Professional Documents
Culture Documents
Brief Module Description (One/two sentences): The course introduces the fundamental principles of
Organizational Behaviour by examining psychological theories that provide insight into
human behaviour at work.
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1. Introduction to the Module and Module Objective:
Organizational Behavior (OB) is the study and application of knowledge about how people, individuals and
groups act in organizations. The course relates theory and research to organizational problems at micro
level by reviewing basic concepts such as individual motivation and behavior; decision making;
interpersonal communication and influence; small group behavior; and dyadic, individual, and inter-group
conflict and cooperation. At macro level by focusing on organizational growth, organizational change,
organizational learning, leadership, communication, culture and structure.
Course Focus: This course helps to understand behavior at both individual and team level in organizational
settings. Building on the discipline of social psychology, this course helps students to cultivate mind-sets
and build skills to understand the ways in which organizations and their members affect each other. Student
will learn frameworks for diagnosing and resolving problems in organizational settings at individual, team
and organization level. This course will help you prepare for your managerial career, providing you
frameworks for diagnosing and dealing with problems and opportunities that typically arise in
organizational settings. This course helps to provide tools that can help you successfully lead individuals,
groups and organizations. In essence, it serves as a practical guide to managing workplace behavior- your
own and that of your coworkers. The combination of academic perspective and personal engagement creates
a powerful learning experience.
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2.3 Tutors:
3. Module Pre-requisite:
There is no pre-requisite to the module. However, go through the following Coursera link for supplementing
your learning in this module.
https://www.coursera.org/learn/managing-people-iese
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membership is required in this module. This module also requires continuous updation of self-Journal which
includes high attention and attentiveness during session.
4. Module Overview
5. Module Readings
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Organizational Behavior by Luthans (12th Edition)
5.2 References
Organizational Behavior: A South-Asian Perspective (7th Edition) by Quick, J.C, Nelson, D.L &
Khandelwal. Cengage Learning
Behavior in Organizations (8th Edition) by Greenberg, J & Baron, R.A. Prentice Hall of India
Organizational Behavior, Fred Luthans (FL); McGraw Hill International Edition
5.3 Journals:
At this stage we are not referring to any journal for this course.
E-books:
Organizational Behavior by Robbins and Judge (15th Edition)
http://bba12.weebly.com/uploads/9/4/2/8/9428277/organizational_behavior_15e_-
_stephen_p_robbins__timothy_a_judge_pdf_qwerty.pdf
https://bdpad.files.wordpress.com/2015/05/fred-luthans-organizational-behavior-_-an-evidence-
based-approach-twelfth-edition-mcgraw-hill_irwin-2010.pdf
5.5 Websites
The web is rich in resources when it comes to articles on organizational behavior. The list below
is only indicative and not exhaustive.
www.shrm.org
www.peoplematters.com
www.hbr.org
6. Session Plan
Session 1
Description of the session: This session will give you an overview of organizational behavior. The aim is
to simplify and to complicate your understanding of human behavior in organizations: simplify by
systematizing and interrelating some basic ideas and to complicate by pointing out the infinite shades of
grey and multitude of interacting variables that are present when attempting to make sense of human
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behavior in organizations. The session will also focus on the changing nature of work. One of the most
important challenges for organizations is adapting to people who are different. We describe this challenge
as workforce diversity. Whereas globalization focuses on differences among people from different
countries, workforce diversity addresses differences among people within given countries.
Learning Outcome:
Required Reading:
Desired Readings
Session 2
Description of the session: This session will explain the role of individual ability and biographical
characteristics in learning process. Biographical characteristics include age, gender, race etc. and ability
means the capacity to perform a task. It includes intellectual and physical ability. These factors Required
develops a surface parameter of individual learning and bring diversity in organization.
Learning outcome:
To understand how the key biographical characteristics are relevant to OB
To learn how physical and biographical abilities effect one’s learning pattern
Required Readings
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Chapter 2, OB by Robbins, Sanghi and Judge (13th Edition), Pg (48-68)
Desired Readings
A research article on “An Empirical Investigation into the Impact of Personality on Individual
Innovation Behavior in the Workplace”
https://www.sciencedirect.com/science/article/pii/S1877042813015413
Session 3
Description of the session: In this session students will understand and how we feel about something.
Attitudes are complex. In order to fully understand attitudes, we must consider their fundamental properties
or components. Attitude is an integral component in developing job-related behavior. They will also inter-
link affect or attitude over job satisfaction. There are three types of job-related behavior that an organization
intends to observe or capture in an employee at workplace. These are - job involvement, organization
commitment and job satisfaction.
Learning Outcome:
Required reading:
Chapter 3, OB by Robbins, Sanghi and Judge (13th Edition), Pg (79-96)
Desired Readings
Session 4
Description of the session: There are dozens of emotions including anger, contempt, enthusiasm, envy,
fear, frustration, disappointment, embarrassment, disgust, happiness, hate, hope, jealousy, joy, love, pride,
surprise, and sadness. Numerous researchers have tried to limit them to a fundamental set. But some argue
that it makes no sense to think in terms of “basic” emotions because even emotions we rarely experience,
such as shock, can have a powerful effect on us. Other researchers, even philosophers, say there are
universal emotions common to all. René Descartes, often called the founder of modern philosophy,
identified six “simple and primitive passions”— wonder, love, hatred, desire, joy and sadness and argued
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that “all the others are composed of some of these six or are species of them.
Learning outcome:
To differentiate emotions from mood and identify basic emotions and basic moods
To identify sources of emotions and moods
To determine strategies for emotional regulation and their likely effect
Required Reading
Desired Readings:
An article on “the impact of emotions and moods and other affect -related variables on creativity
and initiative”
https://www.researchgate.net/publication/47342223_The_impact_of_emotions_moods_and_other
_affect-related_variables_on_creativity_innovation_and_initiative
Session 5
Description of the session: Personality and values are major shapers of behavior. In order for managers
to predict behavior, they must know the personalities of those who work for them. The session starts out
with a review of the research on personality and its relationship to behavior and ends by describing how
values shape many of our work-related behaviors. The Big 5 assessment will be done to understand the
concept of personality. This session also examines the importance of values and beliefs in a person’s life.
Learning Outcome:
To understand personality, explain how it is measured and explain factors determining the
personality
To identify key traits required in Big Five theory of personality and inter-link their impact on
behavior at work
Define values, understand the importance of values, and contrast terminal and instrumental values.
Required reading:
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Desired Video:
Cases:
Session 6
Perception is primarily an individual process so that different people may perceive an identical situation
differently. The session will focus on the factors that influence perception and how it affects behavior in
social settings and work place. The old saw is that “perception is reality” and managers must learn what
“reality” their workers are reacting to in order to effectively predict behavior. This session examines how
perception acts to create an employee’s view of reality and modifies decision-making. This session will
also focus on ways in which people form perceptions about each other and why we judge people differently.
The student will also examine the nature and consequences of distorted social perception in the workplace.
Decision making is a critical activity in the lives of managers. The decisions range from simple, routine
matters to new and complex decisions that require creative solutions. This session will focus on how
bounded rationality affects decision making and the role played by perception in influencing these
decisions.
Learning outcomes:
Required Reading:
Desired Video:
Cases
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Projects (if any)
Session 7-8
Title: Motivation Concepts
Motivation concepts are most frequently used dimensions in individual and organisation systems. The
willingness to exert high levels of effort toward organizational goals, conditioned by the effort's ability to
satisfy some individual need. Where 'need' is some internal state that makes certain outcomes appear
attractive. The individual forces that account for the direction, level, and persistence of a person's effort
expended at work. Motivation concepts are built on need theories, followed by three different components
– Process, Content and reinforcement factor of aligning individual needs with organisational goals.
Learning outcome:
To describe the elements of motivation
To understand early theories of motivation and their applicability today
Apply the predictions of self-determination theory to intrinsic and extrinsic rewards
Apply the key tenets of expectancy theory to motivating employees.
Demonstrate how organizational justice is a refinement of equity theory
Required reading:
Chapter 6, OB by Robbins, Sanghi and Judge (13th Edition), 193-217
Desired reading
Article 2 – What to do with a struggling colleague? (HBR article, 2016)
Case
Session 9
Title: Motivation: Concepts to application
Learning outcome:
Describe the key factors affecting motivation
To understand the relationship between motivation and work performance
Describe the job characteristics model and evaluate the way it motivates by changing the work
environment.
Compare and contrast the main ways jobs can be redesigned
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Required reading:
Chapter 7, OB by Robbins, Sanghi and Judge (13th Edition), 233-246
Experiential Exercise 3 (Pg 263), OB by Robbins, Sanghi and Judge (13th Edition)
Desired Reading:
Kerr, S., (1995). “On the Folly of Rewarding A, While Hoping for B.” Academy of Management
Executive. (15 Pages)
Related Video:
Cases
Session 10
Title: Managing behavior at workplace
Learning outcome:
To differentiate between desired and undesired behavior at workplace
To understand strategies of managing misbehavior at workplace
Required reading:
Course material at NPTEL
https://nptel.ac.in/courses/110105034/20
Desired Readings:
Newspaper article on Ex-Tata executive
https://www.thehindu.com/news/national/ex-tata-executive-alleges-sexual-
harassment/article25406249.ece
Session 11
Title: Foundation of Group behavior
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Description of the session:
Understanding the team dynamics is the key that will be ensured in the session. You will be familiarized
with the group and team dynamics, interrelation between groups and teams, types of groups and teams with
team development process. You will be able to distinguish between groups and teams, stages of group and
team development with types of groups and teams. Students will be exposed to the concept Team building
which increases team members’ awareness and understanding of their working relationships by focusing
on their interaction with each other. We will discuss the role of trust in creating high performing teams and
will identify various organizational measures to develop trust at the workplace. You will be able to explore
various mechanism of developing trust in a team, ensure group identity, and how to lead to team efficacy.
Learning outcomes:
To distinguish between groups and teams, stages of group and team development with types of
groups and teams.
To understand the importance of team culture for a team engagement and team performance.
To learn various mechanisms of building trust and its role for creating high performing team.
Required Reading:
Chapter 9, OB by Robbins, Sanghi and Judge (13th Edition), 312-335
Article:https://www.forbes.com/sites/sanjeevagrawal/2015/10/05/want-a-great-team-build-a-
great-culture/#222150ad20af
Desired Readings:
How to Build a Better Startup Team:
https://www.gsb.stanford.edu/insights/how-build-better-startup-team
Session 12
Title: Understanding Work Teams
Collaboration of teams requires effective structures for organizing the work, and a set of shared expectations
about how to communicate and manage work tasks. You will be oriented to the concept of Group Structures,
Group Norms and Roles that are necessary for group's performance. Teams and other types of groups
develop norms to indicate acceptable ways of interacting. Norms create expectations, set standards, and
reflect the collective value of the team members. Once formed, norms are not easily changed. In the session
we will understand the why exist a need of group structures and norm and how these perspectives help in
reducing the process loss like coordination losses depend on task, motivation losses, aspects of social
loafing, political struggles. Our focus would be on diversity with respect to demographic characteristics,
personalities and different skill sets and ways to manage this diversity where team members will feel
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appreciated for their contributions regardless of what they are. We will discuss the nature of group cohesion,
the positive and negative consequences of cohesion, and the inter-linkages between cohesion and
performance. You will be able to examine the cohesiveness concept in your respective group with the help
of the tool “How cohesive is your Group” and will be able to identify critical factors necessary to build the
cohesive high performing teams.
Learning outcomes:
Required readings:
Diversity in the Workplace: Benefits, Challenges, and the Required Managerial Tools1 Kelli Green,
Mayra López, Allen Wysocki, Karl Kepner, Derek Farnsworth, and Jennifer L. Clark
https://edis.ifas.ufl.edu/pdffiles/HR/HR02200.pdf
Case:
Session 13
Title: Communication
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Learning outcomes:
Understand the process of communication and practice good reflective listening skills
Distinguish between defensive and non-defensive communication.
Role of social networks in communication
Describe the five communication skills of effective supervisors.
Required Readings:
Desired Readings:
An article on role of communication in between team decision making
https://core.ac.uk/download/pdf/19961046.pdf
Session 14-15
Title: Group assessment
Session 16
We would introduce the model “Transactional Analysis” to address one's interactions and communications
with the purpose of establishing and reinforcing the idea that each individual is valuable in a team. This
model will provide a framework to understand interpersonal relationship and communication between
individuals with different ego states. This session will focus on the dynamics of social influence. We a social
being we strive to establish close ties with one another. Yet we seek out connections with others also metes
out enmity when it confronts members of another group. The term intergroup relation refers to both
individual interactions involving members from different groups and the collective behavior of groups in
interaction with other groups, at either the intra‐ or inter‐organizational level. We address the issue of
improving these group relations with the help of different interventions in the session. What interpersonal
factors disrupt relations between groups, how intergroup relations can be improved; answer to these
questions will be addressed in the session? Through this session, students will be able to understand about
the social contract which is at the heart of groups and teams. A contract is an agreement between two parties.
If one party violates the terms of the agreement, the contract is no longer valid. This session deals with major
social influence topics, including persuasion, compliance, conformity, obedience, dissonance and self-
attribution, conditioning and social learning, attitude-behavior relations, attitude involvement and nonverbal
communication.
Learning outcomes:
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To understand the importance of effective team communication on team performance.
To learn how strong interpersonal relationship and team communication provide a base to working
together in a team.
To understand the process of social influence by focusing on how social influence works at intra
or inter-organizational levels.
Required readings:
http://www.ericberne.com/transactional-analysis/
Tool: Eric Berne Transactional Analysis Inventory
Desired Readings
Article on why ego states are important to learn in transactional analysis,
https://medium.com/@annachandy016/why-ego-states-are-important-to-learn-in-transactional-
analysis-bfd48349a2c7
Case
Projects(if any)
Session 17
Title: Basic Approaches of Leadership
Learning outcome:
Define leadership and contrast leadership and management.
To understand different leadership qualities, styles and the role of a leader in decision making.
To elaborate on different leadership theories
Identify the central tenets and main limitations of behavioral theories.
Required readings:
Chapter 12, OB by Robbins, Sanghi and Judge (13th Edition), 419-435
Desired readings:
High Performing Team: A timeless Leadership topic
https://www.mckinsey.com/business-functions/organization/our-insights/high-performing-teams-
a-timeless-leadership-topic
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Session 18
Title: Contemporary issues of Leadership
Learning outcome:
Define challenges with leadership construct
To learn new approaches of contemporary issues like online leadership, authentic leadership and
attribution theory of leadership.
Required Readings:
Chapter 13, OB by Robbins, Sanghi and Judge (13th Edition), 450-477
Video: Leadership and effective collaboration. https://www.youtube.com/watch?v=ZnjJpa1LBOY
Desired Readings:
Article on “The five levels of organizational influence: where are you?”
https://www.forbes.com/sites/danabrownlee/2019/03/21/the-five-levels-of-organizational-
influence-where-are-you/#22b8f5b417b8
Case
Projects (if any)
Session 19
Title: Power & Politics
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Learning Outcome:
To understand the concept power, different sources of power and influencing others without power.
Distinguish between power, influence and authority
Define organizational policies and understand the role of political skill and major influence tactics.
Required Reading:
Desired Reading:
Case
Session 20
Title: Conflict & Negotiation
Learning outcome:
Define conflict and differentiate between the traditional, interactionist, and managed-conflict views
of conflict.
Understand the defense mechanisms that individuals exhibit when they engage in interpersonal
conflict
Contrast distributive and integrative bargaining.
Understand and apply the five steps of the negotiation process and how individual differences and
cultural nuances influence negotiations.
Understand the concept of mediation
Required Reading:
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Tool: Thomas-Kilmann Conflict resolution inventory
Desired Readings:
Session 21
Title: Participation & Empowerment
Description of the session
Participation and empowerment are the main tools of aligning individual interest to group interest towards
accomplishment of organization goals. Therefore, many organizations are taking employee engagement
initiatives rigorously.
Learning outcome:
To understand the role of participation and empowerment in organization
Session 22
Title: Foundation of Organization Structure
Learning outcomes:
Required Reading:
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Desired readings:
Article on Organization Design, http://www.organizationdesign.net/whatisorganizationdesign
Case
Session 23
Title: Organization Culture
Learning outcomes:
Define organizational culture and compare the functional and dysfunctional effects of
organizational culture on people and the organization.
Explain the factors that create and sustain an organization’s culture.
Identify and examine major external and internal forces that act as stimulants to change.
Required Readings:
Desired Readings:
Article on “How to build a positive company culture” in forbes.
https://www.forbes.com/sites/alankohll/2018/08/14/how-to-build-a-positive-company-
culture/#2b3bb05449b5
Session 24
Title: Organization Development & change
Learning outcome:
To understand the forces of change
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Evaluate the reasons for resistance to change and discuss methods organizations use to manage
resistance.
To learn various interventions for planned change
Required readings:
Chapter 19, OB by Robbins, Sanghi and Judge (13th Edition), 681-699
Desired readings:
Article on Harnessing the power of change enabling systems
https://www.prosci.com/resources/articles/harnessing-the-power-of-change-enabling-systems
Session 25
Title: Stress Management
This session is about change and stress. We describe environmental forces that require firms to change,
why people and organizations often resist change, and how this resistance can be overcome. We review
processes for managing organizational change. Then we move to the topic of stress and its sources and
consequences. In closing, we discuss what individuals and organizations can do to better manage stress
levels.
Learning outcome:
Required Readings:
Desired Reading
Session 26
Title: Organization behavior across culture
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Description of the session:
Today many organizations do business in more than one country. These multinational organizations add
new dimensions to organizational behavior as communication lines are lengthened and control often
becomes difficult. In this context, it is necessary that managers acquire both language and intercultural
skills in dealing with people- customers, suppliers, competitors and colleagues from other countries as they
are taking a risky step into different social, legal, political and economic environments- the primary
conditions affecting multinational operations.
Learning outcome:
Required readings:
Desired Video:
7. Assessment Plan
Written/Oral Group/ Assessment
Individual
Details of Assessments:
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OMG Journal
This is a self-report Journal on the basis of inventory and tools used in class. The students will critically
analyze self as individual and as team member on the basis of Big Five Test, Conflict Inventory, self-
reflection and dessert game. Fill a 10-page Journal simultaneously with each activity. The Journal will help
to integrate and report all the results achieved after each activity, along with real-life examples. The Journal
will be used for continuous assessment of the student during the trimester. It will capture the understanding
of self, others, interpersonal skills, strength, weaknesses and overall professional transformation in a
student. Each phase is of two marks each.
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7.2 Component 3: Final End term Exam – 20 marks, 50% weightage
Short – application-based essay questions (90mins)
The end term examination will cover the entire course. The end term examination will assess the
overall understanding of OB concepts and their application in different situations. The students will
attempt four questions of five marks each.
8. Maps
8.1 Assessment Map
Module Name: A1 A2 A3 A4 A5
Organizational Behavior * * * *
Organizational Behavior * * *
T1: Lectures
T2: Seminars/Tutorials
T3: Projects
T4: Case Discussion
T5: Guest Lectures/Industrial Visit
T6: Lab Sessions
Module Name: L1 L2 L3 L4 L5 L6 L7
Taught * * * * *
Assessed * * * *
Covered * * * * *
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L1 - An understanding of organizations and management techniques to allow investigation into business
and management issues.
L2 - An ability to acquire, analyze and understand data and information for managerial decisions.
L3 - Critical thinking and informed judgment leading to problem solving, decision-making and
negotiating skills.
L4 - Cognitive flexibility which enables adaptability to uncertainty in a rapidly changing business
environment.
L5 - An understanding of disruptive and technological change and the ability to seek innovative and
entrepreneurial solutions.
L6 - Emotional intelligence and people’s skills in communicating, working in teams and with people.
L7 - Being cognizant of the impact of individual and corporate actions on society, recognizing responsible
and inclusive business practices and sensitivity to the social, economic and environmental responsibilities
of business.
Brief Cases
Challenges in
1
Apple goes global OB 1
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Individual
personalities
and their
1 The high flyer and generation gap, HBR case mindset 2
Working teams
2 Chris in DSS consulting &
communication 8
Foundation to
3 Tony Hsieh at Zappos organisation
structure 12
Managing
4 Governance Gone Wild, Stanford Close Look Series Behaviour at
Workplace 15
Required Readings
1 Introduction to
Chapter 1, OB by Robbins, Sanghi and Judge (13th Edition) OB 30
Foundation to
2 Individual
Chapter 2, OB by Robbins, Sanghi and Judge (13th Edition) behaviour 20
3 Chapter 3, OB by Robbins, Sanghi and Judge (13th Edition) Attitude & Job
Satisfaction 16
6
Chapter 6, OB by Robbins, Sanghi and Judge (13th Edition) Motivation 24
11 http://www.ericberne.com/transactional-analysis/ Transactional
Analysis NA
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Chapter 11, OB by Robbins, Sangha and Judge (13th Edition),
12
382-404
Communication 22
Contemporary
14 Chapter 13, OB by Robbins, Sanghi and Judge (13th Edition), issues in
450-477 leadership 27
15 Chapter 14, OB by Robbins, Sanghi and Judge (13th Edition) Power &
politics 22
16 Chapter 15, OB by Robbins, Sanghi and Judge (13th Edition) Conflict &
Negotiation 21
Impact of
2 Individual
An Empirical Investigation into the Impact of Personality on behaviour at
Individual Innovation Behavior in the Workplace workplace NA
Attitude &
3 Behaviour at
Should we rehire a defector? (HBR, 2017) workplace 3
4 the impact of emotions and moods and other affect -related Emotions and
variables on creativity and initiative” moods NA
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5
What to do with a struggling colleague? (HBR article, 2016) Motivation 3
6
Kerr, S., (1995). “On the Folly of Rewarding A, While
Hoping for B.” Academy of Management Executive Motivation 15
Foundation of
7 How to Build a Better Startup Team, Stanford Article group
behaviour NA
14
Managing conflict http://hr.berkeley.edu/hr-network/central- Conflict &
guide-managing-hr/managing-hr/interaction/conflict Negotiation NA
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1
Are Emotions Contagious in the Workplace? | Brandon Smith
| TEDxEmory, Emotions &
https://www.youtube.com/watch?v=Le9Isb03RY8 Moods 3.26mins
2 Personality &
http://www.youtube.com/watch?v=aS_d0Ayjw4o values
Perception &
3 decision
http://www.youtube.com/watch?v=w7lsmRhqO6I making 10.35mins
4
The Psychology behind employee motivation
http://www.youtube.com/watch?v=cSIBrsUEdPY Motivation 5.28mins
Managing
5 behaviour at
https://nptel.ac.in/courses/110105034/20 workplace 5mins
6 Group
https://www.youtube.com/watch?v=nXry2WYXFqU Behaviour 3.28mins
7 Group
https://www.youtube.com/watch?v=s4wLYOGi148 Behaviour 3.25mins
Contemporary
8 issues in
https://www.youtube.com/watch?v=ZnjJpa1LBOY leadership 2mins
Stress &
10 Movie Finding Nemo, Change
https://www.youtube.com/watch?v=IVBZsKkymKs management 79mins
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