JNTU syllabus for Management and organisational behaviour

JNTU MBA 1st Sem Syllabus for Management and Organizational behaviour


                                                                                    I SEMESTER MBA                                                                                                  

09MB01  Management  and Organisational Behaviour

The Objective of the course is to give a basic perspective of Management theories and practices. This will form foundation to study other functional areas of management. Also this course provides insight into behavioral issues.


Unit – 1:Introduction to Management: Definition, Types of Managers, Mintzberg Managerial roles, Functions of Management, Administration vs. Management,  Evolution of Management Thought  – Planning:  Nature of planning, Steps in planning, types of planning, Levels of planning – The Planning Process. Decision Making : The process  and techniques of decision making.


Unit – 2: Organising: Nature of organizing, organisation levels and span of management – Factors determining span –  Organizational design and structure –departmentation, line and staff concepts, staffing – delegation, decentralization and recentralisation of authority  – responsive organizations. Meaning and types of power – Empowerment – Groups Vs. Teams – Nature of groups –dynamics of informal groups – dysfunctions of groups and teams – Teams in modern work place.


Unit – 3: Introduction to Organisational Behavior:   Definition, Nature and Scope – Environmental and organizational context and  the impact on organizations  – Perception: Nature and importance of Perception – Perceptual selectivity and organization.  Attribution  Theories.  Personality and Attitudes – Meaning of personality  – Johari Window and Transactional Analysis –  Nature and Dimension of Attitudes- Behavioral Modification.


Unit – 4: Motivation and Leading: Theories of Motivation-Maslow’s need hierarchy, Hertzberg’s Two Factor Theory.  Job design and Goal setting for High performance- Socio technical Design and High performance work practices. Leading: Leading Vs Managing – Leadership Theories- Leadership styles – developing leadership skills – transformational leaders, transactional leaders, Leadership in Cross-cultural environment – Evaluating Leader- Women and Corporate leadership.

Unit – 5: Communication and Control:  Meaning, Types of  communication and barriers to effective communication in Organizations, Using Communication Skills to manage Conflicts.  Controlling: Basic control process- Requirements for effective control – control techniques – Overall controls and preventive controls.



  • Koontz, Weihrich & Aryasri: Principles of Management, TMH,New Delhi, 2009
  • Luthans, Fred: Organisational Behaviour, 11/e, McGraw Hill, 2009
  • Stoner, Freeman and Gilbert: Jr. Management, Pearson,New Delhi, 2009.
  • Aryasri & VSP Rao: Management and Organisational Behaviour, Excel, 2009
  • Kavitha Singh:Organisational Behaviour, Pearson, 2009.
  • Kellogg: Conflict in Organizational Groups, Kogan Page,2009
  • John M. Ivancevich: Organisational Behaviour & Management, TMH, 2009
  • Schermerhorn: Management, Wiley 2009
  • Pierce and Gardner: Management and Organisational Behaviour: An Integrated Perspective, Cengage, 2009.
  • BPP:Organisational Behaviour, Viva, 2009
  • Aswathappa: Organisational Behaviour,Himalaya, 2009
  • Certo and Certo: Modern Management,10/e,PHI,2009
  • R Satyaraju & A.Parthasarathy: Management Text and Cases, PHI, 2009.
  • Prem Vrat, K K Ahuja, P K Jain: Case Studies in Management, Vikas, 2006.




AUTHOR                                                                                               TITLE


KOCHAR  JAYANT                                                             IMPORTANCE OF CUSTOMER

Md, Aoretto Retail Pvt Ltd.                                                  FOCUS TO AN ORGANIZATION

DANI JALAJ                                                                         ORGANIZING ACROSS BORDERS

President, International Asian Paints Ltd

Booker NIALL

Group General Manager & CEO-India, HSBC Ltd.



Arunachalam V.S.                                                        Transforming Technologies

Chairman, Center for study of science                           FOR THE FUTURE

Kumar N. Patel, Chairman & CEO, Pranalytica, Inc.

Padmanabhan. G, Honorary Distinguished Biotechnologist,

Department of Bio Chemistry, Indian Institute of Science


SRINIVASAN VENU                                           CHALLENGING THE LEADER

Chairman & MD, TVS Motor Co. Ltd


Managing Director, Samsung Electronics India Pvt Ltd.



Founder chairman, Prasanna Trust


Executive Vice President, SCM

Pepsi food Limited.



T HARI,SINH RAJENDRA                                                 CREATING A LEADERSHIP PIPELINE


UPENDRA UDAI,                                                                CHANGE MANAGEMENT TO

Vice President (Global HR), Ranbaxy                             CHANGE LEADERSHIP

Laboratories Ltd


Director (HR), ONGC Ltd.


SCHMITT LARRY,                                                               INNOVATION: A KEY TOOL FOR

BARBHAIYA RASHMI,                                                       THE NEW MANAGER





  • An innovation Culture, 2008
  • Cultivating an innovative culture, 2008
  • Developing a Passion for Excellence
  • Developing Continuous Improvement

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