Organizational Behaviour

Second Edition

Dipak Kumar Bhattacharyya

Provides a thorough understanding of the basic concepts of organizational behavior
Includes topics such as use and abuse of emotional intelligence at the work place, value analysis, globalization and organizational behaviour, organizational behaviour and TQM, OB and six sigma practices, strategic knowledge management in Indian organizations, catalysts for knowledge management practices in organizations
Includes pedagogical features such as side-bars, boxed exhibits, practitioner speak, end-chapter questions and problems, and a recapitulation of the topics covered

Organizational Behaviour

Second Edition

Dipak Kumar Bhattacharyya

Description

It provides a comprehensive coverage of the fundamental concepts of the subject, which will be useful to postgraduate students as well as practitioners. The book begins with an introduction to organization behaviour and management, evolution of organizational behaviour, organizational strategies and policies, organizational structure and systems, personality and its influence on organizational behaviour, and then moves on to the study of attitude and its measurement, emotional intelligence and organizational behaviour, organizational behaviour and group. This is followed by a study of topics such as conflict management and stress in organizations, organizational behaviour and job design, employee motivation, leadership, power and politics in organizations, and communication and negotiation in organizations. Subsequently, the book covers chapters such as globalization and organizational behaviour, ethics and organizational behaviour, learning organizations, organizational culture, introduction to organizational change, and knowledge management. Finally, the text covers organizational behaviour research and total quality management and organizational behaviour.

Organizational Behaviour

Second Edition

Dipak Kumar Bhattacharyya

Preface
1:Chapter 1: Introduction to organizational behaviour and management
Introduction
Nature of management
Meaning of management
Different dimensions of management
Management functions and processes
Important characteristics and features of management
Excellence at Macquarie Bank
2:Chapter 2: Evolution of organizational behaviour
Introduction
Pre-classical approach
Classical school of thoughts
Behavioural theories Neo-classical approach
Modern approaches
Contemporary school of management thoughts
Management by objectives
The HP way
3:Chapter 3: Organizational strategies and policies
Introduction
Prescriptive schools
Descriptive schools
Strategy across levels
Tactics and strategy
Strategy and organizational behaviour
Aligning strategies to transform people
Example of strategy and action plan for HRM
Policy
Strategic control
Operational control systems
Marico Surviving a fiercely competitive industry
Appendix 3.1: Employee leave policy
4:Chapter 4: Organizational structure and systems
Introduction
Definitions and principles of organization
Theories of organization
Basic principles of organization or organizing
Human factors in organizing
Important steps in organizing
Importance and benefits of organization
Types of organization
Organizational structure
What comes first strategy or structure?
Developing an organizational structure or design
Dynamic organization structure and departmentation
Organizing as part of total management task
Delegation versus decentralization
Line and staff relations
Span of management
Virtual and networked organizations
Designing organizations for uncertain environment
The Chinese dragon and a new organization structure
5:Chapter 5: Personality and its influence on organization behaviour
Introduction
Personality and organizational behaviour
Personality theories
Definition of personality
Charactierstics of personality
Determinants of personality
Personality and individual differences
Personality types
Personality opposites
Jungian types, Myers-Briggs, and the four temperaments
Measurement of personality traits
Situation versus personality debate
Biological approach to personality
Learning perspectives of personality
Phenomenological perspectives on personality
Personality measurement
Relating personality to behaviour
Perception and its influence on individual behaviour
Individual behaviour and performance
Thinking and the decision-making process
Impression management
Dabur India Limited Success story of a century old Indian conglomerate
6:Chapter 6: Attitude and its measurement
Introduction
Definition and concepts
Attitude-behaviour relationship
Values and attitudes
Attitudes and organizational behaviour
Attitude measurement
Attitude survey
HRD and attitudinal change
Accuracy, reliability, and validity scale
Managing work culture transformation
7:Chapter 7: Emotional intelligence and organizational behaviour
Introduction
Historical roots of emotional intelligence
Understanding emotional intelligence
Nature of emotional intelligence
Use of emotional intelligence at work
Use and abuse of emotional intelligence at workplace
Emotional intelligence, individual behaviour and performance
Assessment of emotional intelligence and competence
Management of emotions
Models of emotional intelligence
NLP and emotional intelligence
Emotional labour
Affective events theory
Emotional intelligence at the workplace
8:Chapter 8: Organizational behaviour and group
Introduction
Importance of studying groups
Definition
Types of groups
Theories of group formation
Stages of group development
Effectiveness of groups
Decision making in groups
Groupthink
Reasons for joining groups
Groups and organizational culture
Model of team development
Group roles and norms
Group dynamics
Group dynamics at Megasoft
9:Chapter 9: Conflict management and stress in organizations
Introduction
Definition and concept of conflict
Causes of conflict
Conflict management
Conflict models and strategies
Stress in organizations
Conflict management process
Grievance handling
Principles of natural justice
Collective bargaining as conflict resolution strategy
Conflict management at Supreme India
Appendix 9.1: Sample disciplinary policy
10:Chapter 10: Organizational behaviour and job design
Introduction
Definition and concepts
Job design
Steps in job design
Job analysis methods
Use of assessment centres
Approach for job analysis
Job description
Job evaluation
Job assessment
Work measurement
Ergonomics
Motion economy
Human engineering
Value analysis
Competency-based approach in job design
Amrita Sagar
Appendix 10.1: Job analysis data sheet
Appendix 10.2: Job description and specifications
Appendix 10.3: Competency sets and the evidences required for the job of regional director
11:Chapter 11: Employee motivation
Introduction
Motivation elements
Definition and concept
Important objectives of motivation
Mechanisms of motivation
Theories of motivation
Employee counseling
Designing motivational strategies
ICBANK Model of employee motivation
12:Chapter 12: Leadership
Introduction
Definitions and characteristics
Management and leadership
Formal and informal leaders
Significance of leadership
Leadership qualities
Organizational leadership and environment
Functions of leadership
Leadership and power
Leadership styles
Leadership attitudes
Leadership skill
Leadership theories
Widely acclaimed studies on leadership
Grouping of leadership theories
Entrepreneurial leadership
Language of leaders
A leadership case study MOVEFAST
13:Chapter 13: Power and politics in organizations
Introduction
Theories of power
Organizational power and control
Power and systems of organizational membership
Sources of power
Power and empowerment power to the people
Organizational politics
The fall of Sona Computers
14:Chapter 14: Communication and negotiation in organizations
Introduction
Definition and concepts
Nature of communication
Effective communication
Psychological and behavioural influence on communication
Group communications
Communication barriers
Transactional analysis
Negotiation
Failed Communication
15:Chapter 15: Globalization and organizational behaviour
Introduction
Definition and concepts
Globalization challenges for managing organizational behaviour
Impact of globalization on organizational behaviour
Globalization and changing business practices in India
Six Sigma, globalization and technological change
International organizational behaviour
Korean management
Appendix 15.1: WTO brief
16:Chapter 16: Ethics and organizational behaviour
Introduction
Definitions and concepts
Code of ethics and code of conduct
Test of ethical decision making
Stakeholders and ethical organizations
Building ethical culture in organizations
Perception versus behavioural issues and ethics
What are values?
Ethics of production
Ethics of intellectual property rights, knowledge, and skills
International business ethics
Dimensions of business ethics
Conflicting interest
Ethics of leadership
17:Chapter 17: Learning organizations
Introduction
Characteristics of learning organization
Steps for developing a learning organization
Implementation strategies for learning organizations
Model of learning organization
Learning cycle
Desired behavioural changes for learning organizations
Dialogue and the learning organization
Why learning organizations work
Learning orientations
Learning curve
T-Mobile Intensifying the learning gain
18:Chapter 18: Organizational culture
Introduction
Definition and concept
Organizational culture and organizational behavioural practices
Managing corporate culture changes
Organizational culture and organizational climate
Organizational culture from global perspective in the context of globalization
Merger and acquisition and impact on corporate culture
Hofstedes cultural orientation model
Applications for the culture in the workplace
Organizational structure
Managing change in Tata Consultancy Services Ltd
19:Chapter 19: Introduction to organizational Change
Introduction
Definitions and concepts
Theories on organizational change
Needs for organizational change
Philosophy of organizational change
Steps to successful change
Organizational transition
Differences between organizational change, transformation, and renewal
Change triggers
Key elements for success in organizational change
Organizational change tips
Troubleshooting tips for organizational change
Organizational change through training and development
Generic change or transition models
Types of change
Systems thinking and change
Change management strategies
Personal construct psychology and organizational change
ABC technique and organizational change
Change equation
Integrative approach to organizational change
Role of organizational change consultants
Common drawbacks in implementing organizational change
Navigating change: Lessons from HUL
20:Chapter 20: Knowledge Management
Introduction
Definition and concepts
Integral components of knowledge management
Benefits of knowledge management
Building a knowledge organization
Knowledge management strategy
Knowledge-strategy link
Strategic knowledge management in Indian organizations
Indian companies and knowledge management
Knowledge management and resource-based competitive advantage
Catalysts for knowledge management practices in organizations
Knowledge management and organizational behaviour
Reengineering AIMA through knowledge management
21:Chapter 21: Organizational behaviour research
Introduction
Basic concepts
Ethical issues in OB research
Tools and techniques of OB research
Framing of hypotheses
Data types and preparation for analysis
Some uncommon data collection methods for OB research
Processing and coding of data
Analysis and interpretation of data
Meta-analysis
Qualitative research considerations
RichOvernight Financial Services
22:Chapter 22: Total quality management and Organizational behaviour
Introduction
TQM and the operating environment of organizations
ISO standards and TQM systems
Teams and teamwork
Organizational behaviour and TQM
OB and Six Sigma practices
Innovative customer service at EMC Corporation
Index

Organizational Behaviour

Second Edition

Dipak Kumar Bhattacharyya

Author Information

Dipak Kumar Bhattacharyya, Xavier Institute of Management, Bhuvaneshwar

Dipak Kumar Bhattacharyya is presently Professor, Organizational Behaviour, Xavier Institute of Management, Bhubaneswar (XIMB). Earlier, he was the Dean of the Indian Institute of Social Welfare and Business Management (IISWBM), Kolkata, and served as the Director of the Institute of Engineering & Management (IEM), Kolkata, and AIMA-CME, New Delhi. He was also a visiting professor at XLRI Jamshedpur. With more than fifteen years of professional experience and over twenty years of teaching experience, he is actively involved in research, training, and consulting activities. Dr Bhattacharyya has authored several books on HR and management along with over 100 articles and papers published in various journals of national and international repute.