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Session 1 - Introduction To OB

This document provides information about an Individual and Group Dynamics course offered at STANFORD ALUM. The 3-credit course meets for 20 sessions and aims to not just provide course credits but develop students' minds and ability to practice and reflect on what they learn. It lists the faculty and teaching assistant contact information, course objectives of understanding individual and group behavior, learning outcomes, and the evaluation scheme involving exams, quizzes, and group case analysis and reflective video assignments. It outlines the course methodology, submission requirements, expectations of students, and covers introductory topics like theories of organizational behavior.

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Pravish Khare
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50 views

Session 1 - Introduction To OB

This document provides information about an Individual and Group Dynamics course offered at STANFORD ALUM. The 3-credit course meets for 20 sessions and aims to not just provide course credits but develop students' minds and ability to practice and reflect on what they learn. It lists the faculty and teaching assistant contact information, course objectives of understanding individual and group behavior, learning outcomes, and the evaluation scheme involving exams, quizzes, and group case analysis and reflective video assignments. It outlines the course methodology, submission requirements, expectations of students, and covers introductory topics like theories of organizational behavior.

Uploaded by

Pravish Khare
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPTX, PDF, TXT or read online on Scribd
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INDIVIDUAL AND Term: 1

Credits: 3
GROUP DYNAMICS Sessions: 20
STANFORD ALUM
LETTER
NOT JUST A CREDIT
COURSE
Get your mind aroused

Develop yourself

Practice what you hear/see

Reflection/Analysis becomes a habit


FACULTY INFORMATION

Prof Srinivasan R. Tatachari (Srini)


 Office: Cabin No. S-206, TMA Pai Block
 Phone: 270-1082
 Email: [email protected]
 Availability: During Office hours (Wednesdays
2-5pm), preferably by appointment.
TEACHING ASSISTANT
INFORMATION
Ms. Saritha Shetty
 Office: Office of Academic Assistants,
Basement TMA Pai Block
 Phone: 270-1052
 Email: [email protected]
 She is the point of contact for any course
material, submissions, update of marks, exam
related queries etc.
COURSE OBJECTIVES

 Understand the basic concepts influencing the


individual behavior at work place
 Analyze the bases of interpersonal
effectiveness and how biases and stereotypes
influence managerial perceptions and behavior
decision making processes.
 Improve team skills by distinguishing between
effective and ineffective team systems.
COURSE OBJECTIVES
(CONTD.)

 Understand group behavior and group


dynamics.
 Understand the role of leadership behavior in
shaping efficient organizations.
COURSE LEARNING
OUTCOMES
 CLO 1: Critically analyze the behavioral theories
and assess their application in an organizational
context
 CLO 2: Evaluate the role and impact of
individual and group factors/processes towards
organizational effectiveness
 CLO 3: Diagnose and manage organizational
behavior issues through the application of specific
behavioral concepts, models and frameworks
HANDLING AMBIGUITY

Sample feedback about TAPMIans from


companies
- Need to be given complete instructions

- Unable to think on their own

- Not taking initiative to talk/mingle


EVALUATION SCHEME

 Mid Term Exam: 20% [I]


 End Term Exam: 40% [I]
 Quizzes: 10% [I]
 Contribution to Learning Process:
 Written Case Analysis: 15% [G]
 Reflective Video: 15% [G]
 Groups to decide on the concept by Jul 8. CR’s
responsibility to close / avoid overlaps
FAS FOOD FOR THOUGHT
PRESENTATIONS
FAS group [~10] to present
- understanding of day’s topic

- reflect on real life example related to the topic

- provide interesting questions for the class to


further discuss
METHODOLOGY FOR
LEARNING
 Self learning – Text chapters and ALL additional
readings
 Peer learning
 Lecture and discussion
 Exercises
 Cases
SUBMISSIONS

 Written case analysis to be submitted (in working


groups) one day before the session in which the
case has to be discussed.
 i.e a day before 4th ,10th, and 16th session
 Plagiarism will be dealt with strictly
 Reflective video and the write-up submission by
17th session
THE CONTRACT
You
 Honor the code (academic expectations)
 4P’s of Involvement
 Preparation
 Presence
 Promptness
 Participation
 Respect the classroom
THE OTHER SIDE OF THE
CONTRACT
Me
 Facilitate learning
 To parcel out knowledge in more understandable
and convenient packages.
 To give you a SAFE platform and ample
opportunity for peer learning.
 Strive to make the course a satisfying development
experience.
PROF GIVING
DIFFERENCE BETWEEN
TEACHER AND
PROFESSOR

And what is this fountain of knowledge?

You will reap what you sow!


DIFFERENT APPROACH

 Facebook private
group - sections 5
& HR. Others can
join.
 Voluntary
 Not deal-breaking!
 No violation of
privacy unless
be’friended’!!
EVEREST CASE

Beautiful story of real tragedy of 1996

Lessons for managers! And love for


life/adventure

Voluntary basis; meet and discuss – Towards end


of course
INTRODUCTION
TO Field of OB
Contributing disciplines
FUNDAMENTALS OB model

OF OB
SKILLS

Source: http://slideplayer.com/slide/2305509/
DEMYSTIFYING MYTHS

 It is NOT A GAS subject.


 It is NOT just a combination of “behavioral
jargons” and “common sense”
 It is NOT ONLY FOR HR people.
 It focuses on the most important pillar of business
and that is YOU – as an Individual, as a part of a
Group and as a part of an Organization.
 The focus in OB is NOT to find perfect answers
CASE OF JANE ARNOLD
 Wants to be a manager, enjoyed accounting, finance
and marketing courses which provided her clear-cut
answers
 Now, OB professor has discussed some concepts of
behavioral management and is telling that there are
no clear-cut answers when it comes to managing
people
 She is very perplexed as she expected to get answers
on how to be an effective manager. But this course
seems to be heading in different direction
WHY THERE ARE FEW
ABSOLUTES IN OB?
 Human beings are complex
 Few (if any) simple and universal principles
explain organizational behavior
 OB concepts reflects contingency conditions.
CASE OF HANK JAMES
 Section head of Yake company for 14 years
 As a company policy for promotion, he attended a
development program which started with an OB
module.
 During the module, professor commented “Most
managers know their technical job but do a lousy job of
managing their people. The problem is that just because
they have lot of experience with people, they think they
are experts”
 Hank is upset that the professor discounts the value of
experience and cannot see how a conceptual framework
can help him manage people better.
IMPORTANCE OF THEORY

Theory is often devalued as being unrealistic and


overly complicated. However,
 There is nothing as practical as a good theory
 Theory tells us why something occurs, not
simply what occurs.
 It explains and predicts the phenomenon in
question; emphasizes the nature of causal
relationships; allows to deduce logical
propositions/hypotheses that can be tested
INTRODUCTION TO OB

 OB – what it means?
 OB as a field of study
 Contribution of various academic disciplines to
the field of OB (Intellectual cousins)
 Anthropology; Psychology; Sociology; Engineering;
Medicine, Biology etc.
 Importance
HUMAN RELATIONS

 The Hawthorne Experiments


OB DEALS WITH

Individual Organization
Values Group & Team Structure
Attitudes Design
Personality Groups
Culture
Perception Teams
Learning Policies &
Communication practice.
Emotions &
moods Leadership Change & stress
Motivation Power & politics
Conflict &
negotiation
THE MANAGER’S ROLES -
MINTZBERG
 Interpersonal Roles
 Figurehead; Leader; Liaison
 Informational Roles
 Monitor; Disseminator; Spokesperson
 Decisional Roles
 Entrepreneur; Disturbance Handler; Resource
Allocator; Negotiator
THE MANAGER’S ROLES
– OB?
 OB is integral to most of the roles!
THE MANAGERIAL
SKILLS
 Developing peer relationships
 Carrying out negotiations
 Motivating subordinates
 Resolving conflicts
 Establishing information networks and
disseminating information
 Making decisions in extreme ambiguity
 Allocating resources
THE FIVE MINDS OF A
MANAGER - MINTZBERG
 Reflective Mindset – Managing self
 Analytic Mindset – Managing organization
 Worldly Mindset – Managing context
 Collaborative Mindset – Managing relationships
 Action Mindset - Managing change
MANAGING ONESELF -
DRUCKER
Reflection
Understanding self – personality, values
Managing boss, colleagues
Understand and develop strengths
Moving from weakness to mediocrity is a wasted
effort
Thank you

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