1

REVIEW OF BOOK (PAPER VI)

On

MANAGEMENT AND ORGANIZATIONAL BEHAVIOUR

In partial fulfillment of BBA COURSE

BATCH -2019-2022

Submitted by:

KAJAL SONI
BBA (Part 3rd)

MAHARISHI ARVIND INSTITUTE OF SCIENCE AND

MANAGEMENT AMBABARI , JAIPUR
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MANAGEMENT AND ORGANIZATIONAL

BEHAVIOUR

Author: V.G KONDALKAR

PUBLISHER

NEW AGE INTERNATIONAL (P) LIMITED, PUBLISHERS

4835/24, Ansari Road, Daryaganj, New Delhi - 110002Visitusat
www.newagepublishers.com

Copyright © 2007, New Age International (P) Ltd., PublishersPublished by

New Age International (P) Ltd., PublishersAll rights reserved. No
part of this ebook may be reproduced in any form, by photostat,
microfilm,xerography, or any other means, or incorporated into any
information retrievalsystem, electronic or mechanical, without the written
permission of the publisher.
All inquiries should be emailed to
[email protected]

ISBN (13) : 978-81-224-2487-4

 3

About the book

Globalisation, technology advancement, open market system and desire of human beingsto
excel in the field one works has increased competitiveness and resultant work
stress.Management of human behaviour and chanalizing it into correct direction has
becomeimportant. Application of motivational theories, art of leadership and skill of
redesigning jobs and modification to organisational structure is an on going
process that facilitatespositive work environment leading to increased job satisfaction of
employees, greater pro-ductivity and organizational growth. Due to scientific
advancement managing humanresources is more challenging. It has been observed
that everybody wants to catch up withnext higher strata of life style. Social obligations
have increased and so has increased thepurchasing power, thanks to financial institutions
who are doing a tremendous business of financing individuals. This situation has led to
designing an appropriate situational modelof managing human behaviour in varying
conditions. There is no specific model for thispurpose. There are however standard
models of behaviour that can be modified depending upon the situation and applied in
work settings. The traditional ways of managing orga-nizations infact have fast
diminished. New ways have emerged. The work is now being accomplished by work
teams and work groups. Participative decision making, delegation,empowerment, TQM,
flexible work time and many more such concepts have emerged.Redesigning of work and
organizational structure, regrouping, mergers have become theorder of the day. This has
led to employees undergoing more stress. The book has at-tempted to solve issues
mentioned above in a systematic manner. An attempt has beenmade to include various
chapters that form the curricula of various universities across thecountry. The book is
written in a simple language supported by case at the end of thechapter and various
exercises on behavioural skills.The book has been thoroughly prepared in terms of
contents and its application. Newconcepts of human behaviour have been included in the
book. The book is intended for awider readership. It is not only useful to students of MBA
but also to the students of MA (psychology), students who have taken OB as one of the subjects
for competitive examination,practicing HR executives and for common person who would
like to implement behaviourmodification. The book is also recommended for Defence
Services Organizations withparticular requirement of junior leaders to manage soldiers.
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ABOUT THE AUTHOR

Dr. (Col.) V.G. Kondalkar

Professor-Emeritus

Col. Kondalkar joined the Indian Army during the 1962 war with
China. He served in various capacities including CO of 11
Dogra, Director of Army Clerks Training Institute, Aurangabad,
Director (Recruitment) for Army & Navy-Meghalaya and Director
(Admin.), War College, Mhow.
As a teacher, he was with Prestige Institute, Indore for 6 years,
VNS Institute of Management, Bhopal for 6 yrs. and has been
associated with PIMR since 2008.
He has authored several books, which have been published by
reputed publishers and are popular among students.
Organisational Behaviour (New Age Intl. Pub.), Organizational
Change & Development (Vishal Pub.), Organizational
Development (New Age), Organizational Effectiveness &
Change Management (Practice-Hall of India), Change &
Knowledge Management (Vikas) are some of his popular books.
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INDEX

CHAPTER NAME PAGE NO.

1. Organizational Behavior 6

2. Foundations of Individual Behavior 8

3. Attitudes and Job Satisfaction 9

4. Personality and Values 10

5. Perception And Individual Making 12

6. Motivation Concept 14

7. Motivation: From Concepts to Applications 16

8. Emotions and Moods 18

9. Foundations of Group Behavior 20

10. Understanding Work Teams 22

11. Communication 24

12. Basic Approaches To Leadership 26

13. Contemporary Issues In Leadership 28

14. Power And Politics 30

15. Conflict And Negotiation 32

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CHAPTER-1

Organizational Behavior
The stellar universe is not so difficult of comprehensive as the real actions of
other people.

- Marcel Proust

1. The Importance of Interpersonal Skills: - Recognition of the importance of

developing manager’s interpersonal skills is closely tied to the need for
organizations to get and keep high-performing employees.

2. What Managers Do: - Managers Make Decisions, Allocate Resources, And

Direct The Activities Of Others To Attain Goals.

3.Enter Organizational Behavior: - A field of study that investigates the impact

that individuals, groups, and structure have on behavior within organizations, for
the purpose of applying such knowledge toward improving an organization’s
effectiveness.

4.Complementing Intuition With Systematic Study: - When we use the phrase

systematic study, we mean looking at relationships, attempting to attribute causes
and effects, and basing our conclusions on scientific evidence- that is, on data
gathered under controlled conditions and measured and interpreted in a
reasonably rigorous manner.

5. Disciplines That Contribute To The OB Field: - Psychology, Social

Psychology, Sociology, Anthropology.
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6.There Are Few Absolutes In OB : - The role of absolutes in OB- if any

existed, would be to shape individual, group and organizational behavior such
that desired outcomes are achieved.

Challenges and Opportunities for OB: - A quick look at a few of the

7.
dramatic changes now taking place in organization supports this claim. For
instance, more and more women and people of color are in the workplace;
corporate downsizing and the heavy use of temporary workers are severing the
bonds of loyalty. The war on terror has brought to the forefront the challenges of
working with and managing people during uncertain times.

8. Coming Attractions: Developing an OB Model: - We conclude this chapter

by presenting a general model that defines the field of OB, stakes out its
parameters, and identifies its primary dependent and independent variables.

9.Global Implications: - Most OB research has been conducted in Western

cultures. You’ll find that some OB principles don’t vary much across cultures,
but others vary a great deal from culture to culture.

Summary and Implications for Managers: - OB is a field of study that

investigates the impact that individuals, groups, and structure have on behavior
within an organization. The end result will be a “coming attractions”.
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CHAPTER-2

Foundation of Individual Behavior

I think that God in creating Man Somewhat overestimated his ability.

–Oscar Wilde

1.Ability: - As we will use the term ability refers to an individual’s capacity to

perform the various tasks in a job.

2.Intellectual Abilities: - intellectual abilities are abilities to perform mental

activities- for thinking, reasoning, and problem solving, people in most societies
place a high value on intelligence, and good reason.

3.Physical Abilities: - The capacity to do tasks that demand stamina, dexterity,

strength, and similar characteristics.

 Biographical Characteristics: - Age, Gender, Race, Social Group.

 Other Biographical Characteristics: Tenure, Religion, Sexual Orientation,

And Gender Identity

4.Learning: - A generally accepted definition of learning is “any relatively

permanent change in behavior that occurs as a result of experience.”

5.Shaping a Managerial Tool: - Systematically reinforcing each successive step

that moves an individual closer to the desired response.

6.Global Implications: -
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Summary and Implication for Managers: - This chapter looked at three

individual variables- ability, biographical characteristics, and learning.

CHAPTER-3

Attitudes and Job Satisfaction

Attitude Isn’t Everything, But It’s Close.

-New York Times Headline, August 6, 2006

1. Attitudes: - Attitudes are evaluative statement- either favorable or unfavorable-

about objects, people, or events.

2. Attitude-Behavior Relationship: - The attitude-behavior relationship is likely

to be much stronger if an attitude refers to something with which the individual
has direct personal experience.

3. The Major Job Attitudes: - Job Satisfaction, Job Involvement, Organizational

Commitment.

4. Job Satisfaction: - We’ve defined job satisfaction as a positive feeling about a

job resulting from an evaluation of its characteristics.

Causes of Job Satisfaction: - The job-satisfaction facets (work itself, pay,

5.
advancement opportunities, supervision, coworkers), enjoying the work is almost
always the one most strongly correlated with high levels of overall job
satisfaction.

6. Global Implications: - People in different countries and from different cultures

can and do form judgments of job satisfaction.
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Summary And Implications For Managers: - The most important thing

managers can do to raise employee satisfaction is focus on the intrinsic parts of
job, such as making the work challenging and interesting.

CHAPTER-4

Personality and Values

I am driven by fear of failure. It is a strong motivator for me.

-Dennis Manning, CEO of Guardian Life Insurance Co.

1.Personality: - When psychologists talk of personality, they mean a dynamic

concept describing the growth and development of a person’s whole
psychological system.

Gordon Allport said personality is “the dynamic organization within the

individual of those psychophysical systems that determine his unique
adjustments to his environment.”

2.The Myers-Briggs Type Indicator (MBIT): - It’s a 100-question personality

test that asks people how they usually feel or act in particular situations.

3.The Big Five Personality Model: - The MBIT may lack for strong supporting
evidence, but the same can’t be said for the five-factor model of personality
typically called the Big Five Model, or the “big five”.

4.The Big Five Traits Workplace Behavior: - The big five personality model
explains how employee’s behavioral traits can be segmented into certain
personalities.
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5.Other Personality Traits Relevant To OB: - Core Self- Evaluation,

Machiavellianism, Narcissism, Self-Motivation, Self Monitoring, Risk Taking,
Type A Personality, Proactive Personality, High-Flyers.

6.Values: - values represent basic convictions that “a specific mode of conduct or

end-state of existence is personally or socially preferable to an opposite or
converse mode of conduct or end-state of existence.

7.Generational Values: - An understanding that individual values differ but tend

to reflect the societal values of the period in which they grew up can be a
valuable aid in explaining and predicting behavior.

8.Global Implications: - The five personality factors identified in the Big Five
model appear in almost all cross-cultural studies. Because values differ across
cultures, an understanding of these differences should be helpful in explaining
and predicting behavior of employees from different countries.

Summary And Implications For Managers: - You need to evaluate the job, the
work group, and the organization to determine the optimal personality fit. Values
often underlie and explain attitudes, behaviors, and perceptions.
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CHAPTER-5

Perception and Individual Decision Making

Indecision may or may not be my problem.

-Jimmy Buffett

Perception: - Perception is a process by which individuals organize and

1.
interpret their sensory impressions in order to give meaning to their environment.

2.Person Perception: Making Judgments About Others: - The perception

concepts most relevant to OB include person perceptions, or the perceptions
people form about each other.

3. Frequently Used Shortcuts In Judging Others: - Selective perception, Halo

effect, Contrast effects, Stereotyping.

The Link Between Perception And Individual Decision Making: -

4.
Throughout the entire decision making process, perceptual distortions often
surface that can bias analysis and conclusions.

Decision Making In Organizations: - Business schools generally train

5.
students to follow rational decision-making models. We begin a brief overview
of the rational decision-making model.
 13

Common Biases And Errors In Decision Making: - Overconfidence bias,

6.
Anchoring bias, Confirmation bias, Availability bias, Escalation of commitment,
Randomness error, Winner’s curse, Hindsight bias.

7. Influences On Decision Making: Individual Differences And

Organizational Constraints

Individual Differences: - Personality, Gender

Organizational Constraints: - Performance evaluation, Reward systems, Formal

regulations, System-imposed time constraints, Historical precedents.

Ethical Considerations: - Ethical considerations should be an important

8.
criterion in organizational decision making. This is certainly more true today
than at any time in recent past, given the increasing scrutiny business is under to
behave in an ethical and socially responsible way.

9. Improving Creativity In Decision Making: - The ability to produce novel and

useful ideas.

Global Implications: - in considering whether there are global differences in the

concepts we’ve discussed in this chapter, let’s consider the three areas that have
attracted the most research: (1) attributions, (2) decision making, and (3) ethics.

Summary And Implications For Managers: - Individuals base their behavior

not on the way their external environment actually is but rather on what they see
or believe it to be. Individuals think and reason before they act. This is why an
understanding of how people make decisions can be helpful for explaining and
predicting their behavior.
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CHAPTER-6

Motivation concepts
Luke:”I don’t believe it.” Yoda:”That is why you fail.”

-The Empire Strikes Back

1.Defining Motivation: - We define motivation as the processes that account for

an individual’s intensity, direction, and persistence of efforts toward attaining a
goal.

2.Early Theories Of Motivation

Hierarchy Of Needs Theory: - Physiological, Safety, Social, Esteem, Self-

actualization.

Theory X And Theory Y

Two Factor Theory

McClelland’s Theory Of Needs

3.Cognitive Evaluation Theory: - A theory that states that allocating extrinsic

rewards for behavior that had been previously intrinsically rewarding tends to
decrease the overall level of motivation.
 15

4.Goal Setting Theory: - A theory that says that specific and difficult goals, with
feedback, lead to higher performance.

5.Self Efficacy Theory: - Self-efficiency refers to an individual’s belief that he

or she is capable of performing a task.

6.Reinforcement Theory: - A theory that says that behavior is a function of its

consequences.

7.Equity Theory: -A theory that says that individuals compare their job inputs
and outcomes with those of others and then respond to eliminate any inequities.

8.Expectancy Theory: - A theory that says that the strength of a tendency to act
in a certain way depends on the strength of an expectation that the act will be
followed by a given outcome and on the attractiveness of that outcome to the
individual.

9.Integrating Contemporary Theories Of Motivation: - We’ve looked at a lot

of motivation theories in this chapter. The fact that a number of these theories
have been supported only complicates the matter. It would be simpler if, after
presenting half a dozen theories, only one was found valid.

Global Implications: - Goals setting theory, Maslow’s needs hierarchy and

another motivation concept that clearly has a U.S. bias is the achievement need.
The view that a high achievement need acts as an internal motivator presupposes
two cultural characteristics- a willingness to accept a moderate degree of risk and
a concern with performance. This combination is found in Anglo-American
countries such as united state, Canada, and great Britain.

Summary And Implications For Managers: - The theories we’ve discusses in

this chapter address different outcomes variables. Need theories, Goal setting
 16

theory, Reinforcement theory, Equity theory/organizational justice, Expectancy

theory.

CHAPTER-7

Motivation: From Concepts to Applications

Money is better than poverty, if only for financial reasons.

-woody Allen

1.Motivating By Job Design: The Job Characteristics Model: - A model that

proposes that any job can be described in terms of five core job dimensions: skill
variety, task identity, task significance, autonomy, and feedback.

2.Types Of Job Redesign: - Job rotation, Job enlargement, Job enrichment.

3.Alternative Work Arrangements: - Three alternative work arrangements:

Flextime, Job sharing, Telecommuting.

4.Employee Involvement: - A participative process that uses the input of

employees and is intended to increase employee commitment to an
organization’s success.

5.Using Rewards To Motivate Employees: - Pay is so important, we need to

understand what to pay employees and how to pay them. To do that,
management must make some strategic decisions.
 17

How To Pay: Rewarding Individual Employees Through Variable- Pay

Programs: -Piece-rate pay, Merit-based pay, Bonuses, Skill based pay, Profit
sharing plans, Gain sharing, Employee stock ownership plans, Evaluation of
variable pay.

6.Flexible Benefits: Developing A Benefits Package: - A benefits plan that

allows each employee to put together a benefits package individually tailored to
his or her own needs and situation.

7.Intrinsic Reward: Employee Recognition Programs: - Two of the most

popular methods of recognizing employees are giving gift certificates and cash
rewards.

Global Implications: - We consider cross-cultural differences in the following

approaches (1) job characteristics and job enrichment, (2) telecommuting, (3)
variable pay, (4) flexible benefits, and (5) employee involvement.

Summary And Implications For Managers: - We’ve presented a number of

motivation theories and applications in this chapter. Although it’s always
dangerous to synthesize a large number of complex ideas into a few simple
guidelines.
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CHAPTER-8

Emotions and Moods

Time cools, time clarifies; no mood maintained quite unaltered through the course
of hours.

-Mark Twain

1.Emotions And Moods: - Emotions are intense feelings that are directed at
someone or something.

Moods are feelings that tend to be less intense than emotions and that often lack a
contextual stimulus.

2.The Function of Emotions: - Emotions are useful, because they motivate

people to engage in actions that are important for survival- actions such as
foraging for food, seeking shelter, choosing mates, guarding against predators,
and predicting others behavior.

3.Sources Of Emotions And Moods: - Personality, Day of the week and time of
the day, Weather, Stress, Social activities, Sleep, Exercise, Age, Gender.

4.Emotional Labor: - A situation in which an employee expresses

organizationally desired emotions during interpersonal transactions at work.
 19

5.Affective Events Theory: - A model that suggests that workplace events cause
emotional reactions on the part of employees, which then influence workplace
attitudes and behaviors.

6.Emotional Intelligence: - Emotional intelligence is a person’s ability to (1) be

self-aware (to recognize her own emotions when she experiences them), (2)
detect emotions in others, and (3) manage emotional cues and information.

7.OB Applications Of Emotions And Moods: - Our understanding of emotions

and moods can affect many aspects of organizational behavior including the
selection, decision making, creativity, motivation, leadership, negotiation,
customer service, job attitudes, and deviant workplace behavior.

8.Global Issues: - What’s acceptable in one culture may seem extremely unusual
or even dysfunctional in another. Managers need to know the emotional norms in
each culture they do business in or with so they don’t send unintended signals or
misread the reactions of others.

Summary And Implications For Managers: - Emotions and moods are similar
in that both are affective in nature. But they are also different-moods are more
general and less contextual than emotions.
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CHAPTER-9

Foundations of Group Behavior

Madness is the exception in individual but the rule in groups.

-Friedrich Nietzsche

1.Defining and Classifying Groups: - Two or more individuals, interacting and

interdependent, who have come together to achieve particular objectives.

Classification of Groups: - Formal groups, Command groups, Task groups,

Interest group, Friendship groups.

2.Stages Of Group Development

The five stage model: - Forming, Storming, Norming, Performing, Adjourning.

3.Group Properties: Roles, Norms, Status, Size, And Cohesiveness

Group property 1: roles

Role identity, Role perception, Role expectations, Role conflict.

4.Group Properties 2 And 3 : Norms And Status

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Norms: - Acceptable standards of behavior within a group that are shared by the
group’s members.

Status: - A socially defined position or rank given to groups or group members

by others.

5.Group Property 4: Size: - One of the most important findings related to the
size of a group has been labeled social loafing. Social loafing is the tendency for
individuals to expend less effort when working collectively than when working
individually.

6.Group Property 5: Cohesiveness: - Groups differ in their cohesiveness- that

is, the degree to which members are attracted to each other and are motivated to
stay in the group.

7.Group Decision Making: - Groups offer an excellent vehicle for performing

many of the steps in the decision-making process.

8.Group Decision-Making Techniques: - Interacting groups, Brainstorming,

Norming group technique, Electronic meeting.

9.Global Implications: - As in most other areas of OB, most of the research on

groups has been conducted in North America, but that situation is changing
quickly. There are three areas of group research where cross-cultural issues are
particularly important: status and culture, social loafing, group diversity.

Summary And Implications For Managers: - The impact of size on a group’s

performance depends on the type of task in which the group is increased. The
group size-satisfaction relationship is what one would intuitively expect: larger
groups are associated with lower satisfaction.
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CHAPTER-10

Understanding Work Teams

We’re going to turn this team around 360 degrees.

- Jason Kidd

1. Analyze the growing popularity of using teams in organization: - Teams are

an effective means for management to democratize their organizations and
increase employee motivation.

2. Differences Between Groups And Teams

Work Group: - A group that interacts primarily to share information and to make
decisions to help each group member perform within his or her area of
responsibility.

Work Team: - A group whose individual efforts result in performance that is

greater than the sum of the individual inputs.

3. Types Of Teams: - Problem solving teams, Self managed work teams, Cross
functional teams, Virtual teams.
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4. Creating Effective Teams: - Context, Composition, Work design, Process.

5.Turning Individuals Into Team Players: - Selection: hiring team players,

Training: creating team players, Rewarding: providing incentives to be a good
team player, Team building and team based work.

6. Beware! Teams Aren’t Always The Answer: - Teamwork takes more time
and often more resources than individuals work. for instance, teams have
increased communication demands, conflicts to be managed, and meetings to be
run.

7. Global Implications: - Although research on global considerations in the use

of teams is just beginning, three areas are particularly worth mentioning: the
extent of teamwork, self-managed teams, and team cultural diversity.

Summary and Implications for Managers: - To make the conversion,

management should try to select individuals who have the interpersonal skills to
be effective team players, provide training to develop teamwork skills, and
reward individuals for cooperative efforts.
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CHAPTER-11

Communication
Constantly talking isn’t necessarily communicating.

- Joel in Eternal Sunshine of the Spotless Mind

1.Functions Of Communication: - Communication serves four major functions

within a group or organization: control, motivation, emotional expression, and
information.

2.The Communication Process: - The steps between a source and a receiver that
result in the transfer and understanding of meaning.

3.Direction Of Communication: - Downward communication, Upward

communication, Lateral communication.

4.Interpersonal Communication: - Oral communication, Written

communication, Nonverbal communication.
 25

5.Organizational Communication: - Formal Small-Group Networks, The

Grapevine.

6.Electronic Communications: - E mail, Instant Messaging and Text

Messaging, Networking Software, Web logs (blogs), Video Conferencing,
Knowledge Management.

7.Choice Of Communication Channel: - A model of media richness has been

developed to explain channel selection among managers.

8.Barriers To Effective Communication: - Filtering, Selective Perception,

Information Overload, Emotions, Language, Communication Apprehension,
Gender Differences, “Politically Correct” Communication.

9.Global Implications: - Effective communication is difficult under the best of

conditions. Cross-cultural factors clearly create the potential for increased
communication problems.

Summary and Implications for Managers: - There are a lot of barriers to

effective communication, such as gender and culture. By keeping these barriers
in mind, we can overcome them and increase our communication effectiveness.
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CHAPTER-12

Basic Approaches to Leadership

I am more afraid of an army of 100 sheep led by a lion than an army of 100 lions
led by a sheep.

-Talleyrand

1.Leadership: - Leadership as the ability to influence a group toward the

achievement of a vision or set of goals.

2.Trait Theories: - Theories that consider personal qualities and characteristics

that differentiate leaders from non leaders.

3.Behavioral Theories: - Theories proposing that specific behaviors differentiate

leaders from non leaders.

4.Contingency Theories: Fiedler Model And Situational Leadership Theory

Fiedler Model: - the theory that effective groups depend on a proper match
between leader’s style of interacting with subordinates and the degree to which
the situation gives control and influence to the leader.
 27

Hersey And Blanchard’s Situational Theory: - Situational theory is a

contingency theory that focuses on follower’s readiness.

5.Leader Member Exchange (LMX) Theory: - A theory that supports leaders

creation of in-groups and out-groups; subordinates with in-group status will have
higher performance ratings, less turnover, and greater job satisfaction.

6.Decision Theory: Vroom and Yetton’s Leader - Participation Model: - A

leadership theory that provides a set of rules to determine the form and amount
of participative decision making in different situations.

7.Global Implications: - most of the research on the leadership theories

discussed in this chapter has been conducted in English-speaking countries.

Summary And Implications For Managers: - Leadership plays a central part in

understanding group behavior, for it’s the leader who usually provides the
direction toward goal attainment.
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CHAPTER-13
Contemporary Issues in Leadership
There’s nothing more demoralizing than a leader who can’t clearly articulate why
we’re doing what we’re doing.

-James Kouzes and Barry Posner

1.Inspirational Approaches To Leadership: - We present charismatic

leadership theory and transformational leadership with a common theme. They
view leaders as individuals who inspire followers through their words, ideas, and
behaviors.

2.Charismatic Leadership: - A leadership theory that states that followers make

attributors of heroic or extraordinary leadership abilities when they observe
certain behaviors.

3.Transformational Leadership: - Leaders who inspire followers to transcend

their own self-interests and who are capable of having a profound and
extraordinary effect on followers.

4.Authentic Leadership: Ethics And Trust Are The Foundation Of

Leadership: - Leader who know who they are, know what they believe in and
 29

values, and act on those values and beliefs openly and candidly. Their followers
would consider them to be ethical people.

5.Three Types Of Trust: - Deterrence based trust, Knowledge based trust,

Identification based trust.

6.Contemporary Leadership Roles: - Mentoring, Self leadership, The E-age

and online leadership.

7.Challenges To The Leadership Construct: - Leadership as an attribution,

Substitutes for and neutralizers of leadership.

8.Finding And Creating Effective Leaders: - Selecting Leaders, Training

Leaders.

9.Global Implications: - There has been cross- cultural research on

charismatic/transformational leadership, and it seems to suggest that the
leadership style works in different cultures.

Summary And Implications For Managers: - For managers concerned with

how to fill key positions in their organization with effective leaders, we have
shown that tests and interviews help to identify people with leadership qualities.
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CHAPTER-14

Power and Politics

Power is not revealed by striking hard pr often, but by striking true.

- Honoré de Balzac

1. A Definition Of Power: - A capacity that A hat to influence the behavior of B

so that B acts in accordance with A’s wishes.

2. Bases Of Power: - Formal Power, Personal power.

3. Power Tactics: - Ways in which individual translate power bases into specific
actions.

4. Sexual Harassment: Unequal Power In The Workplace: - Any unwanted

activity of a sexual nature that affects an individual’s employment and creates a
hostile work environment.

5. Politics: Power In Action: - Those with good political skills have the ability to
use their bases of power effectively.
 31

6. Causes and Consequences Of Political Behavior: - Individual factor,

Organizational factor.

7. Impression Management: - The process by which individuals attempt to

control the impression others from of them.

The Ethics Of Behaving Politically: - If you have a strong power base,

8.
recognize the ability of power to corrupt. Remember that it’s a lot easier for the
powerless than the powerful to act ethically, if for no other reason that they
typically have very little political discretion to exploit.

9. Global Implications: - Politics perceptions, Preference for power tactics,

Effectiveness of power tactics.

Summary And Implications For Managers: - Those who are good at playing
politics can be expected to get higher performance evaluations and, hence larger
salary increases and more promotions than the politically native or inept.
 32

CHAPTER-15

Conflict and Negotiation

Let us never negotiate out of fear. But let us never fear to negotiate.

-John F. Kennedy

1. A Definition of Conflict: - A process that begins when one party perceives that
another party has negatively affected, or is about to negatively affect, something
that the first party cares about.

2. Transition in Conflict Thought: - The belief that all conflict is harmful and
must be avoided.

3. The Conflict Process: -

Stage 1: potential opposition or incompatibility

 33

Stage 2: cognition and personalization

its extrusive pedagogy and online Stage3: Intentions

Stage 4: Behavior

Stage 5: Outcomes

4. Negotiation: - A process in which two or more parties exchange goods or

services and attempt to agree on the exchange rate for them.

5. Bargaining Strategies: - Distributive bargaining, Integrative bargaining.

The Negotiation Process: - Preparation and planning, Definition of ground

6.
rules, Clarification and justification, Bargaining and problem solving, Closure
and implementation.

Individual Differences In Negotiation Effectiveness: - Personality traits in

7.
negotiation, Moods/emotions in negations, Gender differences in negotiations.

8. Third-Party Negotiations: - Mediator, Arbitrator, Conciliator.

9. Global Implications: - Conflict and culture, Cultural differences in

negotiations.

Summary And Implications For Managers: - Don’t assume that one conflict-
handling intention will always be best! You should select an intention
appropriate for the situation. Negotiation is an ongoing activity in groups and
organizations.
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MY OPINION AND RECOMMENDATION

 Yes I like this book, V.G KONDALKAR, with their expertise and vast
experience in the field of management and organizational behavior gives a
mastery presentation of the subjects in its many splendored forms. The text
is enriched with reference to Indian situation and examples through not
diverting from the behavior of others country. Many case studies given in
this book further enhance the value of the text which should be treasured by
the students of management and practicing managers and all those who have
an abiding interest in management and organizational behavior.

 My favorite part of this book is the motivation in which include definition

and theories and contemporary theories of motivation and also integrating
contemporary theories of motivation. And model and latest up to data
information summary and model questions.

 No, I don’t want to change any text or part in this book as I agree to every
point written on it.

 I would like to recommend this book to my friends, and other students,

because it’s an incredible book because it covers all the concepts of
management and organizational behavior.

 I think this book is advantages for management students and practicing

managers and all who have an abiding interest in management and
organizational behavior on understanding the depth of organizational
behavior and will also serve as practical guide with learning centre.