Course Handout-OB
IBS Business School
The ICFAI University Jaipur
THE ICFAI UNIVERSITY, JAIPUR
IBS Business School
Course Handout
MBA (Class of 2017)
First Semester: 2015-2016
Course Code/No.
SL HR 501
1. Instructor-in-charge
Course title
Organizational Behavior
:
L P U
3 0 3
Shweta Jain
F-136
Email id: sjain@iujaipur.edu.in
Mobile No: +91- 9468573177
2. Scope & Objective of the course:
To provide a strong conceptual framework for the study, understanding and application of organizational
behaviour and to apply behavioural techniques to manage human resources in a better manner.
At the end of the course, the student will be able to:
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

Apply concepts of OB to practice
Analyze and assess individual characteristics and its impact on the organization
Acquire the ability to understand diversity.
Evaluate the importance of managing and motivating people towards the achievement of
organizational goals.
Analyze real life business situations involving people related issues.
Analyze the impact of work environment variables on behaviour in organizations.
Identify, assess and apply change management process
3. (a) Textbook(s):
Organizational Behaviour, 14th e, Robbins, Stephen P., Judge, Timpthy A.,
Vohra, Niharika 2012
T1
(b) Reference book(s):
R1
Organizational Behavior, 12th e, Ashwatappa, K. Himalaya Publications, 2012
R2
Organizational Behavior, 11th e, Luthans, Fred. McGraw-Hill, 2012
(c) Other readings:
Journal of Organizational Behaviour
International Journal of Organizational Behaviour
Journal of Organizational Behaviour Management
Case Studies in Management Vol. V (IUP)
COURSE HANDOUT –OB
THE ICFAI UNIVERSITY, JAIPUR
Lecture-wise plan
Lecture/
Session
Nos.
Learning
Objectives
Topics to be covered
Reference
(Chapter/Sec./ Page
Nos.
(of Text/ Ref. Books)
Chapter 1 / T1
1-5
Definition
of
Management
Approaches to Management:
Classical,
Behavioral,
Quantitative.
Management
Principles of Taylor, Weber,
Fayol; Hawthorne Studies, fields
contributing to OB, Managers’
roles and functions, OB in the
context
of
globalization,
workforce diversity.
6-7
Definition
of
Theoretical process of
application of the
theories
for
modification.
8-9
The Nature and Dimensions of
Attitudes:
Components
of
Attitude – Sources and types –
Cognitive dissonance theory –
Values –– The effect of job
satisfaction
on
employee
performance.
Attitudes, Values and Job Satisfaction
(including case discussion)
10-12
Factors Influencing Perception Perceptual Selectivity – rational
decision making model, bounded
rationality, Linkage between
Perception
and
Individual
Decision Making
Perception
Chapter 6 / T1
13-15
The Meaning of Personality Personality
Determinants
Personality Traits - The big five
model,
emotional
labor.
Ideographic and nomothetic
approach
Personality
Chapter 5 / T1
16-17
Definition – self awareness, self
regulation, social skills, social
Emotional Intelligence
Chapter 4/ T1
2|Page
Learning,
learning,
learning
behavior
Management Thought and OB
Individual Behavior
Chapter 3, 5 (Page
135-140) / T1
Case:
Employee
Satisfaction:
An
Outcome
of
a
Motivated Workforce
COURSE HANDOUT –OB
THE ICFAI UNIVERSITY, JAIPUR
awareness.
18-21
Meaning of Motivation –
Primary, General Motives and
Secondary Motives - Motivation
and Productivity – Content and
process theories of Motivation.
Motivation (including case discussion)
Types of Groups - Stages of
Group Development: The FiveStage Model, The Punctuated
Equilibrium Model - The
Dynamics of Informal Groups:
Norms and Roles in Informal
Groups - Management of
Informal
Organizations
Dynamics of Formal Work
Groups - Teams vs Groups Types of Teams - Group decisionmaking.
Group and Teams (including case
discussion)
25-27
Communication Process, types
barriers
and
effective
communicationInteractive
Communication in Organizations
– Cross cultural communication
Communication
Chapter 11 / T1
28-30
Understanding Leadership Leader
and
Manager
Leadership Theories - Trait
Theories - Behavioral Theories Contingency
Theories
Leadership Styles - Leadership
Skills
Determinants
of
Leadership – Challenges to
leaderships in virtual teams.
Leadership (including case discussion)
Chapter 12 / T1
Definitions of Power - Distinction
Between Power and Authority Bases of Power - Power
Structure
and
Blocks
–
impression
management
–
political
behavior
in
organizations.
Sources of Conflict - Intraindividual Conflict - Interpersonal
Conflict - Intergroup Behavior
and Conflict - Organizational
Power, Authority and Politics
(including case discussion)
22-24
31-32
33-34
3|Page
Chapter 7, 8 / T1
Case: Needs
Performance
Drive
Chapter 9, 10 / T1
Case: The Lumen and
Absorb Teams at
Crutchfield Chemical
Engineering
Case:
Southwest
Airlines Act II: An
Airline in Trouble?
Chapter 13 / T1
Case: HR Restructuring
at Lucent Technologies
Conflict and Collaboration (including
case discussion)
Chapter 1 4/ T1
Case: People Matters
in
Sales
Force
COURSE HANDOUT –OB
THE ICFAI UNIVERSITY, JAIPUR
Conflict
Negotiations
Approaches
to
Conflict
Management
35
36-37
38-39
40
Causes of Stress – Organizational
and
Extra
Organizational
Stressors – Group Stressors –
Individual Stressors - Coping
Strategy for Stress.
Understanding
Organizational
Structure
Centralization,
Decentralization, Flat and Tall
Structures, Departmentalization,
Behavioral
Implications
of
different organizational designs.
Management
Chapter 17 (Page 554566) / T1
Stress Management
Organizational Structure
Chapter 15 / T1
Meaning, creating and sustaining
culture, culture as a liability,
employee acculturation process,
countries
and
culture,
organizational
climate.
Hofstede’s model
Organizational Culture (including case
discussion)
Chapter 16 / T1
Forces for Change - Managing
Planned Changes - Resistance to
Change Approaches to
Managing Organizational Change
– technology and change
Organizational Change
Case: Whole Foods
Market’s Unique Work
Culture and Practices
Chapter 1 / T1 (Page
536-552)
Case:
Remaking
JCPenney’s
Organizational Culture
5. Evaluation Scheme:
Component
Individual
Assignment
Group Project 1
Seminar 1
Academic
4|Page
Duration
(hr/min)
Weightage Course coverage/
Date/ Time
(%)
Syllabus
Announcement
date: 18/06/15
-5
Sessions 1-5
Submission date:
25/06/15
Thursday
Announcement
date:03/07/15
-5
Sessions 8-12
Submission date:
17/07/15
Friday
Announcement
date: 17/07/15
-5
Sessions 13-15
Seminar date:
24/07/15
Friday
continuous 2 + 3 (5)
---
Remarks
Library / web research
based assignment
Field study based
project
Topic based on the
given sessions in
consultation with
instructor-in-charge
Evaluated by the
COURSE HANDOUT –OB
THE ICFAI UNIVERSITY, JAIPUR
Interaction &
regularity in class
Mid Term
1 hour 30
Examination
minutes
Group Project 2
Seminar 2
--
20
5
1-20
Sessions 22-24
--
5
Sessions 28-32
Case Study analysis
and write-up
-submission
5
Sessions 33-38
28/07/15
Tuesday
Announcement
date: 14/08/15
Submission date:
21/08/15
Friday
Announcement
date: 21/08/15
Seminar date:
28/08/15
Friday
Announcement
date: 5/09/15
Submission date:
12/09/15
Friday
Academic
interaction &
regularity in class
continuous 2 + 3 (5)
--
--
End Term
Examination
3 hours
40
Sessions 1-40
17/09/15
Thursday
TOTAL
100
instructor in the middle
of the semester
Closed book written
Examination
Outbound Training
Methodology based
Project
Topic based on the
given sessions in
consultation with
instructor-in-charge
Conceptual clarity &
analytical skills
Evaluated by the
instructor in the middle
and at the end of the
semester
Closed book written
examination
(5 to 6 subjective
questions and 1 or 2
caselets)
6. Chamber Consultation Hours: Every Wednesday between 5.00 pm to 6.00 pm
7. Make-up Policy: Make up tests will be allowed to the students only in case of genuine
circumstances. However, there has to be a prior and proper intimation to the Program Coordinator
8. General:
a. Assignments topic will cover the given syllabus but it should be aligned with the current business
scenario
b. Pre mid- term Test and Post Mid-term test shall be of problem and conceptual theories.
Shweta Jain
Date: _ _ _01-06-2015 _ _ _ _ _ _
Name & Signature of I/C
Form: GT/2
5|Page