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1. Organizational Behavior (OB)
2. Scope Of Organisational Behaviour
3. Characteristics of Organisational Behaviour
4. OB Models
5. Fundamentals of Individual Behaviour
6. Meaning of Individual Behaviour
7. Importance of Understanding Individual Behaviour
8. Types of Individual Behaviour
9. Features of Individual Behaviour
10. Personality
11. Characteristics of Personality
12. Determinants of Personality
13. Carl Jung’s Classification of Personality
14. Types of Personality
15. Importance of Carl Jung’s Theory
16. Holland's Occupational Personality Type
17. Friedman and Roseman’s Classification of Personality
18. Big Five Personality Traits
19. Personal Effectiveness
20. Meaning of Attitude
21. Features of Attitude
22. Types of Attitude
23. Attitude Formation
24. Attitude Change
25. Meaning of Group Behaviour
26. Characteristics or Features of a Group
27. Types of Group
28. Group Formation Stages
29. Interpersonal Behaviour
30. Types of Interpersonal Behaviour
31. Interpersonal Skills
32. Meaning and Key Features of Interpersonal Skills
33. Case Study 1: Manager and Team Conflict
34. Case Study 2: Cross-functional Project Team
35. Case Study 3: Conflict Between Coworkers
36. Transactional Analysis
37. Concept and Determinants
38. Uses of Transactional Analysis
39. Case Study: Manager–Employee Conflict
40. Johari Window
41. Importance of the Johari Window
42. Perception in Organisational Behaviour
43. Meaning and Features of Perception in Organisational Behaviour
44. Perceptual Process Steps
45. Importance of Perception in Organisations
46. Common Perceptual Errors
47. Case Study: Employee–Manager Misperception
48. Perceptual Process in the Case
49. Lessons from the Case
50. Improving Perception in Organisational Behaviour
51. Key Behavioural Applications of Perception
52. Illustrative Workplace Case Study
53. How Perception Shapes Behaviour in This Case
54. Behavioural Consequences
55. Learning Points for Managers and Students
  1. Transaction Analysis focuses on understanding which ego state (Parent, Adult, Child) is active in a person when they speak or respond, and how this affects the outcome of an interaction.

Main Determinants


Ego States:

  1. Parent: Rules, criticism, care
  2. Adult: Rational, problem-solving
  3. Child: Emotional, spontaneous, dependent


Transactions:

Complementary or crossed exchanges between ego states, which can either keep communication smooth or create conflict.


Strokes:

Units of recognition (positive or negative, verbal or non-verbal) that influence motivation, self-esteem, and relationship quality.

Course Content
← Back to course
1. Organizational Behavior (OB)
2. Scope Of Organisational Behaviour
3. Characteristics of Organisational Behaviour
4. OB Models
5. Fundamentals of Individual Behaviour
6. Meaning of Individual Behaviour
7. Importance of Understanding Individual Behaviour
8. Types of Individual Behaviour
9. Features of Individual Behaviour
10. Personality
11. Characteristics of Personality
12. Determinants of Personality
13. Carl Jung’s Classification of Personality
14. Types of Personality
15. Importance of Carl Jung’s Theory
16. Holland's Occupational Personality Type
17. Friedman and Roseman’s Classification of Personality
18. Big Five Personality Traits
19. Personal Effectiveness
20. Meaning of Attitude
21. Features of Attitude
22. Types of Attitude
23. Attitude Formation
24. Attitude Change
25. Meaning of Group Behaviour
26. Characteristics or Features of a Group
27. Types of Group
28. Group Formation Stages
29. Interpersonal Behaviour
30. Types of Interpersonal Behaviour
31. Interpersonal Skills
32. Meaning and Key Features of Interpersonal Skills
33. Case Study 1: Manager and Team Conflict
34. Case Study 2: Cross-functional Project Team
35. Case Study 3: Conflict Between Coworkers
36. Transactional Analysis
37. Concept and Determinants
38. Uses of Transactional Analysis
39. Case Study: Manager–Employee Conflict
40. Johari Window
41. Importance of the Johari Window
42. Perception in Organisational Behaviour
43. Meaning and Features of Perception in Organisational Behaviour
44. Perceptual Process Steps
45. Importance of Perception in Organisations
46. Common Perceptual Errors
47. Case Study: Employee–Manager Misperception
48. Perceptual Process in the Case
49. Lessons from the Case
50. Improving Perception in Organisational Behaviour
51. Key Behavioural Applications of Perception
52. Illustrative Workplace Case Study
53. How Perception Shapes Behaviour in This Case
54. Behavioural Consequences
55. Learning Points for Managers and Students