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0 - MBA 2020 - MBA507-MBA2020 - 2020 - 3 - Final - Outline PDF
0 - MBA 2020 - MBA507-MBA2020 - 2020 - 3 - Final - Outline PDF
COURSE OUTLINE
1. Course Description
Organisational behaviour (OB) is the study of individuals and their Behaviour within the context
of the organisation in a workplace setting. In other words, it deals with human behaviour in
organisations. OB can be regarded as an interdisciplinary field drawing from numerous
disciplines including psychology, sociology, economics, organisation theory, statistics and many
others. This course will offer a range of topics of managerial relevance covering individuals,
interactive teams and institutions.
This course is in direct relevance to the learning objectives of the MBA programme. As it is
stated, PIM MBA graduates will be able to:
A. Recognise the key knowledge, skills and attitudes at local and global level.
B. Reflect with critical thinking and in solving business related problems.
C. Reach relevant public and private organisations through networking and team participation.
D. Realise the importance of economic and ecological concerns and the humane aspects of
business activities
E. Reinforce integrity and ethics in being conscious about values when decisions are made
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3. Course Objective and Learning Outcomes
The main aim of this course is to sharpen the participants’ understanding of, and approach to the
fundamentals of organisational behaviour and improve their skills of awareness and application.
Upon completion of this course, and its assignments you will be able to:
LO1 Recognize the key knowledge, skills and attitudes at local and
global level.
LO2 Reflect with critical thinking and in solving business related
problems.
LO3 Reach relevant public and private organizations through
networking and team participation.
LO4 Realize the importance of economic and ecological concerns and
the humane aspects of business activities.
LO5 Reinforce integrity and ethics in being conscious about values
when decisions are made.
An interactive learning approach will be adopted. The following will feature markedly in the
conduct of the course: Lecture presentations, case analysis, group presentations and discussions,
videos, assignments on issues related to Sri Lankan organisations and literature reviews.
In addition to the regular three-hour lectures, the participants are expected to engage in group
discussions on case analysis, article review and specific managerial issues related to customs.
Several workshops will be conducted during the program to review the progress of such
activities and to collectively discuss the group findings.
5. Course Content
Prescribed Textbook:
Robbins, S. P., Judge, T. A., & Vohra, N. (2019). Organisational Behaviour (18th ed.). New
Delhi: Pearson.
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Study Schedule
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Areas for Self-Study:
1. Diversity in organisations – Refer Chapter 2 of the prescribed text
2. Conflict and Negotiation – Refer Chapter 14 of the prescribed text
6. Scheme of Evaluation
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7. Assessment of Key Learning Outcomes
Contents and Not at all Usage of theory, Usage of Usage of Usage of appropriate
analysis organized. description, appropriate appropriate theory, description,
Assignment does relevant models, theory, theory, relevant models,
not contain the application of description, description, application of theory to
essential theory to the relevant models, relevant models, the given scenario,
requirements. given scenario, application of application of development of
examples, etc., theory to the theory to the arguments, examples,
Not adequately given scenario, given scenario, rationalization, sharing
elaborated. development of development of experience and
arguments, arguments, challenging the
examples, examples, concepts/ theory.
rationalization etc rationalization, Sound critical analysis.
are given. sharing
experiences.
Critical analysis
is available but
weak.
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Adequacy Not at all Short- Satisfactory but Correct Correct format has
and accuracy acceptable. comings and can be Further format has been used. Variety /
of errors are improved. been used. mixture of sources
referencing evident. Correct format However, a are visible.
has been used. variety /
Few citations do mixture of
not reflect as sources such
references and as journal,
vice versa. books,
conference
papers,
websites etc.
are not
visible.
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Sharing No evidence Inadequate Satisfactory Good High quality and
experiences at all. evidence evidence evidence relevance evidence
provided. provided. provided provided reflecting
reflecting his/her experience,
his/her knowledge, etc.
experience,
knowledge
etc.
Books
1. Daft, R.L. (2014). New Era of Management (11th ed.). New Delhi: Cengage Learning.
2. Grant, A. (2013). Give and Take: A Revolutionary Approach to Success. New York: Viking
Books.
3. Luthans, F. (2015). Organizational Behaviour: An Evidence-Based Approach (13th ed.). New
York: McGraw Hill.
4. Morgan, G. (1989). Creative Organisation Theory. London: SAGE Publications.
5. Ranasinghe, S. (2005). In Search of Organisational Realities. Colombo: PIM.
6. Strauss, W., & Hove, N. (1991). Generations: The History of America’s Future. New York:
McGraw Hill.
7. Opatha, H.H. D.N.P. (2015). Organizational Behaviour. Colombo: Author Publication.
Journal Articles
1. Dastani, M., Torroni, P., & Yorke-Smith, N. (2018). Monitoring norms: A multi-
disciplinary perspective. The Knowledge Engineering Review, 33.
2. Dharmasiri, A.S. (2000). Development of Conceptual Competencies of Sri Lankan
Managers for Strategic Decision Making. Sri Lankan Journal of Management, 5 (3 & 4),
195 – 227.
3. Dharmasiri, A.S. (2009). Strategic Orientation of HR Managers in Mobile Communicating
Companies in South Asia. Sri Lankan Journal of Management, 14(2), 25 -31.
4. Jayarathne, W.G.N., & Dharmasiri, A.S. (2017). Effects of Social Capital, Human Capital
and the Family-Work Conflict on Perceived Female Career Development. Sri Lankan
Journal of Management, 22(2),1-41.
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5. Ranaweera, U.M.C., & Dharmasiri, A.S. (2016). Generation Y and Their Job
Performance. Sri Lankan Journal of Management, 21 (1), 39 -82.
Web-based Resources
A wide range of journal articles are available online in the research databases such as
http://web.ebscohost.com, and http://www.emeraldinsight.com.
(You may contact PIM Library (anusha@pim.sjp.ac.lk) for further assistance in accessing these
databases.)
The PIM is constantly trying to improve the delivery of its courses. Any feedback students may
have are welcome. Three primary avenues available for students’ feedback are:
• Formal online course evaluation
• Formal qualitative feedback through a focus-group discussion (with a selected sample)
• Informal feedback provided by students directly to the resource personnel
Previous feedback has encouraged review of assessment approaches, the set text and approaches
used to interact with students. It is believed that these improvements have positive impacts on the
students.
The PIM is actively monitoring student learning and quality of the student experience in all its
programs. A random selection of completed assessment tasks may be used for quality assurance
such as to determine the extent to which programme learning objectives are being achieved. The
information is required for accreditation purposes and the aggregated findings will be used to
inform changes aimed at improving the quality of MBA programmes of the PIM. All material
used for such processes will be treated as confidential and will not be related to course grades.
The PIM has firm rules governing academic misconduct and there are substantial penalties that
can be applied to students who are found in breach of these rules. Academic misconduct
includes, but is not limited to:
• Plagiarism
• Unauthorized collaboration
• Cheating in examinations
• Theft of other students’ work
Additionally, any material submitted for assessment purposes must be work that has not been
submitted previously, by any person, for any other course at the PIM or elsewhere.
15. Plagiarism
All students are requested to upload the written assignments to “Pragna” portal on or before the
due date. IT Division of the PIM will centrally monitor the “similarity index” using the turn-it- in
software for plagiarism.
The assignments carrying more than 30% in “similarity index” will not be accepted by the PIM.
Such assignments must be re- submitted after making necessary adjustments to make the
similarity index below 30%, before the scheduled submission date.
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16. Mitigating Circumstances
Students should adhere to the PIM standards, which are applicable for assignment submission,
presentations and the final examinations. Late submission of assignments is not accepted except
for mitigating circumstances as stated in the student handbook.
PIM student handbook should be referred to for other relevant information regarding the conduct
of this course.
24 June, 2020