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    Ob - I

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    Pradosh Ranjan Jena
    This document provides information on an Organizational Behavior course for a post graduate program. It outlines the course objectives to develop understanding of individual behavior, self-management, interpersonal skills, and ethical decision making. It describes the pedagogy, evaluation criteria, modules and sessions over 20 classes covering topics like values, attitudes, perception, personality, motivation, decision making, interpersonal relationships, and conflict management. It lists the faculty and their contact details teaching the course.

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    Ob - I

    Uploaded by

    Pradosh Ranjan Jena
    161 views5 pages
    This document provides information on an Organizational Behavior course for a post graduate program. It outlines the course objectives to develop understanding of individual behavior, self-management, interpersonal skills, and ethical decision making. It describes the pedagogy, evaluation criteria, modules and sessions over 20 classes covering topics like values, attitudes, perception, personality, motivation, decision making, interpersonal relationships, and conflict management. It lists the faculty and their contact details teaching the course.

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    This document provides information on an Organizational Behavior course for a post graduate program. It outlines the course objectives to develop understanding of individual behavior, self-management, interpersonal skills, and ethical decision making. It describes the pedagogy, evaluation criteria, modules and sessions over 20 classes covering topics like values, attitudes, perception, personality, motivation, decision making, interpersonal relationships, and conflict management. It lists the faculty and their contact details teaching the course.

    Copyright:

    © All Rights Reserved
    Download as PDF, TXT or read online from Scribd
    Download as pdf or txt
    161 views5 pages

    Ob - I

    Uploaded by

    Pradosh Ranjan Jena
    This document provides information on an Organizational Behavior course for a post graduate program. It outlines the course objectives to develop understanding of individual behavior, self-management, interpersonal skills, and ethical decision making. It describes the pedagogy, evaluation criteria, modules and sessions over 20 classes covering topics like values, attitudes, perception, personality, motivation, decision making, interpersonal relationships, and conflict management. It lists the faculty and their contact details teaching the course.

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    Post Graduate Programme in Management

    AY: 2016-17 Term: I

    TITLE OF THE COURSE: ORGANIZATIONAL BEHAVIOR - I


    CREDITS: 4

    Name of the Faculty Faculty Block/ Email Telephone Number


    Room No.
    Prof. Kajari Mukherjee A 102 kajari@iimidr.ac.in +91-731-2439586
    Prof. Pawan K. Singh B 106 pawan@iimidr.ac.in +91-731-2439539
    Prof. Sumit K. Ghosh A 201 skghosh@iimidr.ac.in +91-731-2439523
    Prof. Srinath Jagannathan E 304 srinathj@iimidr.ac.in +91-731-2439486

    COURSE DESCRIPTION

    Organizational Behavior (OB) investigates the impact that individuals and groups have on behavior
    within organization to improve organizational effectiveness. OB is an applied field. It is built on
    contributions from a number of behavioral disciplines like psychology, social psychology, sociology,
    anthropology and political science. The first discipline helps us to understand individual behavior
    whereas the rest contribute to our understanding of group processes and organizational system. The
    study of OB equips would-be managers to develop their people skills, such that they are effective in
    their jobs. Some of the issues that OB deals with are improving employee productivity, job
    satisfaction, motivation and organization engagement; as well as reducing absenteeism, turnover
    and deviant workplace behavior.

    The first part of OB, spread across 20 sessions, deals with study of self and interpersonal relationship.
    It tries to explain why people behave act in response to a stimulus - the way they do.

    COURSE OBJECTIVES

    Through this course, students should be able to develop understanding of:

    a. Fundamental factors governing individual behavior at work place;


    b. Effective management of self;
    c. Bases of interpersonal sensitivity and interpersonal effectiveness;
    d. Ethical Decision Making

    PEDAGOGY:
    Lecture, Discussion, Case, Role Play, Instruments and Reading

    Text Book: Organizational Behavior by Stephen P. Robbins, Timothy A. Judge and Neharika Vohra.
    14th Edition. Pearson
    EVALUATION
    Component Weightage
    Class Participation 20%
    Quizzes 20%
    Mid Term Exam 30%
    End Term Exam 30%
    Total 100%

    MODULES AND SESSIONS

    Module I: Fundamentals of OB

    Module Objective:
    Present an overview of course.
    Understand the field of OB.
    Identify the challenges and opportunities managers have in applying OB concepts.

    Sessions and Objective :


    Sessions 1 and 2: Fundamentals of Organizational Behavior (OB)
    Objective:
    To define OB and understand why it is important to know about OB
    To understand the fundamental assumption of the discipline
    To explore managers roles and skills
    Reading:
    1. Drucker, P. F. (2005) Managing oneself. Harvard Business Review, 83 (1), pp. 100-109.
    2. Mintzberg, H. (1990) The Managers job: Folklore and fact. Harvard Business Review, March-
    April, pp. 1-12.
    3. Amabile, T. M., & Kramer, S. J. (2007) Inner work life. Harvard Business Review, 85, pp. 72- 83.

    Module II: Values, Attitudes and Behavior

    Module Objective:
    To understand the individual dynamics of OB
    To understand the relationship among value, attitude and behavior

    Sessions and Objective :


    Sessions 3 and 4: Values, Attitudes and Behavior
    Objective:
    Definition and various components of values, attitudes and behaviors
    Managerial implications of values, attitudes and behaviors in workplace
    Reading:
    1. Athos, A. G. and Gabbaro, J. J. (1976) Understanding another person, Part I The individual
    frame of reference, Technical Note, Harvard Business School, 9-473-009.
    2. Bolino, M. C., & Turnley, W. H. (2003) Going the extra mile: Cultivating and managing
    employee citizenship behavior. The Academy of Management Executive, 17 (3), pp. 60-71.

    Case: Noharia, N., Matthew, B. and Wademan, D. 2009. Life stories of recent MBAs: Value and ethical
    challenges. Harvard Business School, Case no 9-410-029.
    Module III: Perception and Emotions

    Module Objective:
    Role of perception in understanding the organizational dynamics.
    Understanding emotions and its role in organizational life.

    Sessions and Objective :

    Sessions 5 and 6: Perception


    Objective: To study:
    Perception and various factors that influence it.
    Attribution process.
    Linkage between perception and decision making.
    Reading: Halvorson, H. G. (2015) Managing yourself: A second chance to make the right impression,
    Harvard Business Review, 93 (1/2), pp. 108-111.

    Session 7: Emotion
    Objective: To study:
    Emotion: difference between mood and emotions.
    Circumplex model of affect
    Emotional intelligence
    Reading:
    1. Davidson, M. N. (2001) Expressing emotions in interpersonal interactions, Technical Note,
    Darden Business Publishing, UV0543.
    2. Goleman, D. (1998) What makes a leader? Harvard Business Review, 76 (6), pp. 93-102.
    Psychometric test: Emotional intelligence

    Module IV: Personality

    Module Objective: To understand the various determinants of personality, and its dynamics at an
    organizational level.

    Sessions and Objective :

    Sessions 8 and 9: Personality


    Objective: To study:
    Personality and its basic nature.
    Determinants of personality
    Interactionist perspective
    Trait vs non-trait theories
    Linking an individuals personality to workplace
    Reading:
    1. Jordan, K. (2003) Analyze this: Can personality theory help you lead your unit? Harvard
    Management Update, 8(2), pp. 3-5.
    2. Barrick, M. R. (2005) Yes, personality matters: Moving on to more important matters. Human
    performance, 18(4), pp. 359-372.
    Psychometric test - MBTI Instrument
    Module V: Motivation

    Module Objective:
    To understand the various theories of motivation and evaluate their applicability in todays
    scenario.
    To identify the relation between motivation and performance.

    Sessions and Objective :

    Sessions 10: Introduction to Motivation


    Objective: To study:
    Definition
    Concept of Content vs Process Theories
    Reading: A brief note on social motives. (1980). Technical Note. Harvard Business School, 9-477-053

    Sessions 11 and 12: Application of motivation theory at workplace


    Objective: To study:
    Various theories of motivation
    Integrating various theories of motivation.
    Impact of motivation theories in work place.
    Reading:
    1. Steers, R. M., Mowday, R. T. & Shapiro, D. L. (2004) Introduction to special topic forum: The
    future of work motivation theory. The Academy of Management Review, pp. 379-387.
    2. Nohria, N., Groysberg, B. and Lee, L. (2008). Employee Motivation: A powerful new model.
    Harvard Business Review, 86(10), 134-135.
    Case: Yemen, G. & and Issabella, L.A. (2011) Robert Knowlton II (A). Darden Business Publishing.
    Case no UV5854.

    Module VI: Individual Decision Making

    Module Objective:
    To understand individual decision making in organizational context with respect to rationality
    vis-a-vis heuristic perspectives
    To understand the importance of ethical framework for decision making within an
    organizational context

    Sessions and Objective :


    Sessions 13: Heuristics and Biases
    Objective:
    To understand role of heuristics and biases in individual judgment and decision making with
    special reference to Prospects Theory
    Factors affecting decisions in organization
    Reading:
    1. Staw, Barry and Ross, Jerry. (1987). Knowing When to Pull the Plug. Harvard Business Review,
    65(2), pp. 68-74.
    2. Certo, S. T., Connelly, B. L., & Tihanyi, L. (2008). Managers and their not-so rational decisions.
    Business Horizons, 51(2), pp. 113-119.
    Session 14: Ethical Decision Making
    Objective: To understand concepts and framework of ethical decision making
    Reading: Wicks, A.C, and Parmar, B. (2009). An Introduction to Ethics. Darden Business Publishing. No.
    UV1040.
    Case: Mukherjee, K. (2012). Razors Edge: Challenges of Ethical Decision Making
    Module VII: Interpersonal Issues at Work
    Module Objective:
    To understand the importance of interpersonal interactions at an organizational level.
    To demonstrate the importance of interpersonal effectiveness and skills in the work place.
    To develop interpersonal skills

    Sessions and Objective :


    Sessions 15 and 16: Interpersonal Issues at Work
    Objective: To study:
    Interpersonal relationship at work place
    Issues related with the interpersonal interaction
    Reading: Building effective one-on-one work relationship. (1996). Technical Note. Harvard Business
    School. 9-497-028.
    Sessions 17: Transactional Analysis
    Objective: To study:
    Concepts of Transactional Analysis
    Influence and influence tactics
    Case: Hill, L.A. (1994) Lisa Benton (A). Harvard Business School. Case no 9-494-114.

    Sessions 18: FIRO-B


    Objective: To study:
    Interpersonal undercurrents in dyadic relations at workplace
    Reading: Schutz, William C. 1958. Interpersonal Underworld. Harvard Business Review. 36(4), pp.
    123-135.
    Psychometric test: FIRO-B
    Module VIII: Managing Interpersonal Conflict
    Module Objective: Understanding conflict and various ways of handling it effectively
    Sessions and Objective :
    Sessions 19 and 20: Managing Interpersonal Conflict Effectively
    Objective: To study:
    Interpersonal conflict Result of incompatible interest at organizational level.
    Effective handling of conflict within an organization.
    Reading: Managing interpersonal conflicts. 1985. Technical Note. Harvard Business Publishing. 9-
    479-004
    Psychometric instrument: Conflict management style.
    Case: Padmanabham, V. 2011. Conflict management at TKC consulting. Richard Ivey School of
    Business. Case no 910C30.

    Additional Reading: As distributed in class from time to time.


    *****

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