in Occupation, Emphasis on Education, Impact on Labour, Obligation of Management, Review Questions, References. 20. Organisational Innovation and Creativity Introduction to Innovation, Organisational Innovation and Creativity, Sources of Innovation, Managing Innovation and Creativity, Individual Creativity, Organisational Creativity and Innovation, Climate for Organisational Innovation and Creativity, Promoting Creativity through Culture at Xerox, Kanter’s “Ten Rules for Stifling Innovation”, Some Prescriptions for Fostering Organisational Creativity, Contemporary Change Issues for Today’s Managers, Innovation, Review Questions, References. Contemporary Case Study Author Index Subject Index Glossary