1Preface
1169.1 Introduction
21 The Field of Organizational Behavior
1179.2 Group
31.1 Introduction
1189.3 Five Stages of Group Development
41.2 What is an Organization?
1199.4 Types of Groups
51.3 Purpose of Studying Organizational Behavior
1209.5 References
61.4 New Trends in Organizational Behavior
12110 Managing Conflict and Negotiations
71.4.1 Business Ethics
12210.1 Introduction: 10.1.1 Identifying the Problem
81.4.2 Work Team
12310.2 Introduction to Conflict Management
91.4.3 Information and Technology
12410.3 Methods of Conflict Management
101.4.4 Employment Relationship
12510.4 Consequences of Conflict
111.4.5 Change in Workforce
12610.5 Types of Conflict
121.4.6 Globalization
12710.6 Managing Conflict: 10.6.1 Boosting or Stimulating Conflict
131.5 Anchors of Organizational Behavior
12810.7 Introduction to Negotiation
141.5.1 The Multi-disciplinary Anchor
12910.7.1 Ethics of Negotiation
151.5.2 The Systematic Research Anchor
13010.7.2 Cultural Implications on the Process of Negotiation
161.5.3 The Contingency Anchor
13110.7.3 Frequent Mistakes in Negotiation
171.5.4 The Multiple Level of Analysing Anchor
13210.7.4 Frequent Errors in Negotiation
181.5.5 The Open System Anchor
13310.7.5 Strategies of Negotiations
191.6 Knowledge Management: 1.6.1 Processes of Knowledge Management
13410.8 References
201.7 References
13511 Power and Politics
212 International and Organizational Culture
13611.1 Introduction
222.1 Introduction
13711.2 Types of Power
232.2 History of Organizational Culture
13811.3 Introduction to Politics: 11.3.1 Why is Politics Necessary?
242.3 Usage of the Organizational Culture
13911.4 Office Politics: 11.4.1 Manipulation as an Active Mechanism in Office Politics
252.4 Effects of Organizational Culture
14011.5 Factors that Instigate Political Behavior
262.5 Change in the Organizational Culture
14111.6 Role of Structure in Politics
272.6 Factors thst Contribute to Cultural Types
14211.7 Impression Management: 11.7.1 Methods of Impression Management
282.7 Role of the Human Resource Manager
14311.8 Difference between Leadership and Power
292.8 Various Principles for Maintaining Good Cultural Scenario
14411.9 How does Power Work?: 11.9.1 Positive and Negative Consequences of Power
302.9 Maintaining a Global Organizational Culture
14511.10 Conformity in Power
312.10 References
14611.11 Power and its Relation to Influence: 11.11.1 Direction of Influence
323 Individual Differences at Work
14711.12 References
333.1 Introduction
14812 Effective Communication
343.2 Traits: 3.2.1 Trait Theory
14912.1 Introduction
353.3 Categorization of Factors that Invoke Individual Differences
15012.1.1 Vital Elements of Effective Communication
363.4 Preferences, Personality and Cognitive Abilities
15112.1.2 The Purposes of Effective Communication
373.4.1 Preferences
15212.1.3 Professional Consulting
383.4.2 Personality
15312.1.4 Theoretical Perspectives
393.4.3 Cognitive Abilities
15412.1.5 Necessity of Effective Communication
403.5 Individual Differences in an Organization
15512.2 Communication System
413.6 MBTI and Organizations
15612.2.1 Communication Cycle
423.7 References
15712.2.2 Elements in the Communication Cycle
434 Perceptions and Attributions
15812.2.3 Communication and the Contextual Approach
444.1 Introduction
15912.2.4 Developing Connections with the Audience
454.2 Perception of Organizational Behavior
16012.3 Communication levels
464.2.1 Perceptual Processes
16112.3.1 Stages of Communication
474.2.2 Significance of Perception in Organizational Behavior
16212.3.2 The Chain of the Levels of Communication
484.2.3 Factors that Influence Perception in Organizational Behavior
16312.3.3 Informal and Formal Communication
494.3 Attribution in Organizational Behavior: 4.3.1 The Process of Attribution as well as the Reasons behind Behavior
16412.3.4 Diagonal, Horizontal and Vertical Communications
504.4 References
16512.4 Strategies of Communication
515 Motivation
16612.4.1 Objectives and Goals of Communication Strategies
525.1 Introduction
16712.4.2 Internal Strategies of Communication
535.2 Meaning
16812.4.3 External Strategies of Communication: Operating with the NGOs
545.2.1 Motive
16912.5 References
555.2.2 Motivating
17013 Decision Making
565.2.3 Motivation
17113.1 Introduction: 13.1.1 Meaning
575.3 Types of Motivation
17213.2 Characteristics of Decision Making
585.4 Nature of Motivation
17313.3 Types of Decision Making
595.5 Role of Motivation
17413.4 Factors Affecting Decision Making
605.6 Theories of Motivation
17513.5 Decision Making Process
615.6.1 Maslow Need Hierarchy Theory
17613.5.1 Specific Objective
625.6.2 Herzberg’s Motivation-hygiene Theory
17713.5.2 Problem Identification
635.6.3 Alderfer’s ERG Theory
17813.5.3 Diagnosis
645.6.4 Equity Theory
17913.5.4 Analysis
655.6.5 McGregor’s Theory X and Theory Y
18013.5.5 Search for Alternatives
665.7 Conclusion
18113.5.6 Evaluation of the Alternative
675.8 References
18213.5.7 Selection of the Alternative
686 Job Design and Performance
18313.5.8 Action
696.1 Introduction
18413.5.9 Result
706.2 Aim of a Job Design
18513.6 Individual Decision Making and Group Decision Making
716.3 Job Design Strategies : 6.3.1 Steps Involved in Framing a Job Design
18613.6.1 Methods of Group Decision Making
726.4 Advantages of Job Design
18713.6.2 Positivity Related to Group Decision Making
736.5 Characteristic Job Model
18813.6.3 Negative Aspects of Group Decision Making
746.6 Different Approaches to Job Designing
18913.7 Conclusion
756.7 Factors that Influence Job Design
19013.8 References
766.8 Theories of Job Design
19114 Leadership
776.9 Job Redesigning
19214.1 Introduction: 14.1.1 Definition
786.9.1 Job Redesigning as a Process
19314.2 Ingredients of Leadership
796.9.2 Advantages of Job Redesigning
19414.3 The Trait Approach: Is it True that Some are “Born Leaders”?
806.10 Performance
19514.4 The Behavior Approach: What do Leaders do?: 14.4.1 Two Critical Leadership Behaviors
816.10.1 Performance Review
19614.5 References
826.10.2 Objectives of Performance Review
19715 Organizational Structure and Design
836.10.3 How to Conduct Performance Reviews
19815.1 Introduction
846.11 Performance Improvement Program
19915.2 Steps Involved in the Process of Organizing
856.11.1 Identifying the Underperformer
20015.3 Organizational Structure
866.11.2 Impact on the Employee
20115.3.1 Organization Charts
876.12 Performance Management
20215.3.2 Hierarchy of Command (or Chain of Command)
886.12.1 Benefits of Performance Management
20315.3.3 Unity of Command
896.12.2 Performance Development Planning
20415.4 Span of Management
906.13 Absenteeism and its Impact on Performance : 6.13.1 Absenteeism from Training and Events
20515.4.1 Classical Thinking on the Span of Management
916.14 References
20615.4.2 Levels in the Span of Management
927 Evaluation and Rewards Influence Behavior
20715.4.3 Modern Thinking on the Span of Management
937.1 Evaluation Influence Behavior
20815.5 Departmentalization
947.2 Evaluation of the Factors Influencing Individual Behavior
20915.5.1 Departmentalization based on Functionality (Functional Departmentalization)
957.3 Rewards Influence Behavior
21015.5.2 Product Departmentalization
967.4 Reward Systems that Influence the Behavior of an Employee
21115.5.3 Customer-based Departmentalization
977.5 Complete Factors of Reward Management
21215.5.4 Geographical or Territorial Departmentalization
987.6 References
21315.6 Delegation of Authority
998 Managing Stress in Workplaces
21415.6.1 Key Terms
1008.1 Stress
21515.6.2 The Process of Delegation
1018.1.1 Stress Concepts
21615.6.3 Difficulties in the Process of Delegation
1028.1.2 Types of Stress
21715.6.4 Steps to Overcome Ineffective Delegation
1038.2 Stressors
21815.7 Decentralization
1048.2.1 Distress versus Eustress
21915.8 Factors affecting Decentralization
1058.2.2 Categories of Stressors
22015.8.1 Organizational Philosophy
1068.3 Stress, Stressors and Strain in Workplaces
22115.8.2 Attitude of Middle Management
1078.3.1 Field Theory
22215.8.3 Size of the Organization and its Rate of Growth
1088.3.2 Role Stress Theory
22315.9 New Trends in Organizational Structure
1098.3.3 Person Environment Fit Theory
22415.9.1 Reduction in the Levels of Management
1108.3.4 Job Demand-control Model
22515.9.2 Proactivity in Resource Accumulation
1118.4 Managing Stress in Workplaces
22615.9.3 Culture and Informal Organization
1128.4.1 Stress Management by Individuals
22715.9.4 Technological Factors
1138.4.2 Stress Management by Organizations
22815.10 References
1148.5 References
229Index
1159 Groups and Teams
