SCDL Keywords-Organisaitonal Behavior-OB

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	Organizational Behavior
sl no.	unit -1: introduction to organizational behavior	page no.
1	historical; development of organizational behavior	3
2	industrial psychology	4
3	scientific management movement	5
4	human relations movement	5
5	the great depression	6
6	rise of trade unionism	6
7	Hawthorne experiment	7
8	illumination experiment	8
9	relay room experiment	8
10	second relay room experiment	9
11	mass interviewing program	10
12	bank writing room study	10
13	implications of Hawthorne studies	11
14	challenges faced by HR mangers in multinational companies	13
15	emerging concerns in organizational behavior	15
16	cultural diversity and team work	15
17	ethical management and corporate social responsibility	16
	unit 2:- understanding organizational behavior
1	levels of organizational behavior	22
2	fundamental concept of organizational behavior	23
3	individual differences	24
4	whole person	24
5	motivation	24
6	human dignity	24
7	goals of organizational behavior	25
8	individual	25
9	group	25
10	organizational	25
11	various organizational models	25
12	organisation is a social system	26
13	mutuality of interest	26
14	organizational models	26
15	autocratic model	27
16	custodial model	27
17	supportive model	27
18	collegial model	27
19	models and their facets	28
20	why is organizational behavior important	28
	unit 3:- Perception
1	significance of perception	35
2	stimulus	36
3	registration	36
4	interpretation	36
5	feedback	37
6	consequence	37
7	sub process involved in perception	37
8	principles of perpetual selection	38
9	external attention factors	38
10	intensity	39
11	size	39
12	contrast	40
13	repetition	40
14	motion	41
15	novelty and familiarity	41
16	internal set factors	41
17	habit	42
18	motivation and interest	42
19	learning and perception	42
20	organizational role and specialisation	43
21	perpectual set in organizational settings	43
22	perpectual organisation	44
23	perpectual grouping	44
24	closure	44
25	figure-round	44
26	perpectual constancy	45
27	perpectual defense	45
28	denial	45
29	modification and distortion	45
30	change in perception	46
31	recognition	46
32	social perception	47
33	characteristics of perceiver and perceived	47
34	person perception	48
35	common perpetual errors	49
36	halo	49
37	leniency	49
38	central tendency	49
39	recency effects	49
40	contrast effects	49
	unit 4:- Personality
1	history	57
2	determinants of personality	58
3	biological	59
4	heredity	59
5	brain	59
6	physical features	59
7	cultural factors	60
8	family and social factors	60
9	socialization process	60
10	identification process	60
11	personality theories	61
12	intrapsychic theory	61
13	id	62
14	ego	62
15	superego	63
16	type theories	63
17	trait theories	64
18	evaluation of trait theories	64
19	social learning theory	65
20	self theory	65
21	self-concept	65
22	the organism	66
23	the development of self:personlity	66
24	evaluation of self-theory	67
25	personality and organisation	68
26	individual personality determined	68
27	heredity-nature	68
28	environment- nurture	68
29	culture	69
30	family	69
31	group membership	69
32	life experiences	69
33	personality structure	70
34	big five personality structure	70
35	personality behavior	70
36	adjustment sociability conscientiousness agreeableness intellectual openness	70
37	self esteem	70
38	locus of control	71
39	goal orientation	73
40	effect of locus of control on performance	74
41	information processing	74
42	initiative	74
43	motivation	74
44	introversion and extroversion	75
45	dogmatism	76
46	authoritarian	76
47	organizational; implications	77
48	person and the situation	77
	unit 5:- Attitude
1	nature of attitude	86
2	arousal of attitude	87
3	attitudes and values	88
4	attitudes and opinions	89
5	attitude, beliefs and ideology	89
6	attitude and prejudice	90
7	characteristics of attitudes	90
8	valence	91
9	multiplicity	91
10	relation to needs	91
11	centrality	91
12	attitude formation	92
13	personal experiences	92
14	association	92
15	family	93
16	peer groups	93
17	models	93
18	institutional factors	94
19	measurement of attitude	94
20	thurstone's scale	94
21	likert's scale	94
22	Bogardu's social distance scale	95
23	Guttman's scale	95
24	measuring attitudes by means of projective tests	95
25	some problems in attitude measurement	96
26	changing attitudes	96
27	characteristics of communicator	97
28	the method of communication	97
29	characteristic of target	98
30	situational factors	98
31	new experiences	98
32	attitudes and behavior	99
33	work attitude	99
34	job satisfaction	99
35	sources of job satisfaction	100
36	effects of various work factors on job satisfaction	101
37	work itself	101
38	physical demands	101
39	personal interest	101
40	reward structure	101
41	working condition	101
42	physical needs	101
43	goal attainment	101
44	self	101
45	organisation and management	101
46	job satisfaction and employee performance	102
47	organizational commitment	103
48	sources of organizational commitment	104
	unit 6:-motivation the why's of human behavior
1	history	110
2	motivational framework	111
3	characteristics and classification of motives	111
4	primary motives	112
5	general motives	112
6	secondary motives	112
7	power motive	112
8	achievement motives	113
9	affiliation motive	113
10	intra personal conflict	114
11	goal conflict	114
12	approach-approach	114
13	avoidance-avoidance	114
14	approach- avoidance	114
15	frustration	115
16	defense mechanism	115
17	rationalization	115
18	regression	115
19	aggression	115
20	fantasy	115
21	resignation ,flight or withdrawal	116
22	negativism	116
23	money as a motivator	117
	unit 7:-work motivation theories
1	content theories	124
2	process theories	124
3	Abraham Maslow's theory of need hierarchy	124
4	sequence of Maslow's need hierarchy theory	125
5	physiological theories	125
6	safety needs	125
7	social needs	126
8	need for belongingness	126
9	need for esteem	126
10	self actualization need	127
11	Herzberg's two factor theory of motivation	128
12	hygiene factor and motivators for Herzberg two factor theory of motivation	128
13	job enlargement	130
14	job enrichment	130
15	criticism of Herzberg's theory	131
16	alderfer's ERG theory	131
17	ERG model of motivation	131
18	vroom's expectancy theory of motivation	133
19	porter Lawler model	134
20	equity theory of work motivation	135
21	attribution theory	136
22	theory X and theory Y	136
23	Pygmalion in management	137
	unit 8:- morale
1	productivity curve	148
2	indicators of morale	149
3	employee morale: role of leadership	150
4	it's not economy, it's you	151
5	steps towards recognizing and rehabilitating low morale	152
6	look, listen take nothing for granted	152
7	honesty is surprise- the best policy	153
8	don't take away their training	154
9	no cheap tricks	154
10	employees of an organization with high morale	156
11	various aspects of morale	156
12	morale and happiness are not he same	156
13	elitism is the cornerstone of department morale	157
14	department have to earn high morale	157
15	the department must rid itself of employees who don’t meet standards	157
16	money and goodie cant buy morale	158
17	good leadership is essential for high morale	158
18	leaders of departments with high moral e are vulnerable	158
19	leaders have to keep lines of communication open with department members	159
20	improving employee morale	159
21	training	160
22	recognition	160
23	financial rewards	160
24	communication	161
25	alignment	161
26	leadership	161
	unit 9:-work and conditions of work
1	characteristics of work	166
2	avoiding decrement in work curve	166
3	hypothetical work curve	167
4	reasons for decrement to occur	167
5	fatigue	167
6	boredom	168
7	creating favorable work environment	170
8	noise	170
9	music	170
10	illumination	170
11	color	171
12	atmospheric effect	171
	unit 10:- conflict management
1	reasons for conflict	176
2	conflict process	176
3	levels of conflict in organizational behavior	177
4	intra personal	178
5	approach -avoidance	178
6	avoidance-avoidance	178
7	approach- approach	178
8	interpersonal	178
9	intra group	178
10	inter group	178
11	varieties of conflict	178
12	goal conflict	178
13	cognitive conflict	178
14	affective conflict	179
15	procedural conflict	179
16	interpersonal conflict handling styled	179
17	competing style	180
18	win-lose	180
19	accommodating style	180
20	lose-win	180
21	collaborating style	181
22	win-win	181
23	compromising style	181
24	win some-lose some	181
25	avoiding	182
26	lose-lose	182
27	interpersonal conflict management style	183
28	attitude towards conflicts	183
29	positive attitude	183
30	negative attitude	183
31	balanced attitude	183
32	negotiations in conflict management	183
33	negotiation	183
34	types of negotiation	184
35	distributive negotiations	184
36	integrative negotiations	184
37	attitudinal structuring	184
38	intra organizational negotiations	184
39	mediation	185
40	competencies and tasks by mediator	185
41	key tasks in mediator's role include	185
	unit 11:-group dynamics
1	propinquity	194
2	balance	194
3	exchange	194
4	classification and types of groups	194
5	friendship group	194
6	task group	194
7	formal group	195
8	informal group	195
9	effective group	195
10	teams and types of teams	195
11	team empowerment	196
12	types of team s	196
13	functional teams	196
14	problem solving teams	196
15	cross-functional teams	196
16	self-managed teams	197
17	virtual teams	197
18	development stages of teams	198
19	forming stage	198
20	storming stage	198
21	norming stage	198
22	performing stage	198
23	adjourning stage	198
24	influences in team effectiveness	199
25	context	199
26	goals	199
27	team size	200
28	team member roles and diversity	200
29	taps oriented roles	200
30	initiating	200
31	seeking information or opinion	200
32	giving information or opinion	200
33	clarifying and elaborating	200
34	summarizing	200
35	consensus testing	200
36	relationship oriented rules	200
37	harmonizing	200
38	gate keeping	200
39	encouraging	201
40	compromising	201
41	self-oriented goals	201
42	dominator	201
43	negativist	201
44	aggressor	201
45	playboy	201
46	story teller	201
47	interrupter	201
48	poor me	201
49	team diversity	202
50	norms	202
51	cohesiveness	202
52	group think process and remedies to overcome group think	202
53	group thing process	203
54	organizational remedies	203
55	leader oriented remedies	203
56	member oriented remedies	203
57	process oriented remedies	203
58	group maturity	204
59	mature group	204
60	group: a sociological view	204
61	types of work mates	205
62	work relationships seems to have rules	205
63	understanding groups	206
64	2X2 group behavior diagram	206
65	group cohesiveness or unity	206
66	factors that help unite a group	206
67	sharing premises	207
68	similar backgrounds	207
69	rewarding experiences	207
70	activities requiring cooperation	207
71	effective team work	207
72	good teams	207
73	collective leadership	208
	unit 12:- stress management
1	alarm reaction	218
2	stage of resistance	218
3	stage exhaustion	218
4	diagrammatic form of the general adaption syndrome	218
5	stress definition	219
6	types of stress/stressors	220
7	eustress	220
8	distress	220
9	hyper work stress	220
10	hypo stress	220
11	organizational stressors	221
12	life stressors	221
13	personal stressors	222
14	management of stress	224
15	love thyself	224
16	managing stress	224
17	body soul mind	224
18	know your personality	224
19	recognition is half the solution	224
20	some behavioral symptoms of stress	225
21	ways to overcome stress	226
22	love your body	226
23	have a regular medical check up	226
24	exercise regularly	226
25	don’t touch tobacco	226
26	mind what you eat	227
27	drink	227
28	love your mind	227
	unit 13:- leadership
1	Katz and Kahn	234
2	classification on leadership	236
3	lowa leadership studies	236
4	Ohio state leadership studies	237
5	early Michigan leadership styles	238
6	leadership skills and styles	238
7	types of leadership skills	239
8	technical skills	239
9	human skills	239
10	conceptual skills	239
11	leadership style	240
12	autocratic	240
13	participative	241
14	free- rein	241
15	managerial grid	242
16	1.9, 9.0,5.5, 9.1,1.1	242
17	impoverished style	242
18	Blake and mouton	242
19	middle of the roader	242
20	rensis linkert's four system management	243
21	casual variables	243
22	intervening variables	243
23	end-result variables	243
24	likert's style of leadership are classified into four distinct types	243
25	system 1: exploitative, Authoritative	243
26	system 2:Benovalent-Authoritative	243
27	consultative	244
28	democratic	244
29	leadership behavior continuum	244
30	theories of leadership	246
31	trait theories of leadership	246
32	free fiedlers contingency theory of leadership	247
33	life cycle theory	248
34	path goal leadership theory	248
35	directive leadership	249
36	supportive leadership	249
37	participative leadership	249
38	achievement-oriented leadership	249
39	latest trends in leadership	250
40	can leadership be taught	251
41	Abraham Zaleznik	252
42	do organisation need leaders or leadership	253
43	leadership effectiveness	253
44	a preference for hierarchy	253
45	embeddedness	253
46	personalized, not contractual relationship	253
47	harmony and tolerance	254
48	doing one's duty -dharma	254
49	an agrarian past and present	254
50	the caste system and landowning patterns	254
51	nurturant task leader	254
52	leadership questionnaire	257
53	depicting the leadership style profile sheet	258
	unit14: management of organizational change
1	characteristics of organizational change	268
2	forces for change	269
3	internal forces	269
4	external forces	269
5	technology	270
6	economic shocks	270
7	market situation	270
8	social and political change	271
9	resistance to change	271
10	individual resistance	271
11	economic reasons	272
12	obsolescence of skills	272
13	preference for status quo	272
14	fear of the unknown	273
15	social reasons	273
16	social displacements	273
17	peer pressure	273
18	organizational resistance to change	274
19	structural resistance	274
20	resource constraints	274
21	sunk costs	275
22	general apathy	275
23	force field analysis	275
24	communication	275
25	proper management style	276
26	planning to overcome change	277
27	forces demanding change	277
28	recognize the need for change	277
29	diagnose the problem	278
30	techniques used for diagnosis	278
31	interviews	278
32	questionnaires	278
33	observations	279
34	secondary data unobtrusive measures	279
35	plan the change	280
36	implement the change	281
37	resistance control power	281
38	implement the change by changing the structure	281
39	implement the change by changing technology	282
40	implement the change by changing people	282
41	unfreezing	282
42	moving- changing	283
43	refreezing	283
44	follow up on the change	283
	unit 15:- organizational culture
1	includes	296
2	innovation and risk taking	297
3	attention and detail	297
4	outcome orientation	297
5	people orientation	297
6	team orientation	297
7	aggressiveness	297
8	stability	297
9	development and levels of organizational culture	298
10	developing organizational culture	298
11	external adaption and survival	298
12	internal integration	299
13	language and concepts	299
14	group and team boundaries	299
15	power and status	299
16	rewards and punishment	299
17	maintaining organizational culture	300
18	reactions to incidents and crises	300
19	role modelling,teaching and coaching	300
20	allocation of rewards and status	300
21	recuitmnet,selection , promotion and removal	300
22	rites, ceremonies and stories	300
23	changing organizational culture	301
24	types of corporate culture	302
25	bureaucratic culture	303
26	clan culture	303
27	entrepreneurial culture	303
28	market culture	304
29	performance and transitional culture	304
30	benefits of strong organizational culture	304
31	managing cultural diversity	305
32	how employees learn culture in an organiasiton	306
33	stories	306
34	ritual s	307
35	perks	307
36	language	307
37	matching people with cultures	308
38	sociability	308
39	solidarity	308
40	Goffee and Jone	309
41	networked culture	309
42	mercenary culture	309
43	fragmented culture	309
44	communal culture	309
45	concept of organizational socialization	310
	unit 16:-Organizational power and politics
1	dependency theory of power	315
2	important	316
3	scarce	316
4	non-substitute	316
5	dependency, power and bargaining outcomes	317
6	bases and sources of power	319
7	interpersonal sources	320
8	coercive power	320
9	reward power	321
10	legitimate power	321
11	expert power	321
12	referent power	322
13	structural sources of power	322
14	knowledge as power	322
15	resources as power	322
16	decision making as power	323
17	networks as power	323
18	effective use of power	323
19	making effective use of power	324
20	influence strategy	324
21	rational persuasion	324
22	inspirational appeal	324
23	consultation	324
24	integration	324
25	exchange	324
26	personal appeal	324
27	coalitions	324
28	legitimating	324
29	pressure	324
30	political behavior and organizational politics	324
31	political behavior	324
32	organizational politics	325
33	forces creating political behavior	326
34	personality and political behavior	326
35	personality traits	326
36	need for power	326
37	Machiavellianism	326
38	locus of control	326
39	risk seeking propensity	326