Indian Institute of Management

Lucknow

POST GRADUATE PROGRAMME IN

MANAGEMENT
BS01101
BEHAVIOR IN ORGANIZATIONS
COURSE OUTLINE
TERM I, 2019-2020

Instructor and Contact Information

NAME: PUSHPENDRA PRIYADARSHI
E-MAIL: PUSHPENDRA@IIML.AC.IN

OFFICE: 125, CHINTAN BUILDING

OFFICE TEL: 6616
CONTACT HOURS: 16.00 TO 18.00 HRS ON WEDNESDAY AND THURSDAY

COURSE CREDIT: 0.75

COURSE DESCRIPTION

The management of complex organizations requires a thorough understanding of the

nature of human behavior in organizational context. The Behavior in Organizations course
responds to this need and focuses on the interaction between individuals and groups
within organizations, and the implications of specific behaviors. Topics include individual
behavior and how it is influenced by values, attitudes, personality and emotion; culture;
communication and motivation; understanding how groups and teams work; leadership;
the role of politics and power, and conflict and negotiation.
The course is designed to provide a powerful learning experience through a
combination of methodologies including engagement in dialogues on various academic
perspectives, self-analysis and feedback, role plays, case analyses and management
games. Students will have opportunities to hone their conceptual and behavioral skills in
the safe environment.

COURSE OBJECTIVES

This course is designed to:

1. Provide a strong conceptual understanding of the behavior of people in
organizations.
2. Develop students’ abilities to understand individual and group behavior within
organizations.
3. Impart organizational behavior theories and frameworks, which can be applied for
thinking and reasoning about the dynamics of organizational situations.
4. Provide opportunities to practice the use of these conceptual frameworks through
their application to organizational problems.
5. Serve as a foundation for other courses in the Behavioral Sciences domain.

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COURSE LEARNING OUTCOMES

By the end of the course the student should be able to:

1. Understand and explain individual behavior and its implications in organizational
settings by appreciating personality, values, attitudes, emotions, perception,
decision-making and motivational theories.
2. Understand and explain leadership, group and team dynamics as well as their
implications in organizational context. Appreciating power dynamics and politics
in the organisation.
3. Understand the interplay between various aspects of individual and group level
attributes and their role in problem solving.
4. Understand and appreciate the role of stress and emotions for effective functioning
of an executive and develop the skills to manage stress and emotions.
5. Develop the competence required to work effectively in a team.
6. Appreciate the organizational context and apply relevant contemporary
organizational behavior theories, concepts and models in order to analyze and act
on organizational cases and issues.
7. Differentiate between the various leadership models, recognize own and other’s
leadership styles, and infer consequences of leader behaviors in given
organizational situations.
8. Analyze and appreciate the role of social values in an Indian business context.

ALIGNMENT OF INTENDED PROGRAM & COURSE LEARNING

OUTCOMES

Sn Course Learning (CL)

Programme Objectives
. outcomes
1 To acquire knowledge and skills in key functional areas CL 1,2,3 & 4
2 To internalize the knowledge and skills in key functional CL 4,5 & 6; Case studies
areas
3 To integrate and apply business knowledge CL 6 & 7
4 To develop a global perspective Case studies
5 To inculcate values of professionalism, ethical leadership CL 7 & 8
and social responsiveness
6 To master relational and interpersonal communication CL 1-8; Project
skills

COURSE MATERIALS AND READINGS

TEXTBOOK

Robbins, S.P., Judge, T.A., and Vohra, N., Organizational Behavior, 18th edition, Pearson
Education: 2018

REFERENCE BOOKS
Luthans, F., Organizational Behavior, 10th edition, McGraw Hill: 2004

Evaluation
 Exams: There will be one examination. This would be held at the time of end term
examinations.
 Quizzes: There will be a minimum of two quizzes held during the course.
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 Group Project Report: Each student will be assigned to a group consisting of 6-10
students to complete project. More details of this group project report will be
discussed in class.

GRADING SCHEME

Mid Term Exam Not Applicable

End Term Exam 50%

Quizzes/ Assignments 20% - 30%

Group Project 20%

Total 100%

ACADEMIC DISHONESTY

Academic dishonesty or misconduct is cheating that relates to an academic activity. It is a

violation of trust between the Institute and its stakeholders. Plagiarism, fabrication,
deception, cheating and sabotage are examples of unacceptable academic conduct. Please
consult the PGP Manual for the section on academic dishonesty.

COURSE SCHEDULE

Sessio Topics to be covered in the course Readings Assessment

n and Book Criteria
Chapter
1-2 Introduction to Organizational Behavior Chapter 1 Quizzes,
Reading: Christensen and Raynor: Why Hard Exam and
Nosed Management Executives Should Care
Project
About Management Theory, HBR, Sep2003,
Vol. 81 Issue 9, p66-74

3 Personality and Values Chapter 5 ---Do---

The ordinary heroes of the Taj: By R
Deshpande and Anjali Raina: HBS
Article
https://hbr.org/2011/12/the-ordinary-
heroes-of-the-taj
4 Emotions and Moods: Chapter 4 ---Do---
5 Attitudes and Job Satisfaction: Case Study Chapter 3 ---Do---
6 Perception and Individual Decision Making: Chapter 6 ---Do---
Role Play
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7-8 Motivation – Concepts and Application Chapter 7 & ---Do---

Case Study: Motivating Preraks 8
9 Stress Management: Case Study Chapter 17 ---Do---
Group Dynamics Chapter 9 ---Do---
10 - 11 Understanding Teams Chapter 9 & ---Do---
Garvin, David A., and Elizabeth Collins. "RL 10
Wolfe: Implementing Self-Directed
Teams." Harvard Business School Brief
Case 094-063, November 2009.
Reading: The Secrets of Great Teamwork,
Harvard Business Review Article
12-13 Leadership: Simulation Chapter 12 ---Do---
Reading: Managing Your Boss: HBR: Gabbaro
and Kotter
Essential Reading on Leadership from HBR
14 Power and Politics: CASE: Sasser, W. E., and Chapter 13 & ---Do---
Beckham, H., “Thomas Green: Power, Office 14
Politics, and a Career in Crisis” (HBS case no.
2095): 2008
15 Integration and Feedback - -