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OB Course Outline 2022-2023

This course outline provides information for the Organizational Behaviour course offered at the Indian Institute of Management Kozhikode. The course is 3 credits and will have 24 sessions over 30 hours. It will be taught in Term I of the 2022-23 academic year by 5 instructors. The course is divided into 3 modules covering individual behavior, interpersonal dynamics, and understanding organizational context. Assessment includes quizzes, exams, and a group presentation. The goal is for students to understand individual and group behavior in organizations and how organizational design impacts behavior.

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Satya Swaroop Swain
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72 views5 pages

OB Course Outline 2022-2023

This course outline provides information for the Organizational Behaviour course offered at the Indian Institute of Management Kozhikode. The course is 3 credits and will have 24 sessions over 30 hours. It will be taught in Term I of the 2022-23 academic year by 5 instructors. The course is divided into 3 modules covering individual behavior, interpersonal dynamics, and understanding organizational context. Assessment includes quizzes, exams, and a group presentation. The goal is for students to understand individual and group behavior in organizations and how organizational design impacts behavior.

Uploaded by

Satya Swaroop Swain
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PDF, TXT or read online on Scribd
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Indian Institute of Management Kozhikode

Post Graduate Programme in Management


Course Outline

Course Title Organizational Behaviour


Course Credit 3
Total no. of sessions 24
Session Duration 75 minutes (Total Duration: 30 hours)
Term I
Year 2022- 23

Prof. Rajeshwari Chennangodu, Prof. Palvi Pasricha, Prof. Nivedhitha


Instructor(s) KS, Prof.Sanghamitra Bhattacharyya; Prof. Shikha Bhardwaj
rajeshwari@iimk.ac.in; palvipasricha@iimk.ac.in;
ksnivedhitha@iimk.ac.in; sangha65@gmail.com;
Contact details shikhab@iimsambalpur.ac.in
Consultation hours Through appointment

And all the men and women merely players;1


They have their exits and their entrances,
And one man in his time plays many parts,
His acts being seven ages.

This course is intended to help a person understand his/her self and the context in which he/she attempts
to actualize his/her capabilities.
Parts I and II

Parts I & II seek to outline various aspects related to employee behaviours and outcomes within an
organization that may be referred to as micro-organizational behaviour. It covers topics ranging from
various individual employee-related aspects such as personality, perceptions, emotions, attitudes,
values, motivation, and decision-making; various group or interpersonal aspects such as groups, conflict
management, power and politics.
Part III

Part III deals with organization as a system. The participants will reflect on questions such as why an
organization exists. What are the entities with which it interacts? How does it manage its relationship
with other organizations? The attempt will be to understand the conceptual underpinnings of
organizational theory as well as the practical manifestations of how organizations are designed and
managed.
Learning Outcomes/Course Objectives

At the end of this course, the students would be able to:

• Understand and analyze individual, interpersonal, and contextual correlates of employee


behaviours and outcomes in an organization.
• Provide insights into the working of organizations by looking at the theoretical basis of the
internal designs and external contexts, and
• Develop the capability to use several of these concepts and ideas through tasks such as
self-assessment instruments, exercises, and case studies.

1
As You Like It, Act II, Scene VII [All the world’s a stage], William Shakespeare, 1564 - 1616
Textbooks

1. Organizational Behaviour (18thEd.) by Stephen P. Robbins, Timothy A. Judge


andNeharika Vohra.
2. Organizational Theory, Design, and Change (7thEd.) by Gareth R. Jones and Mary
Mathew (India), Pearson: Chennai.

Pedagogy – Learning Process

This course would use a variety of pedagogical tools such as lectures, case discussions, psychometric
assessments, class activities, real-life examples, videos, etc. to support the learning activities. The
course will be delivered in online mode. The instructor expects the students to participate actively in
the class. Students are expected to read the textbooks or other assigned readings outside of class and
participate in the critical evaluation of the material through class discussion.

Evaluation Components/Assessment of Student LearningϮ

Evaluation Component/ Percentage Description


Assessment Tool
QuizzesΦ 20% These components are required to check and
evaluate the student’s understanding of
Mid-Term Exam 20% concepts and application of appropriate tools
End Term Exam 35% and techniques of behavioural analysis.

Group presentations/Group 25% Students are expected to work in teams for


Write-up assigned activities, as it would provide them
opportunities to explore diverse perspectives
related to organizational behaviour. A final
presentation in class and submission of a
written report are expected.
Ϯ
While all Instructors would follow this evaluation scheme in general, the specifics within each component (like
format, contents, etc.) w/could vary between them for their respective Sections.
Φ
Up to five (n ~ 5) Quizzes are likely to be conducted by each Instructor, and the best ‘n-2’ will be taken for
each student for final grading in this component.

Note:
Please cite your sources and material that you refer in your presentations/assignments correctly.
Any instance of plagiarism or academic misconduct/dishonesty in any of the components
above or during class will lead to award of F in that component or the whole course as decided
by the Instructors.
Session Plan
Module I: Knowing Oneself

Session 1: What is Organizational Behaviour?


Text: Robbins - Chapter 1

Session 2: Perception and attribution


Text: Robbins - Chapter 6

Session 3& 4: Values, Attitudes and Job Satisfaction


Text: Robbins - Attitudes and Job Satisfaction - Chapter 3; Values – Chapter 5

Case: Managing Up (A): Grace


Ivey publishing W15269

Session 5-6: Personality


Text: Robbins - Chapter 5

Session 7: Emotions and Moods


Text: Robbins - Chapter 4

Session 8: Individual Decision Making


Text: Robbins - Chapter 6

Session 9-10: Motivation Concepts


Text: Robbins - Chapter 7

Session 11: Motivation: from Concepts to Applications


Text: Robbins - Chapter 8

Case: Life Stories of Recent MBAs, Nohria, Nitin, Matthew D. Breitfelder, and Daisy
Wademan Dowling. Harvard Business School Case 410-026, August 2009.

Module II: Interpersonal dynamics

Session12: Foundations of Group Behaviour


Text: Robbins - Chapter 9

Session 13: Understanding Work Teams


Text: Robbins - Chapter 10

Case: TerraCog Global Positioning Systems: Conflict and Communication on Project Aerial
by Michael Beer and Sunru Yong.

Session 14: Power and Politics


Text: Robbins - Chapter 13

Session 15: Conflict and Negotiation


Text: Robbins - Chapter 14

Module III: Understanding Organizational Context


Session 16: Introductory Discussion on Basic Concepts I- Significance of Organization
Structure and Design
Text: Jones - Chapter 1

Session 17: Introductory Discussion on Basic Concepts II- Mechanistic and Organic Structures
Text: Jones - Chapter 4 & 5

Case: John F. Veiga, The Paradoxical Twins: Acme and Omega Electronics

Session 18, 19 & 20: Factors affecting organization structure


Text: Jones – Chapter 3,4,5, 6, 11

Session 21 & 22: Corporate Culture and Values


Text: Jones - Chapter 7

Case:to be given by instructor

Session 23-24: Summary and Project Presentations


Additional Resources:

Session 1: Manager's Job: Folklore and Fact (HBR OnPoint Enhanced Edition). Henry Mintzberg. Pub
Date: Nov 1, 2003. 5429
Session 3: Judith A. Ross, (2008). Dealing with the Real Reasons People Leave. hbr.org/2008
Session 5& 6: Tomas Chamorro-Premuzic, Dave Winsborough, (2015). Personality Tests Can
HelpBalance a Team. hbr.org
Session 7: Recognizing the Role of Emotional Labour in the On-Demand Economy. hbr.org
Session 7: Daniel Goleman, (1998). What makes a leader? R0401H. www.hbr.org
Session 8: Daniel Kahneman, Dan Lovallo, Olivier Sibony, (2011). Before You Make That
BigDecision. hbr.org
Session 9 & 10: Frederick Herzberg, (2003). One More Time: How Do You Motivate
Employees?hbr.org
Session 11: Lindsay McGregor, Neel Doshi, (2015). How Company Culture Shapes
EmployeeMotivation. hbr.org
Session 12: Jon R. Katzenbach, Douglas K. Smith, (2005). The Discipline of Teams. hbr.org
Session 13: Dave Winsborough, Tomas Chamorro-Premuzic, (2017). Great Teams Are About
Personalities, Not Just Skills. HBR.ORG
Session 14: Jay Parikh, (2016). How Facebook Tries to Prevent Office Politics. hbr.org
Session 15: Monci J. Williams, (1997). Don’t Avoid Conflicts- - Manage Them. U9707A
Session 17: Duncan, R. (1979). What is the right organizational structure? Organizational Dynamics,
Winter: 59-80.
Session 22: Schein, E. (1983). The role of the founder in creating corporate culture. Organizational
Dynamics, 12(1): 13-28.

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