Assignment (15 Marks as part of internal assessment)
Write an essay on your favourite leader in around 2000 words and submit the same by e-mail latest by 3 February 2008. E-mail: srirang_jha@rediffmail.com
This assignment is meant for individual assessment. Each student will write an essay in his or her own words.
You may choose the leader from any area: business, politics, films, tarde unions, sports etc.
You may choose the leader across cultures: Indian, European, American, African
You may choose the leader from any period: Present or past
If you are quoting from a book, article, website please provide appropriate references.
Essays will be assessed on the following criteria:
Language/presentation
Content: understanding of the traits, strength and weaknesses of the chosen leaders, their styles, their contribution, their relevance in contemporary times etc.
Research: students must provide ample evidence of having studied available literature on the leader they have chosen for this assignment.
No essays will be accepted after 3 Feb 2008. Students missing the deadline will be awarded zero in internal assessment.
Thursday, January 10, 2008
OB Handout # 9
What is stress?
Stress is a psychological and physiological response to events that upset our personal balance in some way. When faced with a threat, whether to our physical safety or emotional equilibrium, the body's defenses kick into high gear in a rapid, automatic process known as the “fight-or-flight” response. We all know what this stress response feels like: heart pounding in the chest, muscles tensing up, breath coming faster, every sense on red alert.
The biological stress response is meant to protect and support us. It’s what helped our stone age ancestors survive the life-or-death situations they commonly faced. But in the modern world, most of the stress we feel is in response to psychological rather than physical threats. Caring for a chronically-ill child or getting audited by the IRS qualify as stressful situations, but neither calls for either fight or flight. Unfortunately, our bodies don't make this distinction. Whether we’re stressed over a looming deadline, an argument with a friend, or a mountain of bills, the warning bells ring. And just like a caveman confronting a sabertooth tiger, we go into automatic overdrive.
If you have a lot of responsibilities and worries, you may be running on stress a good portion of the time—launching into emergency mode with every traffic jam, phone call from the in-laws, or segment of the evening news. But the problem with the stress response is that the more it’s activated, the harder it is to shut off. Instead of leveling off once the crisis has passed, your stress hormones, heart rate, and blood pressure remain elevated.
Furthermore, extended or repeated activation of the stress response takes a heavy toll on the body. Prolonged exposure to stress increases your risk of everything from heart disease, obesity, and infection to anxiety, depression, and memory problems. Because of the widespread damage it can cause, it’s essential to learn how to deal with stress in a more positive way and reduce its impact on your daily life.
Signs and symptoms of stress
Cognitive symptoms:
Memory problems
Indecisiveness
Inability to concentrate
Trouble thinking clearly
Poor judgment
Seeing only the negative
Anxious or racing thoughts
Constant worrying
Loss of objectivity
Fearful anticipation
Physical Symptoms:
Headaches or backaches
Muscle tension and stiffness
Diarrhea or constipation
Nausea, dizziness
Insomnia
Chest pain, rapid heartbeat
Weight gain or loss
Skin breakouts (hives, eczema)
Loss of sex drive
Frequent colds
Emotional symptoms:
Moodiness
Agitation
Restlessness
Short temper
Irritability, impatience
Inability to relax
Feeling tense and “on edge”
Feeling overwhelmed
Sense of loneliness and isolation
Depression
Behavioural symptoms:
Eating more or less
Sleeping too much or too little
Isolating yourself from others
Procrastination, neglecting responsibilities
Using alcohol, cigarettes, or drugs to relax
Nervous habits (e.g. nail biting, pacing)
Teeth grinding or jaw clenching
Overdoing activities (e.g. exercising, shopping)
Overreacting
Causes of stress:
Environmental stressors – Your physical surroundings can set off the stress response. Examples of environmental stressors include an unsafe neighborhood, pollution, noise (sirens keeping you up at night, a barking dog next door), and uncomfortable living conditions. For people living in crime-ridden areas or war-torn regions, the stress may be unrelenting.
Family and relationship stressors – Problems with friends, romantic partners, and family members are common daily stressors. Marital disagreements, dysfunctional relationships, rebellious teens, or caring for a chronically-ill family member or a child with special needs can all send stress levels skyrocketing.
Work stressors – In our career-driven society, work can be an ever-present source of stress. Work stress is caused by things such as job dissatisfaction, an exhausting workload, insufficient pay, office politics, and conflicts with your boss or co-workers.
Social stressors – Your social situation can cause stress. For example, poverty, financial pressures, racial and sexual discrimination or harassment, unemployment, isolation, and a lack of social support all take a toll on daily quality of life.
Managing stress at the workplace
Managing Stress in the WorkplaceTo combat stress, unhealthy ‘quick fixes’ like alcohol, or cigarettes, or sweet, fatty foods must be avoided. We feel we don’t have the time to relax with friends, take a walk or step back and see the problems from another point of view. Some try to lead a healthy lifestyle, however, with stress this can be hard to keep up. For example if you have had a hard and long day at work it can be difficult to motivate yourself to exercise or to cook a healthy meal. A cycle starts with less exercise and ready-prepared meals because of lethargy, or feeling pressed for time. It is important to break this cycle and find ways of managing stress levels. Identify the sources of stress, then if possible have a break away from the source, for example if you are having trouble managing your workload, arrange to go on a time management course. The situation causing our stress may not be in an individual’s control to change but steps to try and manage it effectively really helps. Simply acknowledging to yourself and someone else you aren’t coping is half the battle. Positive steps to manage your working day will feel like a breath of fresh air. If an employee or partner comes to you asking for help be sure to take them seriously and take immediate steps to take action. Source support through information channels – for example, talking to a colleague or friend about workplace stress, and make stress alleviation readily available for staff. Coping with StressThe best way to cope with stress is to make changes to lifestyle:
Take more exercise
Eat a balanced diet rich in fruit and vegetables
Drink plenty of water
Cut down on alcohol intake, eliminate smoking and drugs
Take time out to relax completely: listen to music, read, watch tv, have a night-out with friends or even something very simple like taking a warm bath.
Laugh more. Do things that make you laugh, it’s proven to release feel good hormones. Take More ExerciseBeing active will reduce the ill effects of stress. Change your lifestyle routine to be more active so exercise fits easily into your routine. If pressured by time or deadlines, short, frequent breaks of activity throughout the day will work best. Ways to bring natural activity into everyday routines:
Take stairs not lift or escalator.
Walk to work, shops, park, wherever possible, instead of driving.
Light gardening on weekends
Make family time more active, e.g. swimming instead of a movie, mini golf instead of games arcade.
Take up a low impact, fun sport. Bowling, croquet, gem fossicking. Other ideas include:
10-minute walk before or after work allows you to establish priorities for the day or week ahead
Short breaks of activity throughout the day: move away from the work area and stand tall, stretch or walk
Walk at lunch every day for a productive afternoon. The mind works well when the body is moving and solutions can seem clearer
Make time to move and stretch when sitting, standing, driving or working
Try a new skill, hobby or activity
Stress is a psychological and physiological response to events that upset our personal balance in some way. When faced with a threat, whether to our physical safety or emotional equilibrium, the body's defenses kick into high gear in a rapid, automatic process known as the “fight-or-flight” response. We all know what this stress response feels like: heart pounding in the chest, muscles tensing up, breath coming faster, every sense on red alert.
The biological stress response is meant to protect and support us. It’s what helped our stone age ancestors survive the life-or-death situations they commonly faced. But in the modern world, most of the stress we feel is in response to psychological rather than physical threats. Caring for a chronically-ill child or getting audited by the IRS qualify as stressful situations, but neither calls for either fight or flight. Unfortunately, our bodies don't make this distinction. Whether we’re stressed over a looming deadline, an argument with a friend, or a mountain of bills, the warning bells ring. And just like a caveman confronting a sabertooth tiger, we go into automatic overdrive.
If you have a lot of responsibilities and worries, you may be running on stress a good portion of the time—launching into emergency mode with every traffic jam, phone call from the in-laws, or segment of the evening news. But the problem with the stress response is that the more it’s activated, the harder it is to shut off. Instead of leveling off once the crisis has passed, your stress hormones, heart rate, and blood pressure remain elevated.
Furthermore, extended or repeated activation of the stress response takes a heavy toll on the body. Prolonged exposure to stress increases your risk of everything from heart disease, obesity, and infection to anxiety, depression, and memory problems. Because of the widespread damage it can cause, it’s essential to learn how to deal with stress in a more positive way and reduce its impact on your daily life.
Signs and symptoms of stress
Cognitive symptoms:
Memory problems
Indecisiveness
Inability to concentrate
Trouble thinking clearly
Poor judgment
Seeing only the negative
Anxious or racing thoughts
Constant worrying
Loss of objectivity
Fearful anticipation
Physical Symptoms:
Headaches or backaches
Muscle tension and stiffness
Diarrhea or constipation
Nausea, dizziness
Insomnia
Chest pain, rapid heartbeat
Weight gain or loss
Skin breakouts (hives, eczema)
Loss of sex drive
Frequent colds
Emotional symptoms:
Moodiness
Agitation
Restlessness
Short temper
Irritability, impatience
Inability to relax
Feeling tense and “on edge”
Feeling overwhelmed
Sense of loneliness and isolation
Depression
Behavioural symptoms:
Eating more or less
Sleeping too much or too little
Isolating yourself from others
Procrastination, neglecting responsibilities
Using alcohol, cigarettes, or drugs to relax
Nervous habits (e.g. nail biting, pacing)
Teeth grinding or jaw clenching
Overdoing activities (e.g. exercising, shopping)
Overreacting
Causes of stress:
Environmental stressors – Your physical surroundings can set off the stress response. Examples of environmental stressors include an unsafe neighborhood, pollution, noise (sirens keeping you up at night, a barking dog next door), and uncomfortable living conditions. For people living in crime-ridden areas or war-torn regions, the stress may be unrelenting.
Family and relationship stressors – Problems with friends, romantic partners, and family members are common daily stressors. Marital disagreements, dysfunctional relationships, rebellious teens, or caring for a chronically-ill family member or a child with special needs can all send stress levels skyrocketing.
Work stressors – In our career-driven society, work can be an ever-present source of stress. Work stress is caused by things such as job dissatisfaction, an exhausting workload, insufficient pay, office politics, and conflicts with your boss or co-workers.
Social stressors – Your social situation can cause stress. For example, poverty, financial pressures, racial and sexual discrimination or harassment, unemployment, isolation, and a lack of social support all take a toll on daily quality of life.
Managing stress at the workplace
Managing Stress in the WorkplaceTo combat stress, unhealthy ‘quick fixes’ like alcohol, or cigarettes, or sweet, fatty foods must be avoided. We feel we don’t have the time to relax with friends, take a walk or step back and see the problems from another point of view. Some try to lead a healthy lifestyle, however, with stress this can be hard to keep up. For example if you have had a hard and long day at work it can be difficult to motivate yourself to exercise or to cook a healthy meal. A cycle starts with less exercise and ready-prepared meals because of lethargy, or feeling pressed for time. It is important to break this cycle and find ways of managing stress levels. Identify the sources of stress, then if possible have a break away from the source, for example if you are having trouble managing your workload, arrange to go on a time management course. The situation causing our stress may not be in an individual’s control to change but steps to try and manage it effectively really helps. Simply acknowledging to yourself and someone else you aren’t coping is half the battle. Positive steps to manage your working day will feel like a breath of fresh air. If an employee or partner comes to you asking for help be sure to take them seriously and take immediate steps to take action. Source support through information channels – for example, talking to a colleague or friend about workplace stress, and make stress alleviation readily available for staff. Coping with StressThe best way to cope with stress is to make changes to lifestyle:
Take more exercise
Eat a balanced diet rich in fruit and vegetables
Drink plenty of water
Cut down on alcohol intake, eliminate smoking and drugs
Take time out to relax completely: listen to music, read, watch tv, have a night-out with friends or even something very simple like taking a warm bath.
Laugh more. Do things that make you laugh, it’s proven to release feel good hormones. Take More ExerciseBeing active will reduce the ill effects of stress. Change your lifestyle routine to be more active so exercise fits easily into your routine. If pressured by time or deadlines, short, frequent breaks of activity throughout the day will work best. Ways to bring natural activity into everyday routines:
Take stairs not lift or escalator.
Walk to work, shops, park, wherever possible, instead of driving.
Light gardening on weekends
Make family time more active, e.g. swimming instead of a movie, mini golf instead of games arcade.
Take up a low impact, fun sport. Bowling, croquet, gem fossicking. Other ideas include:
10-minute walk before or after work allows you to establish priorities for the day or week ahead
Short breaks of activity throughout the day: move away from the work area and stand tall, stretch or walk
Walk at lunch every day for a productive afternoon. The mind works well when the body is moving and solutions can seem clearer
Make time to move and stretch when sitting, standing, driving or working
Try a new skill, hobby or activity
OB Handout # 10
What Is Leadership?
Leadership is a process of getting things done through people.
Leadership is not a science. So being a leader is an adventure because you can never be sure whether you will reach your goal -- at least this time. The city's citizens may not be convinced that the mayor's policies are right. So these leaders have to try again, using other methods. But they still use the same process the process of good leadership.
Leadership means responsibility. It's adventure and often fun, but it always means responsibility. The leader is the guy the others look to to get the job done. So don't think your job as a troop leader or a staff member will be just an honor. It's more than that. It means that the others expect you to take the responsibility of getting the job done. If you lead, they will do the job. If you don't, they may expect you to do the job all by yourself.
That's why it's important that you begin right now to learn what leadership is all about.
You are not a finished leader. No one ever is, not even a president or prime minister. But you are an explorer of the human mind because now you are going to try to learn how to get things done through people. This is one of the keys to leadership.
You are searching for the secrets of leadership. Many of them lie locked inside you. As you discover them and practice them, you will join a special group of people-skilled leaders.
Good leaders are made not born. If you have the desire and willpower, you can become an effective leader. Good leaders develop through a never-ending process of self-study, education, training, and experience. This guide will help you through that process.
To inspire your people into higher levels of teamwork, there are certain things you must be, know, and, do. These do not come naturally, but are acquired through continual work and study. The best leaders are continually working and studying to improve their leadership skills.
Before we get started, let’s define leadership. Leadership is a complex process by which a person influences others to accomplish a mission, task, or objective and directs the organization in a way that makes it more cohesive and coherent. A person carries out this process by applying her leadership attributes (belief, values, ethics, character, knowledge, and skills). Although your position as a manager, supervisor, lead, etc. gives you the authority to accomplish certain tasks and objectives in the organization, this power does not make you a leader...it simply makes you the boss. Leadership makes people want to achieve high goals and objectives, while, on the other hand, bosses tell people to accomplish a task or objective.
Some personality traits may lead people naturally into leadership roles. This is the Trait Theory.
A crisis or important event may cause a person to rise to the occasion, which brings out extraordinary leadership qualities in an ordinary person. This is the Great Events Theory.
People can choose to become leaders. People can learn leadership skills. This is the Transformational Leadership Theory. It is the most widely accepted theory today and the premise on which this guide is based.
When a person is deciding if he respects you as a leader, he does not think about your attributes. He observes what you do so that he can know who you really are. He uses this observation to tell if you are an honorable and trusted leader, or a self serving person who misuses her authority to look good and get promoted. Self serving leaders are not as effective because their employees only obey them, not follow them. They succeed in many areas because they present a good image to their seniors at the expense of their people.
The basis of good leadership is honorable character and selfless service to your organization. In your employees' eyes, your leadership is everything you do that effects the organization's objectives and their well being. A respected leader concentrates on what she is [be] (beliefs and character), what she knows (job, tasks, human nature), and what she does (implement, motivate, provide direction). What makes a person want to follow a leader? People want to be guided by those they respect and who have a clear sense of direction. To gain respect, they must be ethical. A sense of direction is achieved by conveying a strong vision of the future.
Leadership skills
1. Getting and Giving Information: This is probably the #1 competency required of leaders. If you cannot communicate effectively, then no other leadership skill will compensate for this lack. First and foremost, you must be able to exchange information effectively and accurately.
2. Knowing and Understanding Group Resources: This competency enables a leader to:
Recognize knowledge and use of group resources as a major technique in bringing a group together and creating commitment to common goals.
Recognize that resources are theoretically limitless, and that the leader's (and group's) ability to recognize and utilized diverse resources tremendously affects what the group can accomplish.
Involve more people in active leadership by giving each a part according to his or her resources.
Evaluate the impact the availability of resources has on doing a job and maintaining the group.
3. Controlling the Group: This competency enables a leader to:
Recognize how his own behavior influences and controls others.
Distinguish between controlling group performance and setting the example.
Identify control as a function of the group, or of a facilitator, and the advantages and disadvantages of each having that responsibility.
Identify different techniques for controlling group performance and their suitability in different situations.
Deploy group resources to the best interests of the group while encouraging personal growth.
Evaluate leadership performance in terms of group performance.
4. Counseling
This competency enables the leader to:
Gain knowledge of the principles of counseling.
Practice some simple techniques to be used in ordinary situations.
Develop an awareness of counseling as a function of leaders.
Grow personally in areas of problem solving and decision making.
Help others to increased ability to solve problems and make decisions.
5. Setting the Example
This competency enables the leader to:
List three positive results a leader who sets a good example can obtain.
See that Setting an Example is an important part of Controlling Group Performance.
Recognize the leader's responsibility for setting the example.
List seven ways a leader can set a good example
6. Problem-Solving
This competency, sometimes also called Planning, enables the leader to:
Identify problem-solving as one of they key techniques in developing the group's capability.
Gain knowledge of a definite technique for problem-solving and planning.
Understand the value of problem-solving in group commitment to the task and to group unity.
The basic outline for this competency has not changed in over 30 years. Additional information is added, layers of complexity are introduced, but the basic scheme remains: Analyze, Design, Develop, Implement, and Evaluate.
7. Evaluation
This competency enables the leader to:
Use evaluation as a technique to maintain group integrity while improving job performance.
Describe what is meant by "getting the job done" and "maintaining the group."
Analyze a situation for improvement.
Avoid conflicts between getting the job done and maintaining the group.
Develop an attitude of constant (informal and formal) evaluation.
Use a variety of strategies for evaluation purposes.
8.Sharing Leadership
This competency enables the leader to:
Develop a concept of leadership for a group which permits different functions of leadership being shared or distributed among group members according to the situation and member's strengths.
Gain knowledge of the forces acting on the leader and the group, and inherent in the situation which makes for appropriateness of leadership styles.
Distinguish between situations in which certain styles of leadership are appropriate.
Relate styles of leadership to the twin factors of getting the job done and maintaining group integrity and morale.
Develop attitudes of using appropriate styles of leadership to fit needs of the group to meet situations and accomplish short-and long-range goals.
Leadership is a process of getting things done through people.
Leadership is not a science. So being a leader is an adventure because you can never be sure whether you will reach your goal -- at least this time. The city's citizens may not be convinced that the mayor's policies are right. So these leaders have to try again, using other methods. But they still use the same process the process of good leadership.
Leadership means responsibility. It's adventure and often fun, but it always means responsibility. The leader is the guy the others look to to get the job done. So don't think your job as a troop leader or a staff member will be just an honor. It's more than that. It means that the others expect you to take the responsibility of getting the job done. If you lead, they will do the job. If you don't, they may expect you to do the job all by yourself.
That's why it's important that you begin right now to learn what leadership is all about.
You are not a finished leader. No one ever is, not even a president or prime minister. But you are an explorer of the human mind because now you are going to try to learn how to get things done through people. This is one of the keys to leadership.
You are searching for the secrets of leadership. Many of them lie locked inside you. As you discover them and practice them, you will join a special group of people-skilled leaders.
Good leaders are made not born. If you have the desire and willpower, you can become an effective leader. Good leaders develop through a never-ending process of self-study, education, training, and experience. This guide will help you through that process.
To inspire your people into higher levels of teamwork, there are certain things you must be, know, and, do. These do not come naturally, but are acquired through continual work and study. The best leaders are continually working and studying to improve their leadership skills.
Before we get started, let’s define leadership. Leadership is a complex process by which a person influences others to accomplish a mission, task, or objective and directs the organization in a way that makes it more cohesive and coherent. A person carries out this process by applying her leadership attributes (belief, values, ethics, character, knowledge, and skills). Although your position as a manager, supervisor, lead, etc. gives you the authority to accomplish certain tasks and objectives in the organization, this power does not make you a leader...it simply makes you the boss. Leadership makes people want to achieve high goals and objectives, while, on the other hand, bosses tell people to accomplish a task or objective.
Some personality traits may lead people naturally into leadership roles. This is the Trait Theory.
A crisis or important event may cause a person to rise to the occasion, which brings out extraordinary leadership qualities in an ordinary person. This is the Great Events Theory.
People can choose to become leaders. People can learn leadership skills. This is the Transformational Leadership Theory. It is the most widely accepted theory today and the premise on which this guide is based.
When a person is deciding if he respects you as a leader, he does not think about your attributes. He observes what you do so that he can know who you really are. He uses this observation to tell if you are an honorable and trusted leader, or a self serving person who misuses her authority to look good and get promoted. Self serving leaders are not as effective because their employees only obey them, not follow them. They succeed in many areas because they present a good image to their seniors at the expense of their people.
The basis of good leadership is honorable character and selfless service to your organization. In your employees' eyes, your leadership is everything you do that effects the organization's objectives and their well being. A respected leader concentrates on what she is [be] (beliefs and character), what she knows (job, tasks, human nature), and what she does (implement, motivate, provide direction). What makes a person want to follow a leader? People want to be guided by those they respect and who have a clear sense of direction. To gain respect, they must be ethical. A sense of direction is achieved by conveying a strong vision of the future.
Leadership skills
1. Getting and Giving Information: This is probably the #1 competency required of leaders. If you cannot communicate effectively, then no other leadership skill will compensate for this lack. First and foremost, you must be able to exchange information effectively and accurately.
2. Knowing and Understanding Group Resources: This competency enables a leader to:
Recognize knowledge and use of group resources as a major technique in bringing a group together and creating commitment to common goals.
Recognize that resources are theoretically limitless, and that the leader's (and group's) ability to recognize and utilized diverse resources tremendously affects what the group can accomplish.
Involve more people in active leadership by giving each a part according to his or her resources.
Evaluate the impact the availability of resources has on doing a job and maintaining the group.
3. Controlling the Group: This competency enables a leader to:
Recognize how his own behavior influences and controls others.
Distinguish between controlling group performance and setting the example.
Identify control as a function of the group, or of a facilitator, and the advantages and disadvantages of each having that responsibility.
Identify different techniques for controlling group performance and their suitability in different situations.
Deploy group resources to the best interests of the group while encouraging personal growth.
Evaluate leadership performance in terms of group performance.
4. Counseling
This competency enables the leader to:
Gain knowledge of the principles of counseling.
Practice some simple techniques to be used in ordinary situations.
Develop an awareness of counseling as a function of leaders.
Grow personally in areas of problem solving and decision making.
Help others to increased ability to solve problems and make decisions.
5. Setting the Example
This competency enables the leader to:
List three positive results a leader who sets a good example can obtain.
See that Setting an Example is an important part of Controlling Group Performance.
Recognize the leader's responsibility for setting the example.
List seven ways a leader can set a good example
6. Problem-Solving
This competency, sometimes also called Planning, enables the leader to:
Identify problem-solving as one of they key techniques in developing the group's capability.
Gain knowledge of a definite technique for problem-solving and planning.
Understand the value of problem-solving in group commitment to the task and to group unity.
The basic outline for this competency has not changed in over 30 years. Additional information is added, layers of complexity are introduced, but the basic scheme remains: Analyze, Design, Develop, Implement, and Evaluate.
7. Evaluation
This competency enables the leader to:
Use evaluation as a technique to maintain group integrity while improving job performance.
Describe what is meant by "getting the job done" and "maintaining the group."
Analyze a situation for improvement.
Avoid conflicts between getting the job done and maintaining the group.
Develop an attitude of constant (informal and formal) evaluation.
Use a variety of strategies for evaluation purposes.
8.Sharing Leadership
This competency enables the leader to:
Develop a concept of leadership for a group which permits different functions of leadership being shared or distributed among group members according to the situation and member's strengths.
Gain knowledge of the forces acting on the leader and the group, and inherent in the situation which makes for appropriateness of leadership styles.
Distinguish between situations in which certain styles of leadership are appropriate.
Relate styles of leadership to the twin factors of getting the job done and maintaining group integrity and morale.
Develop attitudes of using appropriate styles of leadership to fit needs of the group to meet situations and accomplish short-and long-range goals.
Monday, January 7, 2008
Issues discussed in the Class
Organizational Behaviour
Chapter-wise comments on issues discussed in the Class
Chapter 1: Introduction to Organizational Behaviour
· What is organization?
· What is behaviour?
· Factors that influence human behaviour
· What is Organizational Behaviour
· Why is it important to study Organizational Behaviour?
· Theoretical framework of Organizational Behaviour: Behavioural framework, Cognitive framework and Social Cognitive framework
Chapter 2: Perception and Attribution
What is perception?
Perceptual process
Perceptual Selectivity
External factors affecting perceptual selectivity
Internal factors affecting perceptual selectivity
Perceptual organization
Perceptual error
What is attribution?
Harold Kelley’ model of attribution
Common attribution errors
Chapter 3: Personality and Attitudes
What is personality?
What shapes personality?
Personality traits
What is attitude?
Functions of attitude
Process of attitude formation
Mechanism of changing attitude
Chapter 4: Job Satisfaction
What is job satisfaction?
Factors affecting job satisfaction
Outcomes of job satisfaction
Chapter 5: Motivational Needs and Processes
What is motivation?
Theories of motivation: Hierarchy of needs, Motivation-Hygiene, ERG theory, McClelland’s theory of needs, expectancy theory
Application of motivational theories: Management by Objective, Employee recognition programme, employee involvement programme, Reward system
Chapter 6: Behaviour of groups and Teams
Concept of groups
Why people form groups?
How groups are formed?
Stages of group formation
Types of groups
Factors affecting group cohesiveness
Dysfunctions of groups and teams
Types of teams
How to make teams more effective?
Chapter 7: Communication
What is communication?
Types of communication
Managerial communication model
Purpose of communication at the workplaces
Inter-personal communication process
Chapter 8: Decision-making
Models of behavioural decision-making:
Economic Rationality model
Social Model
Group Decision-making
Chapter 9: Stress and conflict
Meaning of stress
Concept of burnout
Causes of stress
How to cope with stress
(the issues related to Conflict were not discussed in the class)
Chapter 10: Leadership
Concept of leadership
Leadership skills
(leadership styles were not discussed in the class)
Chapter-wise comments on issues discussed in the Class
Chapter 1: Introduction to Organizational Behaviour
· What is organization?
· What is behaviour?
· Factors that influence human behaviour
· What is Organizational Behaviour
· Why is it important to study Organizational Behaviour?
· Theoretical framework of Organizational Behaviour: Behavioural framework, Cognitive framework and Social Cognitive framework
Chapter 2: Perception and Attribution
What is perception?
Perceptual process
Perceptual Selectivity
External factors affecting perceptual selectivity
Internal factors affecting perceptual selectivity
Perceptual organization
Perceptual error
What is attribution?
Harold Kelley’ model of attribution
Common attribution errors
Chapter 3: Personality and Attitudes
What is personality?
What shapes personality?
Personality traits
What is attitude?
Functions of attitude
Process of attitude formation
Mechanism of changing attitude
Chapter 4: Job Satisfaction
What is job satisfaction?
Factors affecting job satisfaction
Outcomes of job satisfaction
Chapter 5: Motivational Needs and Processes
What is motivation?
Theories of motivation: Hierarchy of needs, Motivation-Hygiene, ERG theory, McClelland’s theory of needs, expectancy theory
Application of motivational theories: Management by Objective, Employee recognition programme, employee involvement programme, Reward system
Chapter 6: Behaviour of groups and Teams
Concept of groups
Why people form groups?
How groups are formed?
Stages of group formation
Types of groups
Factors affecting group cohesiveness
Dysfunctions of groups and teams
Types of teams
How to make teams more effective?
Chapter 7: Communication
What is communication?
Types of communication
Managerial communication model
Purpose of communication at the workplaces
Inter-personal communication process
Chapter 8: Decision-making
Models of behavioural decision-making:
Economic Rationality model
Social Model
Group Decision-making
Chapter 9: Stress and conflict
Meaning of stress
Concept of burnout
Causes of stress
How to cope with stress
(the issues related to Conflict were not discussed in the class)
Chapter 10: Leadership
Concept of leadership
Leadership skills
(leadership styles were not discussed in the class)
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