ORGANIZATIONAL BEHAVIOUR PROCESSES

The success of organizational structure and systems depends on the behavioural processes used in them. A well-designed structure can be vitiated, for example, if the decision-making process is not properly understood and planned. Similarly an effective MIS would need understanding of the inter-personal and organizational communication processes. Such behavioural processes relate to the individual employees (persons), dyadic groups (inter-person), the role, the teams, and the total organization.
The present volume discusses the main behavioural processes in organizations. It starts with a discussion of the processes at different levels in an organization. This is followed by discussion of the context of such processes, namely societal culture, and how to use culture for organizational effectiveness. Four sections of the volume are devoted to processes relating to persons, roles, teams, and the organization. The first section discusses relating to persons, roles, teams, and the organization. The first section discusses processes relating to individual employees: perception, general orientation of taking charge of main matters (called internality), personal effectiveness, and motivation. The second section is focussed on the organizational roles: work motivation, role stress, frustration, role work efficacy. The third section deals with intra-team processes: communication, feedback, conflict and collaboration and decision-making. The last section is devoted to organizational processes: organizational communication, organizational climate, organizational learning, management of change, and organization development. While discussing the various processes, the focus is on possible action in promoting functional aspects of the processes. Some examples are cited as illustrations. Each chapter is followed by an annotated list of select readings in the concerned area(s).