Introduction to Organizational Behavior

Organizational Behavior : Contents

Detailed Contents
Part I: Fundamentals of Organizational Behavior

Chapter 1: Understanding Organizational Behavior
Definition of Organizational Behavior - Management Roles: Interpersonal Roles; Informational Roles; Decision Roles - Management Skills: Technical Skills; Human Skills; Conceptual Skills - Generalization about Behavior - Consistency Vs Individual Differences - Theoretical Framework: Cognitive Framework; Behavioristic Framework; Social Learning Framework; A Model of Organization Behavior - Challenges and Opportunities for Organizational Behavior: The Creation of a Global Village; Adapting to Different People; Improving Quality and Productivity; Improving People Skills; Management Control to Empowerment; Stability to Flexibility, Improving Ethical Behavior - Environmental Challenges: Globalization Information Technology, Total Quality, and Diversity and Ethics - Models of Organizational Behavior: The Autocratic Model; The Custodial Model; The Supportive Model; The Collegial Model.

Chapter 2: Foundations of Human Relations and Organizational Behavior
Definitions of Human Relations and Organizational Behavior - Historical Development of Human Relations and Organizational Behavior - Scientific Management Movement; Research Studies; Other Developments; Interdisciplinary Studies; The Mature Outlook; The Emergence of Human Relations and Organizational Behavior - Contributions of Other Disciplines to Human Relations and Organizational Behavior - Significance of Human Relations and Organizational Behavior: Development of Skills; Organizational Performance - Research Foundations for Organizational Behavior: Hawthorne Studies; Theory X and Theory Y; Theory Z.

Chapter 3: Understanding People and Organizations
Uniqueness of Human Beings - Human Limitations - Influence of Internal and External Factors on Human Behavior: Instinct Vs Environment; Personality Vs Environment; Cognition Vs Environment - Understanding Behavior: Learning - Why Organizations Exist - Organizational Tasks: Task Design and Efficiency; Task Design and Motivation - The Social Aspect of Organizations.

Chapter 4: Diversity and Ethics
Concept and Nature of Diversity - Managing Diversity in Organizations: Creation of Family-Friendly Workplaces; Providing Diversity Training to Employees; Developing Mentoring Programs for Employees - Individual and Organizational Approaches to Managing Diversity: Individual Approaches; Organizational Approaches - Developing the Multicultural Organization - Ethics and Ethical Behavior in Organizations: Sexual Harassment; Pay and Promotion Discrimination; Employee Privacy Issues.

Chapter 5: Managing Communication
Definition of Communication - Historical Background of the Role of Communication: Contributions of Henri Fayol; Contributions of Chester Barnard; The Modern Perspective - Importance of Communication - The Two-way Communication Process - Problems Associated With Two-Way Communication - Nonverbal Communication: Body Language and Paralanguage; Understanding Nonverbal Communication - Downward Communication: Purposes of Downward Communication - Upward Communication: Methods of Making Upward Communication More Effective - Lateral Communication - Interactive Communication: Role of Interactive Communication; Types of Interactive Communication - Barriers to Effective Communication: Filtering; Selective Perception; Defensiveness; Language - Communication Technology: Management Information System; Electronic Mail; Telecommuting.

Chapter 6: International Organizational Behavior
Conditions Affecting Multinational Operations - How Culture Influences International OB: Differences in Cultures - Managing a Global Workforce: Cultural Adaptation - Differences in Managerial Leadership Across Cultures - Cultural Contingencies and Productivity.

Part II: Individual Behavior in Organizations

Chapter 7: Personality and Attitudes
Meaning of Personality - Personality Determinants: Heredity; Environment; Situation - Other Personality Attributes that Influence Organizational Behavior: Locus of Control; Machiavellianism; Self-Esteem; Self-Monitoring; Risk Taking; Type A Personality - The Development of Personality and Socialization: Levinson's Theory of Adult Life Stages; Hall's Career Stage Model; Argyris' Immaturity to Maturity Theory; The Socialization Process - Matching Personalities with Jobs - Concept of Attitudes: Sources of Attitudes; Types of Attitudes; Functions of Attitudes - Attitudes and Consistency - Cognitive Dissonance Theory.

Chapter 8: Motivation
Definitions of Motivation - Classification of Motives: Primary Motives; General Motives; Secondary Motives - The Content Theories of Motivation: Maslow's Hierarchy of Needs; Herzberg's Two-Factor Theory of Motivation; Alderfer's ERG Theory - The Process Theories of Work Motivation: Vroom's Expectancy Theory of Motivation; The Porter-Lawler Model - The Contemporary Theories of Work Motivation: Equity Theory; Attribution Theory; Other Emerging Theories.

Chapter 9: Perception
Meaning and Significance of Perception - Sensation vs Perception - Subprocesses of Perception - Perceptual Selectivity: External Attention Factors; Internal Set Factors - Factors Influencing Perception: The Perceiver; The Target; The Situation - Perceptual Organization: Figure-Ground; Perceptual Grouping; Perceptual Constancy; Perceptual Context; Perceptual Defense - Social Perception: Attribution; Stereotyping; The Halo Effect - Impression Management: The Process of Impression Management; Impression Management Strategies Used by Employees.

Chapter 10: Learning
Significance of Learning - The Theoretical Process of Learning: Behavioristic Theories; Cognitive Theories; Social Learning Theory - Principles of Learning: Law of Effect; Meaning of Reinforcement - Behavioral Management: Steps in the O.B Mod Process; Application of the O.B. Mod Process.

Part III: Dynamics of Organizational Behavior

Chapter 11: Leadership
Definition of Leadership - Traits of Effective Leaders - Leadership Behaviors Vs Traits - Leadership Skills - Leadership Theories: Trait Theories; Behavioral Theories; Contingency Approaches to Leadership.

Chapter 12: Empowerment and Participation
Empowerment - Participation: The Process of Participation; Advantages of Participation; Essential Prerequisites for Successful Participation - Programs for Participation: Consultative Management; Suggestion Programs; Programs Emphasizing Quality; Middle-Management Committees; Industrial Democracy; Self-Managing Teams - Limitations of Participation.

Chapter 13: Conflict, Negotiations and Intergroup Behavior
Sources of Conflict - Classification of Conflict: Intrapersonal Conflict; Interpersonal Conflict; Intergroup Conflict - The Conflict Process: Potential Opposition or Incompatibility; Cognition and Personalization; Intentions; Behavior; Outcomes - Negotiation: Distributive Bargaining; Integrative Bargaining - The Negotiation Process: Preparation and Planning; Defining roles; Clarification and Justification; Bargaining and Problem Solving; Closure and Implementation - Issues in the Negotiation Process: Biases in Decision-Making; Personality Traits; Cultural Differences; Third-Party Negotiation - Intergroup Relations: Factors that Affect Intergroup Relations; Managing Intergroup Relations.

Chapter 14: Foundations of Group Behavior
Nature of Groups - Various Types of Groups: Formal Groups; Informal Groups - Stages of Group Development: The Five-Stage Model; The Punctuated Equilibrium Model - Group Structure: Formal Leadership; Roles; Norms; Status; Size; Composition - Group Tasks - Group Processes.

Chapter 15: Understanding Work Teams
Definition of Work Teams - Benefits of Work Teams - Difference Between Work Groups and Work Teams: Broad Job Categories; Role of the Supervisor; Reward Systems - Types of Work Teams: Problem-Solving Teams; Self-Managed Work Teams; Cross-Functional Teams - Team Effectiveness: Essentials for Building Effective Teams; Shaping Individuals into Team Players - Teams and Total Quality Management - Teams and Workforce Diversity.

Chapter 16: Informal Organizations
Nature of Informal Organizations - Benefits and Problems of Informal Organizations - Informal Communication: Essential Features of the Grapevine; Factors Responsible for Grapevine; Patterns of the Grapevine; Management Response to the Grapevine; Difference between a Grapevine and a Rumor - Managing Informal Organizations.

Part IV: The Organization System

Chapter 17: Foundations of Organization Structure
Definition of Structure - Key Elements in Designing an Organization Structure: Work Specialization; Departmentalization; Chain of Command; Span of Control; Centralization/Decentralization; Formalization - Types of Organizational Designs: Simple Structure; Bureaucratic Structure; Matrix Structure - Organizational Designs and Employee Behavior

Chapter 18: Decision Making
The Nature of Decision Making - Decision Rationality - Types of Decisions: Programmed Decisions; Non-programmed Decisions; Models of Behavioral Decision Making: Economic Rationality Model; Simon's Bounded Rationality Model; The Judgmental Heuristics and Biases Model; The Social Model - Behaviorally Oriented Decision-Making Techniques: Traditional Participative Techniques; Modern Participative Techniques - Creativity and Decision Making - Group Decision Making: Group Polarization; Groupthink and Group Problem Solving.

Chapter 19: Power and Politics
Definition and Meaning of Power - Distinctions between Power, Authority and Influence - Bases of Power: Coercive Power; Reward Power; Legitimate Power; Expert Power; Referent Power - The Dependency Factor: Importance; Scarcity; Non-Substitutability; Contingency Approaches to Power: Interdependence and Influencability; Overall Contingency Model for Power - Power in Groups: Coalitions - Organizational Politics - Definition and Nature of Politics; Factors Relating to Political Behavior - The Ethics of Power and Politics.

Chapter 20: Organizational Culture
Definition of Organizational Culture - Characteristics of Organizational Culture - Uniformity of Culture: Dominant Culture; Subculture - Strong Vs Weak Cultures: Sharedness; Intensity -Types of Culture - Culture and Formalization - Functions of Culture - Beginning of Culture in an Organization: Selection; Top Management; Socialization - Learning Culture: Stories; Rituals and Ceremonies; Material Symbols; Language - Changing Organizational Culture: The Change Process.

Part V: Organizational Change and Organization Development

Chapter 21: Organizational Change
Forces of Change - Managing Planned Change: First-Order Change; Second-Order Change - The Change Process: Problem Recognition; Identifying the Causes of Problems; Implementing the Change; Generating Motivation for Change; Managing the Transition State; Supporting the Change; Evaluating the Change - Resistance to Change: Individual Source of Resistance; Organizational Resistance - Overcoming Resistance to Change - Lewin's Three-Step Model - Innovation: Sources of Innovation - The Learning Organization: Managing Learning - Work Stress and Stress Management: Causes of Stress - Strategies to Cope with Stress - Individual Strategies to Cope with Stress; Organizational Strategies to Cope with Stress.

Chapter 22: Fundamentals of Organization Development
Definitions and Concepts of Organization Development - History of Organization Development: Laboratory Training; Survey Feedback; Action Research; Tavistock Sociotechnical and Socioclinical Approach - Nature of Organization Development: Foundations of Organization Development; The OD Process - Client-Consultant Relationship.

Chapter 23: Organization Development Interventions
Meaning of OD Interventions - Types of OD Interventions: Sensitivity Training; Survey Feedback; Process Consultation Interventions; Team Interventions; Force-field Analysis; Intergroup Team-Building Interventions; Third-Party Peacemaking Interventions; Structural Interventions.

Chapter 24: Future of Organizational Development
Strengths of Organizational Development - The Future of OD: Leadership and Values; Knowledge about OD; OD Training; Interdisciplinary Nature of OD; Diffusion of OD Techniques; Integrative Practice; Rediscovering and Recording History - Possible Changes in OD Processes and Practice.