Course Outline: ORGANIZATIONAL BEHAVIOUR-1

Course code: OB503

Credit:3 , Core Course
Area: Organizational Behaviour and Human Resource
Program: PGDM
Term I Academic Year 2022-23
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Instructor(s) Name Prof Irfan, Prof Asha and Prof Click or tap here to
Upadhyay enter text.
Room no. 306, 201, 202 Click or tap here to
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Email [email protected] Click or tap here to
[email protected] enter text.
[email protected]

Phone (Extn no.) Click or tap here to enter text. Click or tap here to
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Meeting Hours Flexible, by appointment Click or tap here to
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1. COURSE DESCRIPTION

Our fundamental challenge as managers is how to orient people and other resources towards the
optimal achievement of organizational goals. No matter how sophisticated the level of technology and
automation in an organization, tasks and goals have to be achieved with the support of people.
Managing people (ourselves and others) in the process of achieving organizational goals, is, thus one of
the most critical aspects of the manager’s role in any type of organization.

Developing managerial capability to meet this challenge, requires competencies (knowledge, skills, and
attitudes) to understand and deal with human beings as individuals, as people in interaction with
others, and as people in relation to the organization as a social entity set up to achieve human
objectives. Organisational Behaviour as a discipline deals with the human elements of work and
organisation. It involves how an employee behaves individually or collectively in a work setting and the
extent to which workplace factors facilitates these productive work behaviors to achieve individual
satisfaction and organizational effectiveness.
 2. COURSE OUTCOMES (COs)

After going through the course, the students would be able to:

Course Outcome 1 (CO1): Explain the factors influencing individual’s behavior at workplaces for
better management of people and performance

Course Outcome 2 (CO2): Identify determinants of group behavior and teamwork

Course Outcome 3 (CO3): Apply theories and frameworks to solve problems and take managerial
decisions at workplace

Course Outcome 4 (CO4): Demonstrate leadership competency in managerial situations using

leadership concepts and theories

3. MAPPING OF THE PROGRAM OUTCOMES (POs) AND COURSE OUTCOME (COs)

Program Outcomes (POs) CO CO CO CO

1 2 3 4

PO1: Student should be able to write well organized and grammatically

correct business reports and letters.

PO2: Student should be able to make effective oral presentations.

PO3: Student should be able to demonstrate critical thinking skills by 3 3

understanding the issues, evaluating alternatives on the basis of multiple
perspectives and presenting a solution including conclusions and
implications.

PO4: Student should be to demonstrate problem solving skills by 3

understanding and defining the problem, analyzing it and solving it by
applying appropriate theories, tools and techniques from various
functional areas of management.

PO5: Student should be able to illustrate the role of responsible 3

leadership in management.

PO6: Student should be able to identify social concerns and ethical

issues in management.

PO7: Student should be able to identify challenges faced by the

 Program Outcomes (POs) CO CO CO CO
1 2 3 4

organization at the global level.

PO8: Student should be able to take decisions in the global business

environment.

4. PEDAGOGY

The course will be imparted using multiple pedagogical tools and techniques including lectures,
discussions, case analysis and short videos to make it highly interactive and experiential. It will
also involve group activities and assignments and the participants will be expected to reflect
upon their experiences and conceptualize their experiences using theoretical frameworks and
models.

5. COURSE EVALUATION COMPONENTS (CECs)

Evaluation Component Weightage Description

CEC1(Individual On the basis of the select topics covered in the course, students will draft their
15%
assignment) reflection diary and self-development plan

The students in groups of 5-6 will be assigned cases/topics for analysis and
CEC2 (Group Assignment) 25 % exercises for deeper understanding / insights into the issues concerned and to
prepare presentations to be made in the class

Will be conducted mid-way through the course and will cover topics covered till
CEC3 (Mid Term) 25%
the exam

CEC4 (End Term Will cover the entire course

35%
Examination)

6. MAPPING BETWEEN COs, POs and CECs

Course Evaluation Components (CECs)
COs POs
CEC1 CEC2 CEC3 CEC4
CO1 PO3 ✓ ✓
CO2 PO3 ✓ ✓
CO3 PO4 v
CO4 PO5 ✓
 7. RESOURCES
7.1 Textbook

Nahavandi, Afsaneh, Denhardt, Robert, Arostigueta, Maria, Organizational Behaviour, (2015), Sage .

7.2 Reference Books

1. Luthans, Fred (2008). Organizational Behaviour. McGraw Hill, New York (11th Edition).
2. Pareek, Udai (2007). Understanding Organizational Behaviour. Oxford University Press, Delhi (2 nd
edition).
3. Collins Jim: Good to Great, New York Harper Collins, 2001
4. Lundin, Stephen. & Paul, Harry. (2000) FISH: A Proven Way to Boost Morale and Improve
Results. Hyperion.
5. Bennis Warren: Why Leaders Can’t Lead, Jossy-Bass Publishers, San Fransico, 1997
6. Levi, Daniel – Group Dynamics for Teams, (3rd Edition), Sage Publication, New Delhi, 2011.
7. LaFasto, Frank; Carl Larson – When Teams Work Best, Response Books, New Delhi, 2002.
8. https://www.coursera.org/learn/personality-types-at-work ?
9. https://www.coursera.org/learn/organisational-behaviour-know-your-people

8. SESSION PLAN

Sessio Topics Readings/Cases

n No.
1- 2 Introduction to Organizational
Readings:
Behavior
 Nahavandi (Chapter 1)
 Thomas Teal: Human Side of the Management (HBR, 1996)
 Peter F. Drucker: Employing the Whole Man
Case :
Dashman Company
3-4
Understanding Self Readings:
 Personality  Nahavandi (Chapter 3)
 Values  Managing Oneself –Peter Drucker (HBR, 1999)
 How Will You Measure Your Life? – Clayton M.
Christensen

 Robbins (Chapter 3)
 Exercise:
 Personality :Self-Assessment
(MBTI & Big5)
Case:
The Value Dilemma
5-6 Perception
Readings:
 Nahavandi (Chapter 4)
 Hidden Traps in decision making- John Hammond et al. (HBR,
1998)
 Pygmalion in Management – J. Sterling Livingston
Video Clip:
Twelve Angry Men

7 Understanding and harnessing

Readings:
Emotions at Work
 Nahavandi (Chapter 3)
 Sawaf, A, et al, Inner Technology: Emotions in the new
millennium
 Neal M Ashkanasy & Catherine S. Daus: Emotion in Work
Place
Exercise:
EC Assessment
Short Video:
Movie Clippings from Saransh
8-9 Attitude and Motivation
Readings:
 Nahavandi (Chapter 5)
 Employee Motivation - Nitin Nohria et al., 2008, HBR
Exercise:
 Social Reaction Inventory
 Work Needs Assessment
Case: Jamie Turner at MLI, Inc
10-11 Stress Management & Work-life
Readings:
Balance
 Nahavandi (Chapter6)
 Managing Time: Who Got the Monkey (HBR) William
 Oncken & Donald Wass

12 Inter-personal Relationship Readings :

Transactional Analysis (TA) & Nahavandi (Chapter 8)

Exercise
Self-Assessment Exercises: FIRO-B/Belbin

Case:

Anupam Majumdar

12 Groups Dyanamics & Readings

Foundations of Group
 Nahavandi (Chapters: 8)
Behavior
 The Discipline of Teams (HBR, 2005)
 The Secrets of Great Teamwork (HBR, 2016)
Exercise:
Lost At Sea
Architecture & Processes of Readings :
14 Work Teams
Nahavandi (Chapter 8)
Creating High Performance
 The New Science of Building Great Teams Alex "Sandy"
Teams Pentland (HBR2012)

Leading Teams  8 ways to build collaborative teams (HBR, 2007)

 Leading the team that you inherit (HBR, 2016)
Case:

Henri Tam & MGI Team

15 Problem Solving and Decision-
Readings:
making
Robbins (Chapter 7)
Group Exercise Activities
16-17 Leadership and Managerial
Readings:
effectiveness
 Nahavandi (Chapter 8)
 Peter Capellie, et al: Leadership Lessons from India
 Understanding Leadership – W.C.H Prentice( HBR Classics)
 Case:
GE’s Jeff Immelt: The Voyage from MBA to CEO

Short Movie: Clippings of Movie Invictus

Course review and feedback

9. ACADEMIC INTEGRITY & CLASS RULES

a) Plagiarism is the use of or presentation of ideas, works that are not one’s own and which are not
common knowledge, without granting credit to the originator. Plagiarism is unacceptable in IMI
and will invite penalty. Type and extent of penalty will be at the discretion of the concerned
faculty.

b) Cheating means using written, verbal or electronic sources of aid during an examination/ quiz/
assignment or providing such assistance to other students (except in cases where it is expressly
permitted by the faculty). It also includes providing false data or references/list of sources which
either do not exist or have not been used, having another individual write your paper or
assignment or purchasing a paper for one’s own submission. Cheating is strictly prohibited at IMI
and will invite penalty as per policies of the Institute .