Organizational Behaviour

₹130.00
1784
10 Items

Specific References

According to New CBCS Syllabus w.e.f. 2019-20

MBA

Semester-I

Organizational Behaviour

Author: Dr. Meena Sharma

Price: 130/-

ISBN: 978-93-5016-478-5

Quantity
In Stock

Contents

1. Fundamentals of OB

1. Evolution of Management Thought

2. Management

1.2.1 Definition of Management

3. Functions of Management

3.1 Planning

3.2 Organizing

3.3 Staffing

3.4 Directing

3.5 Controlling

3.6 Coordinating

4. Meaning - Organisational Behaviour

5. Elements of Organisational Behaviour

6. Goals of Organisational Behaviour

7. Scope of Organisational Behaviour

8. Importance of Organisational Behaviour

9. Relationship between OB and the Individual

10. Features / Disciplines that contribute to the OB Field

11. Evolution of OB

12. Models of OB

12.1 Autocratic Model

12.2 Custodial Model

12.3 Supportive Model

12.4 Collegial Model

12.5 SOBC Model

13. Limitations of OB

14. Values

15. Emotions

15.1 Emotional Intelligence (EQ)

15.2 The Emotional Competence Framework

15.3 Benefits of Emotional Intelligence

15.4 Difference between EQ and IQ

16. Personality

17. Determinants of Personality

18. Importance of Personality in Performance

19. The Myers-Briggs Type Indicator

20 Johari Window

21. Transaction Analysis

22. Attitude

22.1 Importance of Attitude in an Organization

22.2 Right Attitude

22.3 Components of Attitude

22.4 Relationship between Behavior and Attitude

23. Cognitive Dissonace Theory

23.1 Methods of reducing Dissonance

23.2 Barrier to Change Attitude

23.3 Overcoming Barriers to Attitudinal Change

2. Perception

1. Meaning and Concept of Perception

2. Factors Influencing Perception

3. Selective Perception

4. Attribution Theory

5. Perceptual Process

6. Social Perception

7. MOTIVATION

7.1 Definitions and Concept of Motive and Motivation

7.2 Types of Motivation

7.3 Importance of Motivation

8. The Content Theories of Motivation

8.1 Maslow's Need Hierarchy

8.2 Herzberg's Two Factor Model Theory

9. The Process Theories (Vroom's Expectancy Theory and Porter Lawler Model)

9.1 Vroom's Expectancy Theory

9.2 Douglas McGregor's Theory X and Theory Y

9.3 Porter Lawler Model

9.4 David McClelland's Needs Theory

9.5 ERG Theory

10. Contemporary Theories - Equity Theory of Work Motivation

3. Group and team dynamics

1. Group

2. Characteristics of Group

3. Group Behavior and Group Dynamics

4. Types of Groups

4.1 Formal Groups

4.2 Informal Groups

5. The Five - Stage Model of Group Development

6. Group Cohesiveness

7. Team

7.1 Meaning

7.2 Characteristics of a Good Team

8. Team Effectiveness

9. Team Building

10. Leadership

10.1 Nature of Leadership

10.2 Difference between Leaders and Managers

11. Importance of Leadership in Management

12. Types of Leadership

12.1 Autocratic or Authoritarian

12.2 Democratic or Participative

12.3 Laissez-faire or Free Rein

12.4 Bureaucratic

12.5 Charismatic Leadership

12.6 Transformational Leadership

13. Theories of Leadership

13.1 Trait Approach

13.2 Behavior Theory

13.3 Contingency Leadership Approach

4. Conflict management

1. Definition and Meaning

2. Types of Conflict

3. Conflict Management Approaches

4. Organisational Culture

4.1 Meaning

4.2 Definitions

4.3 Characteristics of Organisational Culture

4.4 Elements of Organisational Culture

5. Importance of Organisational Culture

6. Origin of Organisation Culture

7. Functions of Organisational Culture

8. Types of Culture

8.1 Strong Vs Weak Culture

8.2 Hard Vs Soft Culture

8.3 Formal Vs Informal Culture

9. Creating and Maintaining Organisation Culture

10. Sustaining Organisational Culture

11. Creating Positive Organisational Culture

12. Managing Cultural Diversity

5. Stress and change management

1. Meaning and Definition

2. Stressors

2.1 Stressors at Individual Level

2.2 Stressors at Group Level

2.3 Stressors at Organizational Level

3. Problems Due to Stress

4. Prevention and Management of Stress

5. Balancing Work and Life

6. Workplace Spirituality

7. Organizational Change

8. Types of Organizational Change

9. Forces that Acts as Stimulants to Change

9.1 Internal Forces

9.2 External Forces

10. Kurt Lewin's - Three Step Model

10.1 Resistance to Change and How to Overcome the Resistance to Change

10.2 Factors Resistance to Change in the Organization

10.3 Overcoming Resistance to Change

11. Methods of Implementing Organizational Change

12. Developing a Learning Organization

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