SN Course Course Name: L T P SK C CH Course Course
Code:25BHT- Management Category Type
608 Practices &
Organizational
3 Course 3 0 0 0 3 3 Program
Coordinator: Core Theory
Pre-Requisites: Basic knowledge of Management and Organisations
Co-Requisite None
Anti-Requisite None
A. COURSE DESCRIPTION
This course provides an in-depth understanding of management practices and organizational
behavior, emphasizing HR functions, motivation theories, team dynamics, and organizational
culture.
B. COURSE OBJECTIVES: The course aims
To introduce students to the fundamentals of management practices, organizational behavior
and the human resource function within an organization.
To provide an overview of the various elements of an organization with a focus on human
resource as its foundation.
C. COURSE OUTCOMES
CO Statement Performan Student Level of Learning Target
No ce Outcome (Highest BT Level) Attainme
Indicator Indicator nt
(ABET)
CO1 To understand 1 2.1
fundamental concepts of
organization,
management, and human
resource management
CO2 To explain key theories 2 2.1
and principles of
organizational behaviour,
individual behaviour,
learning, and motivation
with respect to workplace
trends
CO3 To apply concepts of 3 2.1
group dynamics and team
building and to analyse
team performance in
modern organizational
settings.
CO4 To analyse the causes and 4 2.1
outcomes of
organizational conflict and
evaluate different conflict
management strategies,
Page | 21
and compare traditional
and modern organizational
structures
CO5 To evaluate the 5 2.1
significance of
organizational culture,
change management
models, and stress
management techniques
D. SYLLABUS
Unit-1 Management Practices – Fundamentals Contact Hours:15
Foundation of Introduction to organizations, Emerging Trends in Corporate
organization and Structure: Decentralization, Gig Economy, Remote-first Companies;
management: AI, Automation & the Future of Managerial Roles; Types of Planning;
Fundamentals of Fundamentals of HRM, Key HR Functions: Talent Acquisition,
HRM: Performance management, Total rewards, Learning and Development,
HR Technology & Analytics, HR Operations,
Ethical and Introduction and Types of Ethics. Ethical Dilemmas, Role and
Management Significance of Indian
Ethos Ethos in Management Practices. Key Management Learnings from
Mahabharata
Self-Study Topic HR's Internal Business Partners, HRD strategies & Challenges,
Formulation of policies, Emerging trends in HRM
Unit-2 Organizational Behaviour – Fundamentals & Contact Hours:15
Concepts
Fundamentals to Understanding organizational behaviour in Digital Age, Trends,
OB Disciplines contributing to OB, Challenges to OB; Emerging Trends
in OB: Remote Work, AI & Automation, Gig Economy; Challenges to
OB in the Virtual Workplace
Individual Expectations, Learning and Appreciative Inquiry, Individual attitudes
behaviour and and behaviours; Attitude Change - Moods & Emotions, Perceptions
learning in (Perceptual Process), Impact of CSR on OB; Learning in the Digital
organizations Workplace (E-Learning, AI-Driven Learning, Microlearning);
Individual Attitudes and Behaviors in Remote & Hybrid Work
Environments
Theories of Need based and process-based theories of motivation, Motivational
Motivation and tools, Employee Involvement; Employee Empowerment; Job
Rewards Enrichment; Job Enlargement; Digital Recognition & Rewards
Systems (E-Badges, Micro-Incentives, Crypto-based Rewards); The
Impact of the Gig Economy & Project-Based Work on Job Design
Self-Study Topic Case Studies
Unit-3 Group Dynamics & Organization Structure - Contact Hours:15
Fundamentals
Group dynamics Team design characteristics, Group dynamics, Barriers to effective
and team building teams, Difference between Group and Team; Virtual Team
Effectiveness: Tools & Best Practices; Agile, Scrum & Cross-
Functional Team Approaches in Digital Workplaces
Page | 22
Organizational Causes and outcome of conflict, Conflict management, Creativity and
conflict, change innovation, Change design and management, Characteristics of
and culture organizational culture, Creating organizational culture change, Stress
and management of stress, Organizational power and politics; Change
Design & Management in the Digital Era; Kotter’s Change Model vs.
Adaptive Change Management
Organization Classical and Contemporary Theories of Organization; Types of
structure and Organizational Structures – Functional, Divisional, Matrix, Network,
design Team-based, Virtual; Virtual HR Practices (Onboarding, Training,
Performance Management in Remote Work); Traditional vs. Modern
Structures (Flat, Agile, Networked, Remote-First, Holacracy)
Self-Study Topic HR metrics, HR audits
E. PROJECT BASED LEARNING COMPONENTS
1. Organizational Structure Survey: Students survey local businesses to understand their
organizational structures. They create a comparative report highlighting differences and
similarities in structures.
2. HR Trends Research Poster: Students research current HR trends online and create a
visually appealing poster showcasing key findings, such as emerging technologies and
recruitment strategies.
3. Motivation Case Analysis: Students analyze a simplified workplace scenario focusing on
motivation challenges. They propose solutions based on motivation theories and present their
analysis in a group discussion.
4. Team Building Activity Plan: Students design a fun team-building activity, like a
scavenger hunt or trust-building exercises. They lead the activity and reflect on teamwork
dynamics.
5. Culture Observation Diary: Students observe and record cultural aspects of various
organizations they visit (e.g., dress code, communication style). They compile their
observations into a reflective diary.
F. TEXTBOOKS/ REFERENCE BOOKS
TEXTBOOKS
T1 Stephen P. Robbins, Timothy A. Judge and Neharika Vohra (2013), “Organizational
Behavior” 2013-EDN-15.
T2 Stephen P. Robbins, Timothy A. Judge and Neharika Vohra (2014), “Organizational
Behavior” 2014-EDN-16.
T3 T.N. Chhabra, Principles & Practices of Management, Dhanpat Rai Publications; 2018,
EDN 1
REFERENCE BOOKS
R1 DeCenzo David, Robbins Stephen, Verhulst Susan. Fundamentals of Human Resource
Management, 12th Edition, Wiley.
R2 McShane and Von Glinow (2012). M: Organizational Behavior. New York, NY:
McGraw Hill.
G. ASSESSMENT PATTERN
Theory
Components Continuous Assessment Semester End Examination (SEE)
Page | 23
Marks 50 50
Total Marks 100
The performance of students is evaluated as follows:
Evaluation Components
Evaluation CO Duration/ Final*
Evaluation Type Marks Total Mark
Instrument Mapping Frequency Weightage
Course
Formative Project 1 per
5 30 12
Assessment [PBL/ Case semester
Study]
Formative 5 per
Assignment 5 2 per unit 12
Assessment Assignment
Continuous Formative Surprise
1, 2 10 1 per unit 4 50
Assessment Assessment Test/ Quiz
Formative
Attendance NA NA 2
Assessment
Interim MST-I 1, 2 20 1 Hour 10
Summative
Assessments MST-II 3, 4 20 1 Hour 10
Semester End Term
End Summative ETE 1, 2, 3, 4, 5 50 3 Hours 50 50
Examination Assessment
H. CO-PO MAPPING
Course
PO PO PO PO PO PO PO PO PO PO1 PO1 PO1 PSO PSO PSO
Outcom
1 2 3 4 5 6 7 8 9 0 1 2 1 2 3
e
CO1 3 2 2 1 2 3 2
CO2 2 2 2 2 2 2 2
CO3 3 1 2 1
CO4 1 1 1 1 1
CO5 1 1 3 2 1 1 1 3
CO PO correlation matrix of each subject to be mapped with
High correlation (3); Medium correlation (2); Low correlation (1)
Page | 24
