Culture and Organizational BehaviourCulture and Organizational Behaviour is a textbook for management studies that highlights the effect of the confluence of Western and Indian cultural influences. It adheres to the syllabi of the organizational behaviour courses followed in most major universities and management institutes. The book presents basic knowledge of organizational behaviour as developed in the West, adds to these the latest global research findings, and situates them in the Indian cultural perspective. It also highlights the issues that emanate from the interface of the Indian culture and organizational behaviour. Key Features: - Contains updated case studies from Indian organizations - Focuses on current and emerging strategies in organizational structures, leadership, power and politics - Covers topics like balancing work and other responsibilities, power and politics, and conflict and negotiation, which, though extremely crucial to organizational behaviour, have perhaps not got due attention in the existing literature - Presents the relatively unexplored effects of Indian culture on organizational behaviour. Provides a platform where both theoretical and practical issues can be addressed by managers, researchers, students and teachers alike. |
Contents
Organizational Behaviour | 3 |
Indian Cultural Context | 28 |
The Indian Milieu | 53 |
Self and Personality | 81 |
The Ultimate Goal of Life | 110 |
Individuals and Group Dynamics | 137 |
Working for Self and Others | 167 |
Teamwork | 191 |
Theories of Leadership | 267 |
Organizational Culture | 297 |
Knowledge Organizations | 327 |
Organizational Change and Development | 351 |
Glossary | 377 |
| 397 | |
Author Index | 415 |
| 422 | |
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Common terms and phrases
achieve approach authoritarian behave beliefs boss C-group cent characteristics collectivism collectivist competence competitive complex conceptualized conflicts context contingency theories cooperate create cross-functional teams decisions depending differentiated effective employees example experience factors feedback feel function global goals group members groupthink hierarchical Hindu human resources impact in-group Indian culture Indian organizations individualistic individuals influence integrated interactions interests interpersonal involves Japanese knowledge Kumar leader leadership learning levels manifest milieu mindset motivation multinational needs negotiation norms one's organizational behaviour organizational culture organizational development orientation participative Patna perceived performance person perspective political positive power distance problems Ratan Tata realize relationships responsibility result rewards role self-efficacy share Sinha skills social social loafing Step strategy structure style subordinates superior tacit knowledge task Tata Steel teams teamwork theories Type A personality values well-being Western workers