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Cases in Organizational Behaviour
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Cases in Organizational Behaviour
Perspectives from the New-Gen Workplace

  • Mathew J. Manimala - Former Professor and Chairperson, OB-HRM Area, Indian Institute of Management (IIM) Bangalore
  • V. Vijaya - Faculty, IIM Tiruchirappalli
  • Ajit Chakravarti - Chairman and Founder Director, Mindware Management Services Pvt. Ltd.

January 2019 | 504 pages | SAGE Publications Pvt. Ltd

New-gen organizations are different in their design, structure, culture and processes; new-gen employees are different in their attitudes, aspirations and behaviour—they need to be managed differently. With the development of new-gen organizations and the emergence of new-gen professionals, there is a need to document the behavioural issues and concerns of these workplaces.

Cases in Organizational Behaviour presents 120 cases from the new-gen workplace that provide the readers insights into ‘the good, the bad and the ugly’ facets of the corporate lives of new-gen professionals. Based on real-life work experiences of corporate executives working with indigenous or multinational organizations operating in India, these cases address a variety of issues faced by professionals in new-gen organizations and their behavioural implications at the workplace.

 


 
Foreword by Pradip N. Khandwalla
 
Preface
 
Acknowledgements
 
Part I : Organizational Behaviour: Concepts, Methods and the Importance of Case-based Teaching and Learning
 
Introduction: OB as a Discipline
 
The Cases and the Subthemes: An Overview of the Concepts and Issues
 
PART II: Abstracts, Cases and Questions
 
Theme I: Personality
1.1 Case: Turbulence of the Taciturn  
1.2 Case: Speed Thrills but Kills  
1.3 Case: The Boss and the Beautiful  
1.4 Case: The Frightened Soul  
1.5 Case: Friendly Fire  
1.6 Case: Taming the Workhorse  
1.7 Case: The Greener Pasture  
1.8 Case: A Quarrelsome Triad  
1.9 Case: The Litmus Test  
1.10 Case: Incorrigible Jack  
1.11 Case: The Thorny Rose  
1.12 Case: The Silent Revolt  
 
Theme II: Perception and Communication
2.1 Case: Heart to Heart!  
2.2 Case: Unfair Appraisal  
2.3 Case: Disastrous Delegation  
2.4 Case: Survival of the Unfit  
2.5 Case: The Broken Promise  
2.6 Case: Crash of the High Flyer  
2.7 Case: The Step into Quicksand  
2.8 Case: The Tyranny of the New Boss  
2.9 Case: A Perplexing Situation  
2.10 Case: In Search of a Mentor  
 
Theme III: Attitudes and Values
3.1 Case: In the Name of Recognition  
3.2 Case: Pursuit of Personal Goals  
3.3 Case: The Bad Apple  
3.4 Case: The Playboy  
3.5 Case: Value for Whom?  
3.6 Case: To Be Or Not To Be?  
3.7 Case: Rusted Iron  
3.8 Case: A Hobson’s Choice  
3.9 Case: The Diligent New Entrant  
3.10 Case: Mending Fences  
3.11 Case: Gripped by Fear  
3.12 Case: Troubles Galore  
3.13 Case: Times Have Changed  
 
Theme IV: Leadership
4.1 Case: Back to Square One  
4.2 Case: ‘Dev, the Devil’  
4.3 Case: Could There Be a Silver Lining?  
4.4 Case: The Great Let Down  
4.5 Case: Protector or Predator  
4.6 Case: The New Manager with a New Style  
4.7 Case: An Imbroglio  
4.8 Case: The Aftermath  
4.9 Case: All Is Well That Ends Well?  
4.10 Case: A Battle for Survival  
4.11 Case: A Team in Disarray  
4.12 Case: Wielding the Stick  
4.13 Case: Walking the Tight Rope  
 
Theme V: Power and Politics
5.1 Case: Games Managers Play  
5.2 Case: The American Dream  
5.3 Case: The Rat Race  
5.4 Case: The Unresponsive Boss  
5.5 Case: Unrewarded Performers  
5.6 Case: The Boss of Lies  
5.7 Case: Blow Your Trumpet  
5.8 Case: Good Work, Bad Luck  
5.9 Case: Algorithm for Career Success  
5.10 Case: Confronting the Corrupt  
5.11 Case: The Partisan Politics  
5.12 Case: The Fading Melody  
 
Theme VI: Jobs and Roles
6.1 Case: Victim of Friendship  
6.2 Case: Perils of Performance  
6.3 Case: Doing More with Less  
6.4 Case: Collegial Boss  
6.5 Case: Fickle Fortune  
6.6 Case: Achiever’s Curse  
6.7 Case: Appraisal Blues  
6.8 Case: Etch Or Erase  
6.9 Case: Square Peg in a Round Hole  
6.10 Case: Misfit for the New Role  
6.11 Case: Shocks at Shock Electricals  
6.12 Case: Double Trouble  
6.13 Case: Siya’s Predicament  
 
Theme VII: Conflict and Collaboration
7.1 Case: Management of Convenience  
7.2 Case: Two Sides of the Coin  
7.3 Case: Stealing Credits  
7.4 Case: No Respite In Sight  
7.5 Case: At the Crossroads  
7.6 Case: A Tough Call  
7.7 Case: No Way Out  
7.8 Case: Saga of the Merged Team  
7.9 Case: Deep in Quandary  
7.10 Case: Irreconcilable Differences  
 
Theme VIII: Group and Team Dynamics
8.1 Case: The Wolf and the Lamb  
8.2 Case: The Boss’s Favourite!  
8.3 Case: The Fun Team  
8.4 Case: Trekking with the Team  
8.5 Case: A Tall Man in Lilliput  
8.6 Case: The Blame Game!  
8.7 Case: Instant Stars  
8.8 Case: The Silent Rebellion  
8.9 Case: Different Rules for Different People  
8.10 Case: An Unpleasant Episode  
8.11 Case: Heydays Bygone!  
8.12 Case: Musical Chair  
 
Theme IX: Culture and Diversity
9.1 Case: In the Name of Protection  
9.2 Case: On the Horns of a Dilemma  
9.3 Case: In Search of a Rescue Plan  
9.4 Case: Colliding Cultures  
9.5 Case: Silence of the Lamb  
9.6 Case: Birds of the Same Feather  
9.7 Case: Sense and Sensitivity  
9.8 Case: The Unchanging Season  
9.9 Case: Different Strokes for Different Folks  
9.10 Case: Pursuit of Passion  
9.11 Case: Nowhere to Escape  
9.12 Case: The Achievement Problem  
9.13 Case: Volks Services Company  
 
Theme X: Managing Change
10.1 Case: A Tough Battle  
10.2 Case: Skeptics and Converts  
10.3 Case: Time for Change  
10.4 Case: Client Is King  
10.5 Case: Thorn in the Flesh  
10.6 Case: You Can’t Have the Cake and Eat It Too  
10.7 Case: Metrics and Standards of Quality  
10.8 Case: Heads I Win,Tails You Lose  
10.9 Case: The Fading Spark  
10.10 Case: The Erratic Entrepreneur  
10.11 Case: Great Expectations  
10.12 Case: The Lingering Doubt  
Index  

Supplements

Key features

New-gen organizations are different in their design, structure, culture and processes; new-gen employees are different in their attitudes, aspirations and behaviour—they need to be managed differently. With the development of new-gen organizations and the emergence of new-gen professionals, there is a need to document the behavioural issues and concerns of these workplaces.

Cases in Organizational Behaviour presents 120 cases from the new-gen workplace that provide the readers insights into ‘the good, the bad and the ugly’ facets of the corporate lives of new-gen professionals. Based on real-life work experiences of corporate executives working with indigenous or multinational organizations operating in India, these cases address a variety of issues faced by professionals in new-gen organizations and their behavioural implications at the workplace.

 



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