Cover -- Preface -- Contents -- Chapter 1: Overview of Organization in the Millennium -- 1.1 Background -- 1.2 Fundamental Concepts in Organization Behaviour -- 1.2.1 Major Characteristics -- 1.2.2 Nature and Scope -- 1.3 Fundamental Theories in Organization Behaviour -- 1.3.1 Scientific Management : Frederick W. Taylor -- 1.3.2 Towards a Theory of Administration : Henry Fayol (1919 ) -- 1.3.3 Bureaucracy : Max Weber (1922) -- 1.3.4 Mary Parker Follett's Observations on Organizations and Management (1925) -- 1.3.5 The Functions of the Executive : Chester I. Barnard (1938) -- 1.3.6 Human Relations Approach -- 1.3.7 The Hawthorne Studies (1939) -- 1.3.8 Theory X and Theory Y : Douglas McGregor (1960) -- 1.3.9 The Twentieth Century's Management Guru : Peter F. Drucker (1995) -- 1.4 Organizational Behaviour in the 21st Century -- 1.4.1 Interactionalism : People and Situations -- 1.4.2 Virtual Organization -- 1.4.3 Designing a Global Organization in the New Millennium-some Thought -- 1.5 Limitations of OB -- 1.6 The Framework of the Book -- Summary of Key Points -- Test Your Self -- Chapter 2: Learning, Aptitude, Interest and Attention of an Individual -- Fundamental Concepts-Background -- 2.1 Learning -- 2.1.1 Theories of Learning -- 2.1.2 Character of Learning Process -- 2.1.3 Learning as a Cognitive Process -- 2.1.4 Teaching Principles -- 2.1.5 Learning Curve -- 2.2 Aptitude -- 2.3 Interest -- 2.4 Attention -- 2.4.1 How to catch and hold one's Attention? -- 2.4.2 Temporary Internal Factors -- 2.4.3 Some Phenomena of Attention -- 2.4.4 Determination of Attention -- 2.4.5 Importance of Attention in Business -- Summary of Key Points -- Test Your Self -- Chapter 3: Attitude, Value, Perception and Attribution of an Individual -- 3.1 Attitude -- 3.1.1 Measurement of Attitude -- 3.2 Values -- 3.3 Perception.

3.3.1 Perception as a Social Information Process: Five Steps -- 3.3.2 The Perceiver, the Perceived (Target), and the Setting -- 3.3.3 Factors Influencing Perception -- 3.3.4 Illusions or Normal Perceptual Inaccuracies -- 3.3.5 Subliminal Perception -- 3.3.6 Extra-Sensory-Perception (E.S.P) -- 3.3.7 Prejudice and Discrimination -- 3.3.8 Perceptual Distortions -- 3.4 Attributions and The Attribution Process -- 3.5 Perceptions, Attribution and Work Force Diversity -- 3.5.1 Perception and Attribution Access International Settings -- 3.5.2 A Managerial Checklist for Diagonosing Perceptual Biases -- 3.5.3 Relationships Among Values, Attitudes, and Perceptions -- Summary of Key Points -- Test Your Self -- Chapter 4: Personality -- 4.1 Background -- 4.2 Definition -- 4.3 Determinants to Personality -- 4.3.1 Jung's Psychological Functions -- 4.4 Individual Differences in Personality -- 4.5 Approaches to Study Personality -- 4.6 Personality Theories -- 4.6.1 Type Theory -- 4.6.2 Trait Theory -- 4.6.3 Historical theories -- 4.6.4 Self Theories -- 4.6.5 Learning Theory -- 4.6.6 Biological Theories -- 4.7 Personality Tests -- 4.8 Measuring Personality -- 4.9 Organization-Based Personality Characteristics -- Summary of Key Points -- Test Yourself -- Chapter 5: Motivation -- 5.1 The Motivational Framework -- 5.2 Historical Perspectives on Motivation -- 5.3 Content theories of Motivation -- 5.3.1 Maslow's Needs Hierarchy -- 5.3.2 Motivation-Hygiene Theory -- 5.3.3 Theory X and Theory Y -- 5.3.4 ERG Theory -- 5.3.5 McClelland's Theory of Needs -- 5.3.6 Content Theories in Perspective -- 5.4 Process Theories of Motivation -- 5.4.1 Learning Theory and Motivation -- 5.5 Managing Motivation and Change -- 5.6 Money as a Motivator -- 5.6.1 Theories Concerning Money as an Incentive -- 5.6.2 Kinds of Incentives -- 5.6.3 Research on Incentives.

Summary and Implications for Managers -- Test Your Self -- Chapter 6: Job Design, Job Satisfaction and Other Job Related Issues -- 6.1 Why People Work ? -- 6.1.1 Work in the Information and Internet Age -- 6.2 Job Enrichment -- 6.3 Job Loading -- 6.4 Job Design -- 6.4.1 Job Enlargement and Job Enrichment : Redesign Strategies -- 6.5 Job Satisfaction -- 6.5.1 Why should we learn more about job satisfaction ? -- 6.6 Morale in Industry -- 6.6.1 Measurement of Morale -- 6.7 Working Conditions and Productivity -- 6.7.1 Noise -- 6.7.2 Atmospheric Conditions -- 6.7.3 Illumination and Colour -- 6.7.4 Music -- 6.7.5 Vibration -- 6.8 Fatigue -- 6.8.1 Nature of Fatigue -- 6.8.2 Types of Fatigue -- 6.8.3 Signs of Fatigue -- 6.8.4 Measurement of Fatigue -- 6.8.5 Effect of Fatigue -- 6.8.6 Fatigue Versus Boredom -- 6.9 Monotony and Boredom -- 6.9.1 Reduction of Monotony and Boredom in Industry -- 6.9.2 Conditions of Boredom -- 6.10 Quality of Worklife (QWL) -- 6.10.1 Specific Issues in QWL -- 6.10.2 Barriers to Quality of Work Life -- 6.10.3 Strategies for Improvement in QWL -- 6.11 Empowerment -- Summary of Key Points -- Test Your Self -- Chapter 7: Leadership -- 7.1 Leadership Defined -- 7.2 Characteristic of a Leader -- 7.3 Leadership Versus Management -- 7.4 Type of Leadership Skills -- 7.5 Type of Leadership Styles -- 7.6 Functions of a Leader -- 7.7 Approaches to Leadership -- 7.8 Leadership Theories -- 7.9 Effective Leadership -- 7.9.1 What others say -- 7.10 Developing Global Leaders* -- 7.10.1 The Strategies Perspective -- 7.10.2 The New Reality of Strategic Leadership Development -- 7.10.3 Indian Scenario -- Summary of Key Points -- Test Yourself -- Chapter 8: Power and Politics -- 8.1 Power -- 8.1.1 Authority, Influence and Politics -- 8.1.2 Effectiveness of Power Bases -- 8.1.3 Inter-Dependence of Power Sources -- 8.1.4 Power Dynamics.

8.1.5 The Empowerment as a Process of Sharing Power -- 8.1.6 How Power is Acquired ? -- 8.2 Politics -- 8.2.1 Organizational Politics -- 8.2.2 Sources of Politics and Political Behaviour -- 8.2.3 Preventing and Controlling Dysfunctional Politics -- 8.2.4 Method or Techniques of Building or Acquiring a Political Base -- Summary of Key Points -- Test Yourself -- Chapter 9: Conflict and Communication Process in Organization -- 9.1 Conflict Management -- 9.1.1 Conflict Orientation -- 9.1.2 Intraorganization Conflict -- 9.1.3 Conflicts at the Intergroup Level -- 9.1.4 Conflicts at the Interpersonal Level -- 9.2 Communication -- 9.2.1 The Communication Process -- 9.2.2 Nonverbal Communications -- 9.2.3 Improving Personal Communication -- 9.2.4 Electronic Information Processing and Telecommunications -- 9.2.5 Listening -- 9.2.6 Communication Processes in Organizations -- 9.2.7 Barriers to Effective Communication -- Summary of Key Points -- Test Yourself -- Chapter 10: Group Dynamics -- 10.1 Back Ground -- 10.2 Group Structure -- 10.3 Individual roles with in the group -- 10.4 Characteristics of Groups -- 10.5 Norms -- 10.6 Group Formation -- 10.7 History of Group Dynamics -- 10.8 Intergroup Processes in Organizations -- 10.9 Group Decision Making -- 10.9.2 Group Problem Solving -- 10.10 Importance of Groups -- Summary of Key Points -- Test Yourself -- Chapter 11: Team Management -- 11.1 Background -- 11.2 Team Building -- 11.3 Team Development -- 11.4 Effective and Ineffective Team and Group Roles -- 11.5 Team Growth -- 11.6 Team Effectiveness -- 11.7 Team Work -- 11.7.1 Cultural and Societal Factors -- 11.7.2 Strategic Thrusts -- 11.8 Self Managed Team -- Summary of Key Points -- Test Yourself -- Chapter 12: Organizing and Managing Change -- 12.1 Meaning and Scope -- 12.2 Change Management -- 12.2.1 A Systems Approach to Organizational Change.

12.3 Intervening in the System -- 12.3.1 The Intervention Process -- 12.3.2 The Types of Change Agents or Consultants -- 12.3.3 Developing the Change Agent/Client Relationship -- 12.4 The Implementation of OD -- 12.4.1 Sensitivity Training -- 12.4.2. Survey Research and Feedback -- 12.4.3 Team Building -- 12.4.4 Managerial Grid -- 12.5 Evaluation of Change Management Programmes -- 12.5.1 Reasons for Failure -- 12.6 Significance of OD Programmes -- Summary of Key Points -- Test Yourself -- Chapter 13: Culture and Organizational Effectiveness -- 13.1 Background -- 13.2 Organization Culture -- 13.2.1 A Framework for Assessing Cultures -- 13.2.2 The Peters and Waterman Approach -- 13.2.3 Multicultural Organization as Competitive Advantage -- 13.2.4 Creating the Multicultural Organization -- 13.2.5 Integrating the Individual in the Culture -- 13.2.6 Emerging Issues -- 13.3 Organizational Effectiveness -- 13.3.1 Multiple, Conficting Goals -- 13.3.2 The Hierarchy of Criteria -- 13.3.3 Criteria and their Uses -- 13.3.4 Characteristics of Behavioural Criteria -- 13.3.5 Formulation of Criteria -- 13.3.6 A Holistic Approach For Assessing Organizational Effectiveness -- Summary of Key Points -- Test Yourself -- Chapter 14: Emerging Organization Development Concepts in the New Millennium -- 14.1 Models of Organizational Behaviour -- 14.2 Development Management -- 14.2.1 The Proposed Development Approach in the New Millennium is -- 14.2.2 Implications on Market -- 14.3 Indigenisation of Western Management -- 14.3.1 Wisdom of the East -- 14.3.2 Bleading the Best of the East and the West -- 14.4 The Future of Organizational Behaviour -- Summary of Key Points -- Chapter 15: Case Method Analysis and Internet Exercise -- 15.1 Case Method -- Case 1_Samsung Pays a heavy price for communication. -- Case 2_indya.com's Tough Decisions -- Case 3_ The men who Command.

Case 4_What action should be taken against Ram Nivas ?.