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Understanding organizational and human behaviour is a complex process. Similarly, managing human resources effectively is increasingly becoming a challenge for an organization. Having an in-depth knowledge of related concepts of organizational behaviour and human resource management is very much desirable for any manager so that these can be appropriately applied at their workplace.

In simple words, Organisational Behaviour is the study of Individuals and Group behaviour within an organisation and indicates how these interactions affect an organization's performance toward its goals. It also examines the impact of various factors on behaviour within an organization and help in understanding and predicting organisational life. Organizational Behaviour is a 'Specialised Stream' drawing inputs from multiple academic domains such as psychology, sociology, political science, anthropology, science, economics, and technology to name a few.

What is Case Analysis? Case analysis is basically a real life problem-based learning method. It requires the readers to become active participant in the process and apply their analytical skills including critical skills, reflections, ability to inter-relate multiple aspects of the situations and issues, apply divergent and convergent perspectives in order to identify most feasible solution under constraints and limitations. How to go about Analysing Case? Every case and anecdotes have certain core and peripheral issues. Identifying critical incidence is very important to clearly understand the context and problem. Therefore, the participants need to be very active and involved when reading and analysing the cases and anecdotes. The goal is to follow a structured and logically organized format for analyzing every aspect of the case.

Introduction After working for more than 10 years in set of private companies, Mr. A K Aggarwal joined a very large government organisation, ITN Ltd (ITNL) (refer to Exhibit 1). He, along with other two freshly recruited MBA graduates, was posted to a project location in the remote district of India after a brief stint at ITNL's corporate office. The top management posted them with a lot of expectation to implement one of the most critical projects of the company. In the first few weeks only, he observed a tussle between the field team and project manager Mr. Amaresh Sharma. This tussle was impeding the project progress. Being new in the organisation, Mr Aggarwal was hesitant to approach any body and was clueless about how to handle the situation. This was also a new situation for Mr. Sharma in his 20 years of ITNL career and he was facing difficulty in breaking this logjam.

Expectation from Work and Career Millennials do not distinguish work from life; for them, both work and life blend into a single entity, and therefore, they do not seek a balance between them unlike previous generations (Meister and Willyerd, 2010). This is precisely why they seek work that has a strong focus on personal fulfilment. Their perception of work is that it is a source of opportunities to strike friendships, learn new skills, and associate with a larger purpose. They derive job satisfaction from this singular sense of purpose - they are also the most socially conscious generation since the 1960s. This social consciousness lends them a sense of validation of their purpose - they wish to see their work making the necessary social impact.

Background Alpha Partners is a large professional services partnership firm comprising over 180,000 professionals with presence in more than 156 countries around the world. It primarily deals in three main businesses - Statutory Audit of listed companies, Taxation Services (both corporate and individuals& Advisory services to leading private companies and governments around the world. In India, the company has a total of approximately 20000 employees and partners divided between two broad entities - Alpha Partners India (AI) and Alpha Partners Global Services (AGS). AI is the primary client service firm in India and is engaged in professional services to clients in the Indian geography. AGS, on the other hand is a joint venture between Alpha Partners firms in U.S, U.K. and India - all three holding equal shares of AGS

Introduction BOGL had set up its wholly owned subsidiary company Bikas Oil Inc. (BOI), Moscow, Russia. Mr. Atanu Saxena and Mr. Samish Batra were recently selected for being deputed to BOI. Being a foreign location, this posting was considered as monetarily rewarding and good for career growth of employees. Subsidiaries of other oil and gas companies were also present in Moscow as this location was considered as the oil and gas business hub of Russia.

"Unseasonal thundershowers," remarked Mr. Ritesh Prasad, as he peered out of the windows at the overcast sky and the storm raging outside - the landscape outside was no different than the one raging inside AXYZ ltd, a family-owned, logistics firm. Mr. Ritesh Prasad, or RP as he was popularly known, had been the CHRO at AXYZ for a decade now. He was a personal favourite of Mr. Pulkit Sahni, the founder-owner of AXYZ, and was quite popular with all levels of hierarchy, because of his genial disposition and general sense of empathy towards the firm's workforce.

Introduction Mr. Ramesh Gupta was transferred from a well established business division to an emerging division of one of the largest companies of India, TN Limited (TNL) (refer Exhibit-1). Mr. Gupta had more than 30 years of work experience in TNL when he joined this new division. The division was primarily into acquisition and management of oil and gas assets in India and abroad. Recently the company had acquired a very large asset in North America. To manage this asset, a Houston, USA based subsidiary of TNL named as BM Limited (BML) was created (refer Exhibit-2). Considering scale of business and complexity involved, the company decided to post some of its brightest officers there. Through competitive and transparent process of selection, three officers viz.

Context Value Services Incis (VSI) incorporated and headquartered in New York, USA and with presence in 14 countries across the globe. With a total of 14000 employees globally, about 23% of their workforce is based in India in their offices across Mumbai, Delhi and Bangalore. Their India headquarters is in Mumbai. The company's business is primarily in research services. They pride themselves in providing high quality and in-depth research output across all domains, industries and geographies. They serve 40% of the fortune 500 companies as their clients and by 2020, they aim to cover 70% of the list

Background GMPK is a large professional services partnership firm comprising over 155,000 professionals with presence in more than 156 countries, providing Audit, Tax & Advisory services to some leading companies and governments around the world. In India, the company has two entities with a total of approximately 20000 employees and partners. For the last four years, GMPK has ranked as an 'Ideal Employer' on a global index of the world's most attractive employers. The index is based on the opinions of close to 130,000 students from renowned academic institutions across many economies, including the United States, China, Germany, France, the United Kingdom and India. GMPK provides its employees with award-winning diversity initiatives and a formal mentoring program.

Sambit Sharma, Chairman, CTN Limited (CTNL) received a letter from the Chairperson of 3rd Pay Revision Committee (PRC) for Public Sector Undertaking (PSU) of India. The letter inter alia sought feedback on existing Performance Management System (PMS) at CTNL and suggestion for its continuity or modification, if any. In past also, CTNL's suggestions on various human resources (HR) matters had been valued by the Committee and many of those suggestions were retained in their final recommendations to the Government of India. Mr. Sharma, off late, had heard many stories, both positive as well as negative, about the PMS within CTNL and was therefore contemplating to thoroughly review the system. He marked the letter to Ratish Agarwal, Director (HR), CTNL to take necessary action.

A responsibly behaving organization creates a positive impact on society and its operating environment. Globally, there is a rising demand and expectation of people from organizations to act in manners that result into shared value and prosperity. This calls for bringing a major change in the current approach of organizations and their human resources. Three frameworks could be popularly referred to when we intend to discuss responsible behaviour of an organization. These approaches have been highlighted considering practical significance and ability to fundamentally change the ground rules of organizational day to day working. This includes.