Course Outline: Organizational Behaviour (OBHR1504)

Area: OB&HR | Credit: 3

Programme: PGDM | Duration: July to October | Term: I
_______________________________________________________________________
Instructor(s) Name : Professor Rachana Chattopadhyay & Dr. Roma Puri
Email : [email protected], [email protected]
Phone (Extn no.) : 033-66529662, 033-66529653
Meeting Hours : Mon – Fri: 2.00 p.m. - 5.00 p.m.
_______________________________________________________________________

PART 1

INTRODUCTION
Management students, besides mastering the technical domain of their work, need to gain an
awareness of the individual, group and organizational processes. The course will aid the students
in gaining an understanding of individual, group behaviour and organizational processes to
become effective managers/ leaders. The activities in the course will be useful in enhancing self-
awareness among students and help them understand how to become effective in their roles as
future leaders/managers.
COURSE DESCRIPTION
The course aims at providing the following insights:

 Understanding the meaning and major variables of OB and its major challenges
 Understanding the individual psychological processes
 Understanding group dynamics and the emergence of leadership within the
organization and its impact on organizational structure and culture
 Understanding power, politics and conflict within the organization along with
handling strategies
 Understanding the impact of organizational structure, culture, and change on
employee performance

COURSE OUTCOMES (CO)

CO 1: Students will be able to recognize the basic individual psychological constructs that
facilitates the scientific understanding of human behaviour.

CO 2: Student will be able to identify the problems associated with individual behavioural and
its overall impact on their performance.

CO 3: Students will be able to identify the characteristics of successful teams and appropriate
leadership styles in order to function effectively in organizations

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 CO 4: Students will be able to describe ethical use of power and politics and techniques for
managing conflict.

CO 5: Students will be able to illustrate the linkages among structures, culture and change in
organizations

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

Establish an association between COs and POs in the scale of 1 to 3. 1 = slight (low),
2 = moderate (medium) and 3 = substantial (high)

At the end of the Course Outcomes (COs)

programme, the
Programme Outcome
graduates will be able CO1 CO2 CO3 CO4 CO5
to:
Communicate
effectively in a
business context
PO 1 Communication through written reports, 3
presentations, and
interpersonal
interactions.
Demonstrate critical
thinking skills by
appropriate problem
Critical identification,
Thinking & evaluating alternatives
PO 2 3
Problem based on multiple
Solving perspectives, and
presenting innovative
solutions for problem-
solving.
Develop the ability to
conceptualise complex
business problems,
apply appropriate
Integrated theories, tools and
PO 3 3
Thinking techniques from
various functional areas
of management to
support business
decisions.

2
 Illustrate the role of
Leadership
PO 4 responsible leadership 3
Skills
in management.
Identify ethical issues
Ethical and be aware of socio-
PO 5
Awareness cultural norms in
management practices. 2
Identify the challenges
faced by the
Global organisation in the
PO 6
Awareness global platform for
taking business
decisions.

READING RESOURCES:
1. Organizational Behaviour by S.P Robbins, Timothy A. Judge Neharika Vohra, 18th
Edition. PHI Publication

2. Understanding the Theory and Design of Organizations by Richard L. Daft, 11th

Edition, Cengage Learning.

3. Understanding Organizational Behaviour- Udai Pareek, 4th Edition, Oxford Higher

Education

COURSE EVALUATION COMPONENTS (CECs) ASSESSMENT SCHEME AND

WEIGHTAGE:
{a} MID-TERM & END-TERM

Evaluation Weightage (%) Duration (in minutes)

End-Term 30 45

{b} OTHER ASSESSMENTS

Unit of Total time

Sl. No. Evaluation Item Weight Session
Evaluation allotted
After session 2, 3 hours
1 Assignment Individual 20 After session 5
After session 9
After session 7, 2 hours
2 Role play Group 20
session 10
3
 After Session 16, 3hour
3 Group 20
Case Analysis 17 and 20
4 Project Group 10 After Session 20 2 hours

(CEC1): Assignment: Situation based questions will be given to the students for problem
identification and critical evaluation
(CEC1): Role Play: Students need to develop the scripts based on the concept learned in the
class and the same need to be enacted.
(CEC1): Case Analysis: The case studies will enable students to apply the concepts learnt in
class
(CEC1): Project: The students will have to do a compare & contrast analysis of two
organizations from the same industry. The group will analyse the company’s situation in the
context of the concepts on culture, leadership and a successful or failed organizational change
implementation in the organization.

(CEC1): End term: End term exam will include all the topics that will be covered. The exam
will assess subject understanding through multiple choice questions.

Target Score Set a target for each CO

- % & Above
CO1- 80% of the students will score 70% marks (Role Play)

CO2 – 60% of the students will score 60% marks (Assignment)

CO3- 80% of the students will score 70% marks (Role Play/Activity,
Assignment and Case Analysis)

CO4- 80% of the students will score 70% ( Case Analysis)

CO5- 70% of the students will score 75% ( Project and Case Analysis)

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MAPPING BETWEEN COs, POs and CECs (Sample)

Course Evaluation Components (CECs)

Assignment Role Case Project (CEC4)
COs POs
(CEC1) play/Activity (CEC3)
(CEC2)
CO1 PO 1 √

CO2 PO2 √

CO3 PO4 √

CO4 PO5 √

CO5 PO3 √ √

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 PART 2: SESSION PLAN
Session. Topics Readings

Organizational Behaviour

S.P Robbins, Timothy A. Judge Neharika Vohra,

Introduction to
18th Edition. PHI Publication
Organizational Behavior:

Definition of organizational Ch- 1

1 (RC) behavior, fields contributing to
OB, Managers’ role and
function, major challenges and This session will lay down the overall framework of OB,
opportunities for OB. challenges and opportunities in applying OB concepts.
as well as expectations from the students during the
course

Organizational Behaviour
Individual Learning and
Behavior S.P Robbins, Timothy A. Judge Neharika Vohra,
18th Edition. PHI Publication
Definition of Learning,
2 (RC) Theoretical process of learning, Ch- 2
application of the learning
theories for behaviour
modification. This session will help the students to understand how
learning occurs and role of reinforcement for
modifying the behaviour

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 Organizational Behaviour
Values, Attitudes and Job
Satisfaction S.P Robbins, Timothy A. Judge Neharika Vohra,
18th Edition. PHI Publication
Importance of values, types of
values, values, loyalty and Ch- 3
ethical behaviour, linking
individual’s personality and
values to the workplace- person- TREADWAY TIRE COMPANY: JOB
3 (RC) job-fit, person-organization fit- DISSATISFACTION AND HIGH TURNOVER AT
The Nature and Dimensions of THE LIMA PLANT
Attitudes: Components of
Source: HBS Brief Cases
Attitude – Sources and types –
Cognitive dissonance theory –
Product #: 2189-PDF-ENG
Measuring job satisfaction –
The effect of job satisfaction on
This session will enable the students to understand the
employee performance.
connection among values and attitude and ethical
behaviour development and its impact on job
satisfaction

Organizational Behaviour
Personality and Emotional
Intelligence S.P Robbins, Timothy A. Judge Neharika Vohra,
18th Edition. PHI Publication
The Meaning of Personality ‐
Personality Determinants ‐ Ch- 5
Personality Traits ‐ The big five
model, Major personality Coursera:
4-5 (RC) attributes influencing OB, https://www.coursera.org/videos/leadership-and-
Importance of values, types of organizational-
values, values, loyalty and behavior/l7Ryw?query=organizational+Behavior&sou
ethical behavior, linking rce=search
individual’s personality and
values to the workplace- person-
job-fit, person-organization fit. This session will enable the students understand various
personality traits and types and its reflection on
behaviour

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 Organizational Behaviour

Perception and Individual S.P Robbins, Timothy A. Judge Neharika Vohra,

Decision Making 18th Edition. PHI Publication

Definition of perception, factors Ch- 5

influencing perception, Person
6-7 (RC) perception: making decision Cousera:
about others, the link between https://www.coursera.org/videos/organizational-
perception and individual behavior/BvL5x?query=organizational+Behavior&sou
decision making, rational rce=search
decision making process,
organizational decision making
This session will help to understand how perception is
formed, individual variations in perception, perceptual
bias and its implication in organization.

Motivation: Concept and

application Organizational Behaviour
Defining motivation, early
theories of motivation, S.P Robbins, Timothy A. Judge Neharika Vohra,
contemporary theories of 18th Edition. PHI Publication
8-9 (RC) motivation. Application of
motivation theory: performance Ch- 7
based pay, employee
These sessions will help to understand how individuals
involvement, rewarding
get the motivation throughout the life and its impact on
employees
employee performance

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 Interpersonal Organizational Behaviour
Communication
S.P Robbins, Timothy A. Judge Neharika Vohra,
Introduction and function of 18th Edition. PHI Publication
communication,
communication process, Ch- 11
10 (RC) direction of communication,
types of communication,
barriers of effective This session will enable students to understand the
communication, current issues effectiveness of communication, how different barriers
in communication. How of communication disturbs the organizational
communication can create functions, deliberate communication distortions and its
boundaries and also remove it impact on organizational performance.
Foundations of Group
Behaviour
S.P Robbins, Timothy A. Judge Neharika Vohra,
Types of groups, how groups 18th Edition. PHI Publication
contribute to individual and
organizational effectiveness, Ch- 9
11 (RP) stages of group development,
group properties- cohesion, This session will help the students understand how
norms, status, subgroups, size, individual and group processes differ and how group
social loafing and group dynamics exist in organizations
processes.

S.P Robbins, Timothy A. Judge Neharika Vohra,

18th Edition. PHI Publication

Ch- 10
Understanding Work Teams

Role of teams – onsite and The session will help the students understand why
virtual in the functioning of team work is important in organizations and how
12 (RP) organizations, types of teams, organizations can build effective teams
characteristics of effective
teams, problems of working in Coursera:
teams https://www.coursera.org/lecture/high-performing-teams/1-2-
team-culture-WwT5s

https://www.coursera.org/lecture/high-performing-teams/1-5-
team-roles-1m9r0

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 S.P Robbins, Timothy A. Judge Neharika Vohra,
18th Edition. PHI Publication

Ch- 12

The session will help the students understand what

leadership is and understand the evolution of
leadership theories

Coursera:
Leadership Theories I-
https://www.coursera.org/videos/leading-teams-
13 (RP) How leadership emerges, trait
developing-as-a-
and behavioural theories of
leader/bImRD?query=Leadership&source=search&ut
leadership
m_campaign=programId%3AdHMyZ1ydEey_1g7pCfs
wRw%3BprogramWelcomeNotification&utm_medium
=email&utm_source=other

https://www.coursera.org/videos/leading-teams-
developing-as-a-
leader/rFT1T?query=Leadership&source=search&ut
m_campaign=programId%3AdHMyZ1ydEey_1g7pCfs
wRw%3BprogramWelcomeNotification&utm_medium
=email&utm_source=other

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 S.P Robbins, Timothy A. Judge Neharika Vohra,
18th Edition. PHI Publication

Ch- 12

The session will help students understand how

leadership is situation specific and learn about the
contemporary theories of leadership

Coursera:
Leadership Theories -II
https://www.coursera.org/videos/managing-
Contingency theories of organization/TTqPL?query=Leadership+transformational+leade
14 (RP)
leadership, transformational rship&source=search&utm_campaign=programId%3AdHMyZ1y
leadership, Authentic, Servant dEey_1g7pCfswRw%3BprogramWelcomeNotification&utm_medi
and Responsible leadership um=email&utm_source=other

https://www.coursera.org/videos/leadership-adapt-your-
style/PnH5J?query=Authentic+leadership&source=search&utm
_campaign=programId%3AdHMyZ1ydEey_1g7pCfswRw%3Bpro
gramWelcomeNotification&utm_medium=email&utm_source=ot
her

https://www.coursera.org/videos/developing-leadership-
framework/vpmxA?query=Servant+leadership&source=search&
utm_campaign=programId%3AdHMyZ1ydEey_1g7pCfswRw%3
BprogramWelcomeNotification&utm_medium=email&utm_sourc
e=other
S.P Robbins, Timothy A. Judge Neharika Vohra,
18th Edition. PHI Publication

Ch- 15

The students will be able to understand how the

Fundamentals of
organizational structure develops and what are its
Organizational Structure
building blocks
Traditional organizational
15 (RP) Coursera:
structure, span of control,
differentiation, integration,
levels, roles and responsibilities
https://www.coursera.org/videos/organization-
design/qWVKV?query=Organizational+structure&so
urce=search&utm_campaign=programId%3AdHMyZ
1ydEey_1g7pCfswRw%3BprogramWelcomeNotificati
on&utm_medium=email&utm_source=other

11
 S.P Robbins, Timothy A. Judge Neharika Vohra,
18th Edition. PHI Publication

Ch- 15

The session will help the students understand the

different forms of structures, their pros and cons and
Types of Organizational relevance in current times
Structures
Coursera:
16 (RP) Functional, divisional,
geographical, matrix, virtual https://www.coursera.org/videos/project-management-
structures. Holacracy and agile foundations/NlVAE?query=Organizational+structure&source=s
earch&utm_campaign=programId%3AdHMyZ1ydEey_1g7pCfsw
organizational structures Rw%3BprogramWelcomeNotification&utm_medium=email&utm
_source=other

https://www.coursera.org/videos/designing-
organization/XznMZ?query=matrisx+structure&source=search
&utm_campaign=programId%3AdHMyZ1ydEey_1g7pCfswRw%
3BprogramWelcomeNotification&utm_medium=email&utm_sour
ce=other

CASE ANALYSIS- Opening the Valve: From Software to Hardware- HBS

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 S.P Robbins, Timothy A. Judge Neharika Vohra,
18th Edition. PHI Publication

Ch- 16

This session will help students role of culture in an

organization and how they will experience it upon
joining organizations
Organizational Culture
Coursera:
Characteristics of culture,
17 (RP) functions of culture, creating https://www.coursera.org/videos/strategy-
and sustaining organizational implementation/lVw3h?query=organizational+culture
culture and how employees &source=search&utm_campaign=programId%3AdH
learn culture MyZ1ydEey_1g7pCfswRw%3BprogramWelcomeNotifi
cation&utm_medium=email&utm_source=other

https://www.coursera.org/videos/managing-people-
iese/GbZce?query=organizational+culture&source=s
earch&utm_campaign=programId%3AdHMyZ1ydEey
_1g7pCfswRw%3BprogramWelcomeNotification&utm
_medium=email&utm_source=other

CASE ANALYSIS – Keeping Google “Googley”- HBS

13
 S.P Robbins, Timothy A. Judge Neharika Vohra,
18th Edition. PHI Publication

Ch- 13

The session will assist the students in understanding

how power and politics impact individuals and
organizations
Organizational Power &
Coursera:
Politics
https://www.coursera.org/videos/principles-of-
18 (RP) Bases of Power, Power tactics
management/YBBp4?query=Power+&source=search
Causes and consequences of
&utm_campaign=programId%3AdHMyZ1ydEey_1g7
political behaviour, Ethics of
pCfswRw%3BprogramWelcomeNotification&utm_me
behaving politically
dium=email&utm_source=other

https://www.coursera.org/videos/influencing-the-
organisation-leading-within-and-beyond-the-
organisation/WfJsV?query=Politics&source=search&
utm_campaign=programId%3AdHMyZ1ydEey_1g7pC
fswRw%3BprogramWelcomeNotification&utm_mediu
m=email&utm_source=other

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 S.P Robbins, Timothy A. Judge Neharika Vohra,
18th Edition. PHI Publication

Ch- 14

The students will be able to comprehend how and why

conflicts occur and what can be effective strategies for
conflict resolution and negotiation

Coursera:

https://www.coursera.org/videos/types-of-
conflict/kyTRz?query=conflicts&source=search&utm
Conflict & Negotiation _campaign=programId%3AdHMyZ1ydEey_1g7pCfsw
19 (RP) Rw%3BprogramWelcomeNotification&utm_medium=
Types of conflicts, the conflict email&utm_source=other
process, negotiation strategies
https://www.coursera.org/videos/types-of-
conflict/B5EhA?query=conflicts&source=search&utm
_campaign=programId%3AdHMyZ1ydEey_1g7pCfsw
Rw%3BprogramWelcomeNotification&utm_medium=
email&utm_source=other

https://www.coursera.org/videos/teamwork-skills-
effective-
communication/62cCM?query=negotiation+conflict&
source=search&utm_campaign=programId%3AdHM
yZ1ydEey_1g7pCfswRw%3BprogramWelcomeNotifica
tion&utm_medium=email&utm_source=other

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 S.P Robbins, Timothy A. Judge Neharika Vohra,
18th Edition. PHI Publication

Ch- 17
Students will understand the dynamics of change
management, causes for resistance to change and learn
Change Management effective ways of handling resistance
Types of change, steps in
20 (RP) Coursera:
managing change and
managing resistance to change
https://www.coursera.org/videos/ethical-data-driven-
technology-
leader/ve1Pn?query=change+management&source=s
earch&utm_campaign=programId%3AdHMyZ1ydEey
_1g7pCfswRw%3BprogramWelcomeNotification&utm
_medium=email&utm_source=other

CASE ANALYSIS-Tony Hsieh at Zappos: Structure, Culture and Radical Change- INSEAD

Academic integrity

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 Kolkata 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 Kolkata and will invite penalty as per
policies of the Institute.

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