A. FUNDAMENTALS OF ORGANIZATIONAL BEHAVIOR 1. FIELDS OF ORGANIZATIONAL BEHAVIOR Organizations are collections of interacting and inter related human and non-human resources working toward a common goal or set of goals within the framework of structured relationships. Organizational behavior is concerned with all aspects of how organizations influence the behavior of individuals and how individuals in turn influence organizations. Organizational behavior is an inter-disciplinary field that draws freely from a number of the behavioral sciences, including anthropology, psychology, sociology, and many others. The unique mission of organizational behavior is to apply the concepts of behavioral sciences to the pressing problems of management, and, more generally, to administrative theory and practice.
http://www.hrfolks.com/articles/orgn%20mgmt/organizational%20behavior.pdf
2. EMERGING TRENDS Globalization Globalization is a difficult term to define because it has come to mean so many things. In general, globalization refers to the trend toward countries joining together economically, through education, society and politics, and viewing themselves not only through their national identity but also as part of the world as a whole. Globalization is said to bring people of all nations closer together, especially through a common medium like the economy or the Internet. In our world, there are few places a person can’t get to within a day of travel, and few people a person can’t reach via telephone or Internet. Because of modern modes of travel and communication, citizens of a nation are more conscious of the world at large and may be influenced by other cultures in a variety of ways. Time and space matter less, and even language barriers are being overcome as people all over the world communicate through trade, social Internet forums, various media sources, and a variety of other ways. http://www.wisegeek.com/what-is-globalization.htm
Workforce
EMPLOYMENT RELATIONSHIP INFORMATION TECHNOLOGY BUSINESS ETHICS 3. ORGANIZATIONAL CONCEPTS MULTIDISCIPLINARY SCIENTIFIC CONTINGENCY MULTI LEVELS OF ANALYSIS OPEN SYSTEM 4. INDIVIDUAL BEHAVIOR INTELIGENCE CREATIVITY THEORIES a. SOCIAL IDENTITY b. ATTRIBUTION STEREOTYPING IN ORGANIZATIONAL SETTING IMPROVING PERCEPTION B. LEARNING IN ORGANIZATIONS 1. THEORIES CLASSICAL CONDITIONING OPERANT CONDITIONING SOCIAL LEARNING BEHAVIORAL MEDICATION C. THEORIES OF MOTIVATION MCGREGORS THEORY X AND THEORY Y MASLOW’S HIERARCHY OF NEEDS ALDERFER’S ERG THEORY HERZBERG’S MOTIVATION HERZBERG’S TWO-FACTORY THEORY
MC CLLELAD’S THEORY OF NEEDS ACHIEVEMENT THEORY MOTIVATION PROCESS D. APPLPIED MOTIVATIONS PRACTICES REWARD SYSTEM JOB DESIGN AND WORK EFFECIENCY MOTIVATION OF SELF THORUGH SELF LEADERSHIP MOTIVATING PEOPLE IN THE ORGANIZATION E. GROUP/TEAM BEHAVIOR 1. 2. 3. 4. 5. TYPES AND FEATURES OF GROUP ROLES AND NORMS GROUP DEVELOPMENT GROUP STUCTURE AND PROCESS GROUP DECISION-MAKING
F. TEAMS 1. TEAM BUILDING 2. GROUP DYNAMICS G. COMMUNICATION 1. 2. 3. 4. 5. PROCESS OF COMMUNICATION FACTORS OF COMMUNICATION COMMUNICATION CHANNELS BARRIERS IN COMMUNICATION IMPROVING ORGANIZATIONAL COMMUNICATION SKILLS
H. INTERPERSONAL AND INTRAPERSONAL ISSUES IN THE WORKPLACE 1. STRESS AND STRESS ,MANAGEMENT NATURE AND SOURCES NATURE OF COPYING MANAGING STRES 2. CONFLICT MANAGEMENT AND NEGOTIATIONS SOURCES STAGES TYPES CONFLICT MANAGEMENT TECHNIQUES LEVEL OF CONFLICT MANAGEMENT TYPES OF NEGOTATIONS 3. COUNSELLING
I. ORGANIZATIONAL CHANGE 1. 2. 3. 4. 5. 6. NATURE AND TYPES OF ORGANIZATIONAL CHANGE STAGES IN THE CHANGE PROCESS FORCES OF CHANGE RESISTANCE TO CHANGE RESPONDING AND OVERCOMING RESISTANCE TO CHANGE UNDERSTANDING AND MANAGING RESISTASNCE TO CHANGE