Blow UP

SUBJECT: Principles & Practice of Management

CODE (MBA-011)

Units Contents Lecture No. books Page no.

Robbins & Coulter -
Management: Concept, Nature, Importance 1 Page 3 to 8
Management
Koontz -Management:
Management : Art and Science, Management As A Global &
1 Page 10
a Profession Entrepreneurial
Perspective

Management Vs. Administration, Management Robbins & Coulter -

1 Page 28-29
Skills Management

Koontz -Management:
Levels of Management, Characteristics of A Global &
1 Page 5
Quality Managers. Entrepreneurial
Perspective
Koontz -Management:
Evolution of Management: Early contributions: A Global &
1 Page 11-14
UNIT I Classical and Neo classical theories Entrepreneurial
(8 Perspective
Sessions) Robbins & Coulter -
Taylor and Scientific Management, 1 Page 26 to 28
Management
Robbins & Coulter -
Fayol’s Administrative Management 1 Page 28
Management

Bureaucracy, Hawthorne Experiments and Robbins & Coulter -

1 Page 28-29
Human Relations, Management

Koontz -Management:
Social System Approach, Decision Theory A Global &
1 Page 19-24
Approach Entrepreneurial
Perspective
Koontz -Management:
Business Ethics and Social Responsibility: A Global &
1 Page 37-53
Concept, Shift to Ethics, Tools of Ethics. Entrepreneurial
Perspective
Total 10

Robbins & Coulter -

UNIT II Introduction to Functions of Management 1 Page 8-11
Management
(10
Sessions) Planning: Nature, Scope, Objectives and Koontz -Management:
1 Page 92-107
Significance of Planning, A Global &
 Entrepreneurial
Perspective
Robbins & Coulter -
Types of Planning, Process of Planning, 1 Page 148-150
Management
Koontz -Management:
Barriers to Effective Planning, Planning A Global &
1 Page 123-124
Premises and Forecasting Entrepreneurial
Perspective
Koontz -Management:
A Global &
Key to Planning, Decision Making. 1 Page 132-145
Entrepreneurial
Perspective

Koontz -Management:
Organizing: Concept, Organisation Theories, A Global &
2 Page 167-178
Forms of Organisational Structure Entrepreneurial
Perspective

Koontz -Management:
Combining Jobs: Departmentation, Span of A Global &
1 Page 186-192
Control Entrepreneurial
Perspective
Koontz -Management:
Delegation of Authority, Authority & A Global &
1 Page 203-209
Responsibility Entrepreneurial
Perspective
Robbins & Coulter -
Organisational Design 1 Page 186-190
Management
Total 10
Koontz -Management:
A Global &
Staffing: Concept, System Approach 1 Page 242 to 247
Entrepreneurial
Perspective
(i) Manpower Planning, Job Design :
Nature of Manpower
Planning Koontz -Management:
(ii) Process of Manpower Planning A Global &
1 Page 252 to 255
UNIT III  Job Design Entrepreneurial
(10  Job description, Job Perspective
Sessions) specification

Recruitment & Selection Koontz -Management:

(i) Sources of Recruitment A Global &
2 Page 256 to 263
(ii) Process of Selection Entrepreneurial
Perspective
Training & Development Koontz -Management:
 Methods of Training 1 A Global & Page 289 to 296
 Techniques of Executive Entrepreneurial
 Development Perspective
 Performance Appraisal

Koontz -Management:
A Global &
Performance Appraisal 1 Page 269 to 277
Entrepreneurial
Perspective

Robbins & Coulter -

Directing: Concept, Direction and Supervision 1 Page 401 to 415
Management

Koontz -Management:
Motivation: Concept, Motivation and A Global &
1 Page 322 to 325
Performance, Entrepreneurial
Perspective
Koontz -Management:
A Global &
Theories Of Motivation, 2 Page3260 to 334
Entrepreneurial
Perspective
Koontz -Management:
A Global &
Approaches for Improving Motivation 1 Page 339 to 340
Entrepreneurial
Perspective
Koontz -Management:
Special Motivational techniques: Money,
A Global &
participation, reward systems, Quality of Work 1 Page 335 to 338
Entrepreneurial
Life, Job Enrichment & Morale Building.
Perspective
Total 12

Koontz -Management:
Leadership: The Core of Leadership: Influence, A Global &
1 Page 347-350
Functions of Leaders, Entrepreneurial
Perspective
Koontz -Management:
Leadership Style, Leadership Development: A Global &
1 Page 351-361
Leader Vs manager Entrepreneurial
Perspective
Unit IV
(12 Koontz -Management:
Session) Communication: Communication Process, A Global &
1 Page 384 to 386
Importance of Communication Entrepreneurial
Perspective
Koontz -Management:
Communication Channels, Barriers to A Global &
1 Page 393 to 399
Communication. Entrepreneurial
Perspective
Robbins & Coulter -
Controlling: Concept, Types of Control, 1 Page 401 to 406
Management
 Methods: Pre-control: Concurrent Control: Post- Robbins & Coulter -
1 Page 409 – 411
control, An Integrated Control System, Management

TQM-D.D. Sharma

The Quality Concept Factors affecting Quality,

1 Page 22-35
Developing a Quality Control System,

TQM-D.D. Sharma
Total Quality Control, Pre-control of Inputs,
Concurrent Control of Operations. Post Control 1 Page 149-156
of Outputs

Total 08
Grand Total 40
Reference Books
1. Stoner, Freeman & Gilbert Jr - Management (Prentice Hall of India, 6th Edition)
2. Koontz - Principles of Management (Tata Mc Graw Hill, Ist Edition 2008)
3. Robbins & Coulter - Management (Prentice Hall of India, 8th Edition)
4. Robbins S.P. and Decenzo David A. - Fundamentals of Management: Essential Concepts and Applications (Pearson
Education, 5th Edition)
5. Hillier Frederick S. and Hillier Mark S. - Introduction to Management Science: A Modeling and Case Studies Approach with
Spreadsheets (Tata Mc Graw Hill, 2nd Edition 2008)
6. Weihrich Heinz and Koontz Harold - Management: A Global and Entrepreneurial Perspective McGraw Hill, 12th Edition
2008)

Question Bank

Unit – I

1. Explain the importance of the systems approach to the study of management. What are
the limitations of this approach?

2. Explain the principal contributions of F.W. Taylor to the development of management

thought.

3. Explain the significance of Hawthorne Experiments in the development of management

thought.
4. What are the major limitations of the neo-classical theory of management? Also point out
its superiority over the classical management theory.
 5. Discuss the concept of Social Responsibility of Business, with reference to various
stakeholders.

6. Discuss the various skills required by a manager at different levels to achieve the
organizational objectives effectively and efficiently?

7. Are administration and management different? How will you resolve the conflict between
them?

8. What do you understand by bureaucracy? Discuss the features of Max Weber’s

bureaucratic model.

9. Write brief notes on the following:-

(i) Role of business ethics in the competitive age
(ii) Decision theory approach

10. “The human relations approach to organizational analysis does not provide a
comprehensive, organization theory.” Do you agree with this view? Give reasons.
11. Define management in a comprehensive manner and explain the major functions of
management.

Unit – II

1. Elaborately the planning process in modern organizations

2. Write the short notes on:

(a) Strategic Planning & Operational Planning
(b) Long-range planning & short-range planning

3. What do you understand by planning? State the main features of managerial planning?
4. Differentiate between formal and informal planning and describe the purposes of
planning.
5. List and explain the various types of plans managers can use to accomplish their long and
short-term objectives.
6. List and describe the steps in setting goals
7. Discuss the different decision-making styles. How is each different, and what is
important to each?
8. What are the various types of decisions managers face and how do rules, procedures, and
policy help them make the decisions?
9. Define what is meant by span of control. How has it been affected by organizational
changes in recent years?
10. Describe the five bases for functional departmentalization of organization structure
11. What roles do work specialization and departmentalization play in organizational
structure and design?
12. What is authority? Differentiate between authority, responsibility and accountability?
13. Discuss the various types of departmentation what are the factors to be considered while
grouping activities into departments?

Unit – III
 1. Identify the major sources of potential job candidates, explaining the advantages and
disadvantages of each.
2. List the various selection devices available to managers with a brief highlight of each.
3. Explain the need for training and retraining the work force and explain some of the
techniques used for training in the management development programs.
4. Discuss the factors influencing compensation and benefits packages.
5. Explain the Maslow’s model of hierarchical needs in detail.
6. Explain equity and expectancy theories.
7. What do you mean by job enrichment? What are the effects of job enrichment programs?
8. Discuss McGregor's Theory X and Theory Y.
9. How can a manager motivate employees? Compare and contrast the motivation of a
professional workforce with the motivation of a minimum-wage workforce.
10. What do you understand by “Work Life Balance”? What is its significance in
management?
11. Write short notes on the following:-
(i) Recruitment and selection
(ii) Performance appraisal

Unit – IV

1. Compare and contrast the roles of manager and leader.

2. Discuss the situational leadership theory, describing the four leadership styles and the
follower styles in this theory.
3. How is charismatic leadership different from visionary leadership?
4. “Define the five sources of leader power.
5. What do you mean by quality control? Explain the factors affecting quality.
6. Describe the barriers to communications and also the ways of overcoming these barriers
7. Describe what is meant by selective perception and how it impacts the communication
process.
8. Name and describe various forms of nonverbal communication. Describe how each may
be used.
9. What is the control process and what are some of the current issues in control?
10. What are the steps of the control process and what are the three types of control?
11. Define organisational development; explain as to why OD would be necessary even in a
stable environment? What are some of the objectives of OD programs?
12. Discuss the various techniques for reducing resistance to change.
13. Review the different categories of change, discussing the various techniques within each
category.
14. What external and internal forces shape an organizational change effort? How is the
manager an agent of change?

Unit – I
Attempt all the following objective questions:
1. All levels of management between the supervisory level and the top level of the
organization are termed ________.
 a) middle managers
b) first-line managers
c) supervisors
d) foremen
2. ________ is the process of getting activities completed efficiently and effectively with
and through other people.
a) Leading
b) Management
c) Supervision
d) Controlling
3. “Human relations approach” to management was given by
a) Henry Fayol b) F Winslow Taylor
c) Elton Mayo d) Peter F. Drucker
4. ________ was a French industrialist who first identified the basic management functions.
a) Weber
b) Taylor
c) Herzberg
d) Fayol

5. Today, the basic management functions are considered to be ________.

a) planning, coordinating, staffing, and directing
b) planning, organizing, leading, and directing
c) commanding, organizing, leading, and staffing
d) planning, organizing, leading, and controlling

6. Organizing includes ________.

a) defining organizational goals
b) hiring organizational members
c) motivating organizational members
d) determining who does what tasks

7. Management is performed at higher level of hierarchy while administration is performed

at lower level of hierarchy. A manager resolving conflict among organizational members
is performing what function?
a) controlling
b) commanding
c) directing
d) leading

8. Which of the following represents the most useful way of describing the manager's job?
a) roles
b) functions
c) skills
 d) organizational level

9. A special kind of plan formulated in order to meet the challenge of competitors is called:
a) Single use plan b) Programme
c) Strategy d) Projects
10. Process of planning starts with laying down of:
a) Policies b) Procedures
c) Goals and objects d) None of these
11. Marketing Managers may be classified in the category of :
a) Top level management b) Middle level management
c) Quality control d) Internal audit
12. Which of the following management functions are closely related?
a) Planning & organizing b) Staffing & control
c) Planning & control d) Planning & staffing
13. Which of the following is not one of Fayol's principles of management?
a) division of work
b) unity of command
c) discipline
d) equality
14. Planning function of management is performed by :
a) Top management b) Middle management
c) Lower management d) All of these
15. Which of the following statements regarding managers in today's world is accurate?
a) Their age range is limited to between 30 and 65.
b) They are found only in large corporations.
c) They can be found exclusively in for-profit organizations.
d) The single most important variable in employee productivity and loyalty is the quality
of the relationship between employees and their direct supervisors.

Answers:-
1. a) 2. b) 3. a) 4. d) 5. d) 6. d) 7. d) 8 b) 9. c) 10. c) 11. b) 12. c) 13. d) 14.
d) 15 d)
Unit – II
1. Policy making is an important part of the process of
a) Planning b) Coordinating
c) Organising d) Motivating
2. The managerial function of organizing is
a) To review and adjust plan in the light of changing conditions.
b) To establish a program for the accomplishment of objectives.
c) To create a structure of functions and duties to be performed by a group of people.
d) To get things done through and with the help of people.
3. In “line and staff” organization, the authority vests with
a) Line b) Staff
c) Both a & b d) Neither Line Nor Staff
4. Staffing function of management comprises the activities of
a) Selecting suitable persons for positions
b) Defining the requirements with regard to the people for the job to be done
c) Training and developing staff to accomplish their task more effectively
d) All of these
5. The main advantage of functional organization is
a) Specialization b) Simplicity
c) Expert advice d) Experience
6. Delegation of authority implies
a) Delegation of only authority only
b) Delegation of responsibility only
c) Delegation of both authority and responsibility
d) None of these
7. Decentralization of organization has the effect to
a) Lessen the burden on top executive b) Increase the burden on top executive
c) Does not effect the burden on top executive d) None of the above

8. The famous book “General and Industrial Management” was written by

a) Henry Fayol b) Oliver Sheldon
c) F. W. Taylor d) Urwick
9. According to ‘scalar principle of organization’ :
a) A manager can directly supervise a limited number of people
b) The line authority must be clearly defined
c) Exceptionally complex problems are referred to higher level of management
d) Each subordinate should have only one superior
10. Which one of Fayol's 14 principles of management helps preserve the concept of a
continuous line of authority?
a) unity of demand
 b) unity of command
c) demand structure
d) continuous demand

11. Delegation is more often :

a) Upward b) Downward
c) Sideward d) None of these
12. Delegation of authority makes the size of the organization :
a) Smaller b) Larger
c) Does not affect size d) Cannot say
13. The theory that a person should report to only one manager is called ________.
a) authorized line of responsibility
b) unity of command
c) responsibility factor
d) chain of command

14. The main advantage of line & staff organization is :

a) Simplicity b) Specialization
c) Availability of expert advice d) Speedy decision making

15. Frederick Taylor advocated which of the following management principles?

a) Work and responsibility should be divided almost equally between managers and
workers.
b) Workers should perform all work, while management should maintain responsibility
for the work performed.
c) Managers should perform more work that workers, because managers are generally
more skilled.
d) Workers can be highly productive even if they are randomly selected for a job.

Answers:-
1. a) 2. c) 3. a) 4. d) 5. a) 6. a) 7. a) 8. a) 9. b) 10. b) 11. b) 12. b) 13. b) 14. c) 15
a)
Unit – III
Attempt all parts of the following:-
1. Management by objective implies:
a) First of all setting objectives at the top.
b) Simultaneously setting objectives at all levels.
c) Setting objectives to maximize profits.
d) All of the above
2. Staffing function of management needs to be performed:
a) Only in new enterprises b) Only in going enterprises
c) Both in new and going enterprises d) None of these
 3. Directing function of management embraces activities of:
a) Issuing of order to subordinates b) Supervising subordinates
c) Guiding and teaching the subordinates d) all of these
4. The “desire to become more and more what one is to become everything that one is
capable of becoming” is a case of which of the following needs in Maslow’s theory of
motivation:
a) Physiological needs b) Social needs
c) Esteem needs d) Self-actualization needs
5. Expectancy theory of motivation was given by:
a) Hertzberg b) Vroom
c) McGregor d) Porter and Howler
6. Effort reward relationship is part of which theory?
a) Vroom’s theory of motivation b) Mc Cleland’s theory of motivation
c) Equity theory of motivation d) None of these
7. Motivation is an element of
a) Planning Function b) Organising Function
c) Direction Function d) Control Function
8. The role of staff in line staff organisation is
a) Authoritative b) Advisory
c) Control d) None
9. In equity theory the employees are not motivated when
a) The reward falls below the expectation
b) The reward in not proportionate to the work
c) None of the above
d) Both a and b
10) Work teams composed of individuals from various functional specialties are known as
________ teams.
a) differentiated
b) product
c) cross-functional
d) weak

11. Match the following (According to Maslow’s theory of Human Motivation):-

(A) Safety Needs (1) Clothes
(B) Self Actualisation (2) Owning a luxury car
(C ) Social Needs (3) Maximising one’s potential
 (E) Esteem Needs (4) Protection from Financial loss
(D) Physiological Needs (5) Love and Affection

A B C D E
a) 2 3 1 4 5
b) 4 2 3 5 1
c) 4 3 5 1 2
d) 3 2 4 2 1
12. According to Herzberg's motivator-hygiene model, which of the following is a motivator?
a) Salary b) Relation with one’s supervisor
c) Working Conditions d) Recognition
13. ‘Theory X’ states that
a) Workers need to be directed
b) Workers exercise self direction and self-control
c) Workers have inherent liking for work
d) None
14. ‘Theory Y’ states that
a) Workers need to be directed
b) Workers exercise self-direction and self –control
c) Workers have inherent disliking for work and will avoid if they can
d) None

15. ‘Theory X’ and ‘Theory Y’ were given by

a) Maslow’s b) Herzberg
c) McGregor d) None
Answers:-
1. a) 2. c) 3. d) 4. d) 5. b) 6. c) 7. c) 8. b) 9. d) 10. c) 11. c) 12. d) 13. a) 14. b)
15. c)
Unit - IV
Attempt all parts of the following:-
1. Effective supervision is an activity of
a) Organisation Function b) Staffing Function
c) Direction Function d) Control Function
2. A leader uses the following methods
(a) Uses Criticism b) Encourages Growth
(c) Sets Objectives d) Gives Order and Direction

3. Which of the following statements is true regarding transformational leaders?

a) They motivate employees to work for their own personal gain.
b) They make subordinates aware of the subordinates' needs for growth, development,
and accomplishment.
c) They are mostly task oriented
d) They rely on reward and coercive power

4. Grapevine is a term used in relation to

a) Formal Communication b) Informal communication
c) Both a & b d) This is not used in communication
5. A positive leader is one who motivates people by :
a) Creating fear b) Centralizing authority
c) Increasing their satisfaction d) Holding the threat of loss of job
6. _______is defined as the behavior a leader engages in to make followers be aware of
problems and view these problems in new ways, consistent with the leader's vision.
a) Empowerment b) Transformational leadership
c) Intellectual stimulation d) Development consideration
7. Control function of management embraces :
a) Cost control and financial control b) Financial control and production control
c) Budgetary control & production control d) All of these
8. Which of the following is not a technique of control?
a) Budgeting b) Span of control
c) Quality control d) Internal audit
9. Which of the following statements is true about the communication process?
a) It consists of the broadcast phase and the feedback phase
b) Encoding involves the translation of the message into symbols or language by the
receiver.
c) Noise is anything that hampers any stage of the communication process.
 d) An intermediary is the pathway through which an encoded message is transmitted to a
receiver
10. Upward communication flows :
a) From Superior to subordinate b) From subordinate to Superior
c) Both Ways d) None of the above
11. The main purpose of control function is to :
a) Punish the defaulter b) Watch the defaulter
c) Take remedial action d) None
12. The main objective of budgeting is :
a) Planning b) Co-ordination
c) Control d) All of these
13. The process of monitoring, comparing, and correcting is called ________.
a) controlling
b) coordinating
c) leading
d) organizing

14. Co-ordination function of management aims at :

a) Providing sufficient personnel b) Bringing harmony in various
activities
c) Taking up corrective course of action d) None of these
15. _________controls are at the top of the control pyramid.
a) Informational b) Supervisory
c) Operator d) Foolproof
Answers:-
1.c) 2. c) 3. b) 4. c) 5. a) 6. c) 7. b) 8. c) 9. c) 10. b) 11. c) 12. d) 13. b) 14. b)
15. a)

Blow Up
Subject : Organisational Behaviour
Code : MBA -014
Unit Lecture
Contents Books Page No.
No. No.
Robbins Judge
Concept, Nature, Characteristics of OB 1 & Sanghi. - Page 10-13
OB
Conceptual Foundations and Importance of OB - (Page 8-
1
OB K.Aswathappa 12)
Organisational
theory &
(Page 76-
Models of Organizational Behaviour 1 Behaviour
79)
B.P.Singh &
UNIT T.N.Chabbra
I OB
Page 28
Management Challenge 1 Fred Luthans
to54
(Page 4-5)
Robbins Judge
A Paradigm Shift, Relationship with Other
1 & Sanghi. - Page 13-15
Fields
OB
Cognitive, Behaviouristic & Social OB (Page 17-
1
Cognitive Framework Fred Luthans 20)
Unit Total 6
Robbins Judge
Page 157-
Concept, Nature ,Importance of perception & Sanghi. -
163
1 OB
Robbins Judge
Management and Behavioural Applications
& Sanghi. - Page 180-
of Perception.
1 OB 182

Organizational
Process of Perception.
Behaviour (Page 120-
1 K.Aswathappa 153)

Organizational
UNIT Attitude: Concept, Process and Importance Behaviour
II B.P.Singh & (Page 135-
1 T.N.Chabbra 140)

Organizational
Attitude Measurement. Attitudes and
Behaviour
Workforce Diversity.
B.P.Singh & (Page 140-
1 T.N.Chabbra 143)
Robbins Judge
Personality: Concept, Nature, Types & Sanghi. - Page 108-
1 OB 119
Organizational
Theories of Personality Shaping,
Behaviour (Page 80-
Personality Attitude
1 K.Aswathappa 119)
 Robbins Judge
Learning: Concept and Theories of
& Sanghi. - Page 58 to
Learning.
1 OB 61
Unit Total 08
Robbins Judge
Motivation: Concepts and Their
& Sanghi. - Page 193,
Application, Principles
1 OB 221
Robbins Judge
Theories of Motivation: Early and
& Sanghi. - Page 194-
Contemporary views
2 OB 215
Three level Work Motivation Model, organisational
Motivating a Diverse Workforce 1 behaviour 249
Leadership: Style and Theories of Robbins Judge
Leadership-Trait, Behavioural and & Sanghi. - Page 419-
Situational Theories, 1 OB 422
Leadership styles in K.Aswathappa
Indian Organisations 2 (Page 427-472 438 to 458
UNIT
III Analysis of Interpersonal Relationship:
Organizational
Analysis of life positions, Johari Window,
Behaviour (Page 168-
Script Analysis, Game Analysis
1 R.K Chopra 181 )
Robbins Judge
Group Dynamics: Definition, Stages of
& Sanghi. - Page 310-
Group Development
1 OB 312
Organizational
Group Cohesiveness, Formal and Informal
Behaviour (Page 311-
Groups,
1 K.Aswathappa 346)
Robbins Judge
Group Processes and Decision Making,
& Sanghi. - Page 328-
Dysfunctional Groups.
1 OB 332
Unit Total 11
Organisational Power and Politics: Robbins Judge
Concept, Sources of Power, Distinction & Sanghi. - Page 493-
Between Power, authority and influence 1 OB 495
Organizational
Approaches to Power, Political Theory &
Implications of Power, Dysfunctional Uses Behaviour
of Power. B.P.Singh & (Page
1 T.N.Chabbra 355-362 )
UNIT Organizational
IV Authority and Influence Behaviour (Page 366-
1 K.Aswathappa 391)
Organizational
Knowledge Management Behaviour (Page 504-
1 R.K Chopra 508)

Emotional Intelligence in Contemporary Organizational

Business Organisation Behaviour (Page 508-
1 R.K Chopra 514 )
 Robbins Judge
Organisational Change : Concept, Nature,
& Sanghi. - Page 681-
Resistance to change
1 OB 687
Robbins Judge
Managing resistance to change,
& Sanghi. - Page 685-
Implementing Change
1 OB 687
Robbins Judge
Kurt Lewin Theory of Change. & Sanghi. - Page 688-
1 OB 691
Robbins Judge
Conflict: Concept, Sources, Types & Sanghi. - Page 528-
1 OB 531
Robbins Judge
Functionality and Dysfunctionality of
& Sanghi. - Page 538-
Conflict,
1 OB 541
Organizational
Classification of Conflict Intra, Individual,
Behaviour (Page 392-
Interpersonal, Intergroup
1 K.Aswathappa 419)
Organizational
Organisational, Resolution of Conflict, Behaviour (Page 420-
1 K.Aswathappa 426)
Personal
Meaning and Types of Grievance and
Management (Page 827-
Process of Grievance Handling.
1 C.B. Mamoric 840)
Robbins Judge
Stress: Understanding Stress and Its
& Sanghi. - Page 700-
Consequences .
1 OB 706
Robbins Judge
Causes of Stress, Managing Stress & Sanghi. - Page 706-
1 OB 708
Robbins Judge Page 598-
Concept, Characteristics, Elements of
& Sanghi. - 605
Culture,
1 OB
Robbins Judge Page 608-
Implications of Organisation culture,
& Sanghi. - 620
Process of Organisational Culture
1 OB
Unit Total 17
Total Lectures: 42

OTHER BOOKS
1. Newstrom John W. - Organizational Behaviour: Human Behavour at Work (Tata Mc Graw
Hill, 12th Edition)
2. Luthans Fred - Organizational Behaviour (Tata Mc Graw Hill)
3. Mc Shane L. Steven, Glinow Mary Ann Von & Sharma Radha R. – Organizational
Behaviour (Tata Mc Graw Hill, 3rd Edition)
4. Robbins Stephen P, Judge & Sanghi. - Organizational Behaviour (Pearson Education, 13th
Edition)
5. Hersey Paul, Blanchard, Kenneth H and Johnson Dewey E. - Management of Organsational
Behavior: Leading Human Resources (Pearson Education, 8th Edition)
6. Greenberg Jerald and Baron Robert A. - Behavior In Organisations: Understanding and
Managing the Human Side of Work (Prentice Hall of India)
7. Davis, Keith - Human Behaviour at Works – Tata Mc Graw Hill, New Delhi.
8. Pareek, Udai - Behavioural Process in Organization (Oxford 4 IBH, New Delhi).