ContentsPREFACE .......................................................................................................................................... 7 About the Author ............................................................................................................................ 8............................................................... 91.1 MEANING AND DEFINITION ............................................................................................ 91.2 SCOPE AND IMPORTANCE ............................................................................................... 91.2.1 SCOPE OF ORGANIZATIONAL BEHAVIOUR: .......................................................... 9Figure 1.1 Scope of Organizational Behaviour ........................................................................... 91.2.2 IMPORTANCE OF ORGANIZATIONAL BEHAVIOUR ........................................... 111.3 RELATIONSHIP BETWEEN ORGANIZATIONAL BEHAVIOUR (OB) AND THE INDIVIDUAL .............................................................................................................................. 14Figure 1.2 Understanding the relationship between OB and the individual ......................... 141.3.1 CONCEPT OF INDIVIDUAL PERSPECTIVE IN OB ................................................. 151.4 EVOLUTION OF OB ........................................................................................................... 17Figure 1.3 Evolution of OB......................................................................................................... 171.4.1. CLASSICAL MANAGEMENT THEORIES ................................................................. 171.4.2. HUMAN RELATIONS MOVEMENT ........................................................................... 181.4.3. BEHAVIOURAL SCIENCE APPROACH .................................................................... 191.4.4. CONTEMPORARY OB AND MODERN BEHAVIOURAL SCIENCE .................... 191.5 MAJOR DISCIPLINES AND THEIR CONTRIBUTION TO OB .................................. 201.6 MODELS OF OB .................................................................................................................. 23Figure 1.4 Models of OB ............................................................................................................. 23Figure 1.5 SOBC Model.............................................................................................................. 251.7 LIMITATIONS OF OB ........................................................................................................ 27 ............................................................................ 302.1 INTRODUCTION TO VALUES AND ATTITUDES ....................................................... 302.1.1 VALUES ............................................................................................................................. 302.1.2 DESIGNING VALUE BASED ORGANISATION ......................................................... 31Case 1: Compromising on values on your way to success – an organizational perspective ......... 312.2 ATTITUDES ......................................................................................................................... 332.2.1 COMPONENTS OF ATTITUDE ..................................................................................... 33Figure 2.1 Components of Attitude ........................................................................................... 342.2.2 EXAMPLE OF THE COMPONENTS IN AN ATTITUDE ....................................... 342.3 DEFINITION AND CONCEPT OF EMOTIONS ............................................................. 362.3.1 EMOTIONAL INTELLIGENCE (EI) ............................................................................. 36Figure 2.2 Emotional Intelligence .............................................................................................. 362.3.1.1 BENEFITS OF EI: .......................................................................................................... 372.3.2 DIFFERENCE BETWEEN EQ AND IQ: ....................................................................... 372.4 PERSONALITY & ATTITUDE .......................................................................................... 372.4.1 DEFINITION OF PERSONALITY: ................................................................................ 372.4.2 IMPORTANCE IN PERFORMANCE: ........................................................................... 372.4.3 THE MYERS-BRIGGS TYPE INDICATOR (MBTI): ................................................. 382.4.4 THE BIG FIVE PERSONALITY MODEL: ................................................................... 402.4.5 JOHARI WINDOW: ......................................................................................................... 412.4.6 TRANSACTION ANALYSIS: .......................................................................................... 42 .................................................................................... 453.1 PERCEPTION ...................................................................................................................... 453.1.1 MEANING AND CONCEPT: .......................................................................................... 453.1.2 FACTORS INFLUENCING PERCEPTION: ................................................................. 45Figure 3.1 Factors Influencing Perception................................................................................ 453.2 SELECTIVE PERCEPTION: ............................................................................................. 483.3 ATTRIBUTION THEORY: ................................................................................................. 493.4 PERCEPTUAL PROCESS: ................................................................................................. 513.5 SOCIAL PERCEPTION: ..................................................................................................... 523.6. MOTIVATION .................................................................................................................... 523.6.1 CONTENT THEORIES OF MOTIVATION: ................................................................ 523.6.1.1 MASLOW'S HIERARCHY OF NEEDS THEORY: .................................................. 52Figure 3.2 Maslow's Hierarchy of Needs .................................................................................. 523.6.1.1 HERZBERG’S TWO-FACTOR MODEL THEORY ................................................. 53Table 3.1 Comparison between Maslow’s Theory and Herzberg’s Theory .......................... 533.6.2 PROCESS THEORIES OF MOTIVATION: ................................................................. 543.6.2.1 VROOM’S EXPECTANCY THEORY: ....................................................................... 54Figure 3.3 Vroom's Expectancy Theory.................................................................................... 543.6.2.2 PORTER-LAWLER MODEL: ..................................................................................... 563.6.3 CONTEMPORARY THEORIES: ................................................................................... 57Case 2: Is motivation linked to supervision?................................................................................. 58 .................................................................................... 624.1 GROUP: ................................................................................................................................. 624.2 GROUP BEHAVIOUR: ....................................................................................................... 624.3 GROUP DYNAMICS: .......................................................................................................... 6244.4 TYPES OF GROUPS............................................................................................................ 624.4.1 FORMAL GROUPS: ......................................................................................................... 624.4.2 INFORMAL GROUPS: .................................................................................................... 624.5 THE FIVE-STAGE MODEL OF GROUP DEVELOPMENT......................................... 62Figure 4.1 Five Stage Group Model .......................................................................................... 634.6 TEAM EFFECTIVENESS & TEAM BUILDING ............................................................ 644.7 GROUP CONFLICT ............................................................................................................ 64Case 3: Managing Group Dynamics and Conflict Escalation at Pragma ....................................... 674.8 LEADERSHIP ....................................................................................................................... 694.8.1 LEADERSHIP STYLES ................................................................................................... 694.8.2 THEORIES OF LEADERSHIP: ...................................................................................... 72Figure 4.2 Theories of Leadership ............................................................................................. 72 ............................................................................................ 755.1. DEFINITION AND MEANING OF CONFLICT ............................................................ 755.2. SOURCES OF CONFLICT ................................................................................................ 755.3 TYPES OF CONFLICT ................................................................................................. 75Table 5.1 Types of Conflict......................................................................................................... 755.4 CONFLICT MANAGEMENT APPROACHES ................................................................ 77Table 5.2 Conflict Management Approaches: .......................................................................... 775.5. CONFLICT MANAGEMENT STYLES ........................................................................... 78Case 4: Non-Binary - A Myth or a Fad? Corporate Ramifications ................................................. 785.7. ORGANIZATIONAL CULTURE ..................................................................................... 815.8 ORGANIZATIONAL CHANGE PROCESS ..................................................................... 89Figure 5.1: Steps in Organizational Change ............................................................................. 89 ............................................................................................... 946.1 STRESS IN WORKPLACE ................................................................................................. 946.2 POSITIVE AND NEGATIVE CONSEQUENCES OF STRESS ..................................... 956.3 WORK STRESSORS ........................................................................................................... 966.4 PREVENTION AND MANAGEMENT OF STRESS ....................................................... 96Table 6.1 Strategies for stress management ............................................................................. 976.5 BALANCING WORK AND LIFE ...................................................................................... 976.6 IMPORTACE OF WORK-LIFE BALANCE .................................................................... 976.7 MANAGING STRESS BY MAINTAINING WORK LIFE BALANCE ......................... 986.8 VACATIONS/SABBATICALS ........................................................................................... 98Table 6.2 Difference between Vacations and Sabbaticals ....................................................... 996.9 IMPORTANCE OF VACATIONS/SABBATICALS ...................................................... 1006.10 WORKPLACE SPIRITUALITY .................................................................................... 101Figure 6.1 Composition of Workplace Spirituality ................................................................ 1016.11 MENTAL HEALTH AND HYGIENE............................................................................ 1026.12 COUNSELING AND THERAPY .................................................................................... 102Table 6.3 Difference between counselling and therapy ......................................................... 1036.13 STRESSORS - SOURCES OF STRESS ......................................................................... 1046.14 A MODEL OF OCCUPATIONAL STRESS ................................................................. 104Figure 6.2: Transactional Model ............................................................................................. 1046.15 STRESS VS. BURNOUT .................................................................................................. 1056.16 A MODEL OF BURNOUT .............................................................................................. 105Figure 6.3 Maslach's Model of Burnout .................................................................................. 106Case 5: Stressors Unique to Age and Gender ............................................................................. 1076.17 TIME MANAGEMENT MATRIX ................................................................................. 110 ......................................................................................... 1127.1 INTRODUCTION TO COMMUNICATION .................................................................. 112Figure 7.1 The Communication Process ................................................................................. 1127.2 OBJECTIVES OF COMMUNICATION ......................................................................... 1127.3. CHANNELS OF COMMUNICATION ........................................................................... 1127.4 MODELS OF COMMUNICATION ................................................................................. 1137.5 GROUP COMMUNICATION .......................................................................................... 1137.6 GROUP COMMUNICATION CHANNELS ................................................................... 1147.7. BARRIERS IN COMMUNICATION .............................................................................. 1157.8 EFFECTIVE COMMUNICATION .................................................................................. 115Case 6: Miscommunication and Its Organizational Effect .......................................................... 116 ............................................................... 1218.1 LISTENING AS A MANAGERIAL PROCESS .............................................................. 1218.2 IMPACT OF GOOD LISTENING ON MANAGERIAL EFFECTIVENESS .............. 1218.3 PRACTICAL TIPS FOR IMPROVING LISTENING ................................................... 1238.4 DIFFERENCE BETWEEN HEARING AND LISTENING ........................................... 1238.5 INTERVIEW ....................................................................................................................... 1258.6 TYPOLOGY OF INTERVIEWS ...................................................................................... 125Table 8.1 Typology of Interviews ............................................................................................. 1258.7 BASED ON STRUCTURE ................................................................................................. 1268.8 BASED ON PURPOSE ....................................................................................................... 1268.9 BASED ON FORMAT........................................................................................................ 1278.10 INGREDIENTS FOR AN EFFECTIVE INTERVIEW ................................................ 1298.11 PREPARING FOR THE INTERVIEW ......................................................................... 1308.12 INTERVIEW FACING AND GUIDING TECHNIQUES ............................................ 1318.12.1 INTERVIEW FACING TECHNIQUES...................................................................... 1328.12.2 INTERVIEW GUIDING TECHNIQUES ................................................................... 133Case 7: The Cost of Haphazard Hiring at Inditech ....................................................................... 1348.13 GROUP DISCUSSION ..................................................................................................... 1368.13.1 IMPORTANCE OF GROUP DISCUSSION IN AN ORGANIZATION ................. 1368.13.2 INGREDIENTS OF A GOOD GROUP DISCUSSION ............................................. 1378.14 NEGOTIATION ............................................................................................................... 1388.14.1 IMPORTANCE OF NEGOTIATION IN AN ORGANIZATION ............................ 1388.14.2 EFFECTIVE NEGOTIATION TECHNIQUES ......................................................... 1398.14.3 GUIDING THE NEGOTIATION PROCESS ............................................................. 1398.14.4 INGREDIENTS OF A GOOD NEGOTIATION PROCESS ..................................... 140Case 8: Navigating the Compensation Dispute – Importance of Negotiation ............................ 141Glossary ....................................................................................................................................... 145Sources for further reading ..................................................................................................... 147Books: ......................................................................................................................................... 147Articles and Papers: ................................................................................................................. 147Online Resources ......................................................................................................................