Post Graduate Program in Management (PGDM)

Faculty Name Dr S Elankumaran and Year/Term 22-24/1

Dr V Venkatanagarajan
Course Name/Course code Organizational No. of Credits 3
Behaviour
No of Contact Hours 30 Session Duration 1.5 hrs

About the Instructor:

https://www.greatlakes.edu.in/chennai/faculty/elankumaran-s
https://www.greatlakes.edu.in/chennai/v-venkatanagarajan

(Please provide email ID also): elankumaran.s@greatlakes.edu.in;

venkatanagarajan.v@greatlakes.edu.in

Sessions Delivery

Due to the current situation forced by COVID 19, the classes will be delivered through online
mode for Term1. Some of the provisions contained in this document are applicable for in-class
sessions as and when the classes change over to Offline mode, in Campus and need to be read in
conjunction as relevant.

 All online sessions will be conducted over Zoom and the sessions links are integrated
through the LMS Portal CAMU.
 Students are required to login using their GL credentials through MyCamu app on web
portal for every session in advance. This would ensure that there are no unauthorized
students attending the session.
 Students will not forward his/her mail to their friends/relatives to attend a session.
 Students should attend the sessions only in their registered names or mail ids. Cur-
rently, Zoom provides the device name as a participant. Upon login, students must re-
name their display name with their DM No followed by First name. For eg.
DM21000.abcd
 Session attendance for all sessions will be through QR code scan which students needs
to capture and record their attendance in class using the MyCamu app on their mobile
devices.
 In order to be eligible for attendance for the session, the student needs to be available
throughout the online session and should show him/ herself by enabling the video on a
request from the faculty.
 The overall criteria for the attendance in the course remain at 80%, with a grade drop
penalty applicable as laid out in the section on ‘attendance and performance grade
penalty’
Course Objectives and Key Take Away

The broad objective of the course is to provide the participants a sound theoretical foundation in
understanding Organization Behavior as a field of study. Towards this end, the discipline is di-
vided into: (a) the Organizational Context; (b) the Cognitive Processes of the Individual; (c) the
Group Dynamics; d) Managing and Leading for High Performance.

After setting the backdrop, this 30-contact hour course will focus on (1) the Cognitive Processes
of the Individual; (2) the Group/Team Dynamics; (3) The Organizational Context. Other dimen-
sions will be covered in other courses.

Thus, the specific objectives of the course are:

 To have a better understanding of one’s own self through various concepts and
theories underlying individual behavior;
 To understand about the perceptual process and its role in decision making;
 To get some insights into the motivational process of individual and going be-
yond;
 To understand the dynamics underlying group and team behavior within the or-
ganization to help one maintain a good interpersonal relationship;
 To understand and appreciate the context – the organization through its struc-
tures as well as its DNA, the culture;
 To help develop oneself as an effective manger both personally and profession-
ally.

Under cognitive processes, the course dwells deep into understating the individual by covering
themes such as Personality, Perception, Attitudes, Motivation and Inspiration. Further, it moves
a step ahead and looks at the dynamics of groups and teams and how they contribute to organiza-
tional wellbeing and effectiveness. Work more often than not involves interactions between two
or among more people. It also implies that these interactions need to be managed for effective
functioning of organizations.

Then, it gives some idea about the context – the organization through exposing how organiza-
tions are structured and what is its DNA, the culture.

In sum, this course covers individual and group behavior and how they are important for the
wellbeing of individuals as well as groups/teams and consequently the wellbeing and effective-
ness of the organization.

Program Outcomes:

In addition to the course objectives mentioned above, students should expect to develop the
following by end of the course:
1. Possess adequate functional (domain) knowledge & develop skills to assess business
environment.
2. Understand importance of ethical behavior in academic & professional lives. Develop
emotional quotient through working with local community and improve well-being
through social engagement.
3. Demonstrate decision making skills through critical thinking and problem-solving skills
using appropriate analytical framework, processes & quantitative techniques.
4. Develop effective communication skills, interpersonal skills, organizing skills and ability
to work in group.
GL graduates will be effective leaders / develop leadership traits to lead people / teams in
organizations and institutions.

Suggested Readings / Course Materials

Students will be provided with a course pack consisting of relevant materials such as extracts of
a few chapters, journal articles, cases from different sources and other write-ups. Additional
readings for reference are available at our Resource Centre.

Reference Materials:

1) Robbins, S.P., Judge, T.A. and Vohra, N. (2019). Organizational Behavior (18 th Ed.),
Delhi: Pearsons.

2) Luthans, F. (2013). Organizational Behvaior (12th Ed.), New York: McGraw Hill

EVALUATION COMPONENTS & COURSE OUTCOME:

Evaluation Component Criterion.

Table1: Components of Course Evaluation Percentage Distribution

Class Participation (Group) 20
Quizzes (please mention the number of quizzes that you wish
to do and scores for each quiz) -

Assignments (Individual)
20
Personal Learning Paper

Project (Group) 10
Mid Term Examination (Descriptive) 20
End Term Examination 30
 Other
Total 100
Course Outcomes:

Table 2. CO ASSESSMENT – ORGANISATIONAL BEHAVIOR

Assessment Assessment Assessment

Marks CO CO CO CO
methods type tool

Class
Group 10 1.1 4.3
Participation

Personal
Individual 20 1.1 4.2
Learning Paper

Project Group 10 1.1 4.3

Mid-Term
Individual 20 1.1
Exam (MCQs)

End-Term
Individual 30 1.1
Exam

Total 100

COURSE MATERIAL AND HANDOUTS:

Soft copies of course material including case studies will be uploaded on the LMS Platform
CAMU under the Teaching Content tab. Hard copies, (when recommended mandatory by the
Faculty in exceptional cases) will be distributed prior to the class (for offline sessions, on
campus, only) and will be available at resource center for collection by students.

SESSION WISE TOPICS AND READINGS:

Table: 3
Session No-1 & 2 – Dr. S.E

Session Title The Backdrop: The Challenges – Paradigm

Shift – Historical Background – Present
Context – Theoretical Foundations – The
Conceptual Framework
Reading Material Best Companies to Work for, Business
Today, 3 April 2022

Google’s Eight Rules

Case Title Maruti: Trouble at the Plant

“Too Nice to People” Luthans, Fred.

Organizational behavior: An evidence-
based approach. (pp. 29-30)

Pedagogy Instructor’s Presentation & Discussion

Session 3 – Dr S.E
Session Title Understanding Personality
Reading Material Ch. 4 of Robbins et al., “Personality and
Values”
pp.149-158
Additional Reading Paul J Browner, “The Power to See
Ourselves”, Harvard Business Review, 1964,
Vol. 42, pp. 156-165.
Class Exercise Big 5 Locator
Pedagogy Instructor’s Presentation & Discussion
Session 4 – Dr. S.E
Session Title Understanding Personality (Contd.) & Do
we have an Indian alternative?
Reading Material As above
Case Title
Pedagogy Instructor’s Presentation & Discussion
Class Exercise MBTI Test
Session 5 Dr. S.E
Session Title Perception: Meaning; Processes; Principles;
Social perception.

Reading Material Ch. 5 – Robbins et al., “Perception, Learning

and Individual Decision Making”
pp. 189-196; pp. 205-210.
Additional Reading
Case Title
Pedagogy Instructor’s Presentation & Discussion
Movie: Eye of the Beholder
Session 6 Dr S.E
Session Title Perception: Principles; Process; Social
 Perception; (contd.)
Reading Material As above
Additional Reading
Case Title Mike: The Negligent Driver* Luthans, Fred.
Class Exercise Organizational behavior: An evidence-
based approach (p. 154)

Pedagogy Instructor’s Presentation and Discussion

Session 7 Dr S.E
Session Title Employee Attitudes
Reading Material Ch. 3 – Robbins et al., “Attitudes and Job
Satisfaction”
pp. 119-136
Additional Reading
Case Terror at Taj
Flooding at GL
Pedagogy Instructor’s Presentation and Discussion
Session 8 Dr. S.E
Session Title Motivation Concepts and Theories
Reading Material Ch. 7 of Robbins et al., “Motivation
Concepts”
pp. 282-305.
Additional Reading
Case Title “What do they want?” Luthans, Fred.
Organizational behavior: An evidence-
based approach. (p. 196)

Pedagogy Instructor’s Presentation and Discussion

Class Exercise Motivation Questionnaire

Session 9 Dr. S.E

Session Title Motivation: Application
Reading Material Nitin Nohria, Boris Groysberg and Linda-
Eling Lee, “Employee Motivation: A
Powerful New Model”, Harvard Business
Review, July-August 2008, pp. 1-9.
Case Title “At UPS Managers Learn to Empathize with
Their Employees” Luthans, Fred.
Organizational behavior: An evidence-
based approach. (p. 194)
Pedagogy Instructor’s Presentation & Discussion
Session 10 Dr. S.E
Session Title Beyond Motivation – Inspiration
Summing up
Reading Material Nishkama Karma – A Story
Pedagogy Instructor’s Presentation & Discussion
Session 11 Dr. V.V.N (Sept 2, 2022)

Session Title Positive Organizational Behaviour and

Psychological Capital - An introduction
Reading Material Chapter 7 (Luthans (2013). Organizational
Behavior: An Evidence-Based Approach
Twelfth Edition. IAP.) pp.199-219
Additional Reading High Tech – High Fear (Luthans
(2013). Organizational Behavior: An
Evidence-Based Approach Twelfth Edition.
IAP.) p.238
Video Zappos is a weird company -- and it's happy
that way (https://www.youtube.com/watch?
v=5mknIg_Abfw)

Pedagogy Instructor’s Presentation, Video, and

Discussion

Session 12 Dr. V.V.N (Sep 5, 2022)

Session Title Psychological Capital - HERO within
(Hope, Efficacy, Resilience, and Optimism)
Reading Material Chapter 7 (Luthans (2013). Organizational
Behavior: An Evidence-Based Approach
Twelfth Edition. IAP.) pp.199-219
Video Case Flying 5-Year-Old: Chinese boy flies plane
singlehandedly sparking concern from child
safety groups
(https://www.youtube.com/watch?
v=NsuSR1Fo9Pk)

Video Case I’m Malala

(https://www.youtube.com/watch?
v=gjGL6YY6oMs)
Pedagogy Instructor’s Presentation, Video, and
Discussion

Session 13 Dr. V.V.N (Sep 7, 2022)

Session Title Foundations of group behavior
Reading Material Chapter 11 (Luthans (2013). Organizational
Behavior: An Evidence-Based Approach
 Twelfth Edition. IAP.) pp.339-352
Additional Reading Material Chapter 9 in Robbins, S. T., Judge, T. A., &
Vohra, N. (2019). Organizational behavior .
Pearson.
Case The schoolboy Rookie Chapter 11 (Luthans
(2013). Organizational Behavior: An
Evidence-Based Approach Twelfth Edition.
IAP.) p.363
Video Case 1 Forming, storming, norming, performing,
and adjourning (as told by the Fellowship of
the Ring) (https://www.youtube.com/watch?
v=ysWWGf8VsOg)

Video Case 2 Group development stages from The

Avengers (https://www.youtube.com/watch?
v=ADAuXLK2Iw4)
Pedagogy Instructor’s Presentation, Video, and
Discussion

Session 14 Dr. V.V.N (Sep 10, 2022) Group assignment (Project) Written
submissions due
Session Title Understanding work teams
Reading Material Chapter 11 (Luthans (2013). Organizational
Behavior: An Evidence-Based Approach
Twelfth Edition. IAP.) pp.352-360
Additional Reading Material Chapter 10 in Robbins, S. T., Judge, T. A.,
& Vohra, N. (2019). Organizational
behavior. Pearson.
Experiential exercise Should you use self-managed teams?
Chapter 10 in Robbins, S. T., Judge, T. A.,
& Vohra, N. (2019). Organizational
behavior. Pearson p.388
Video Case 1 Gold Teamwork best example
(https://www.youtube.com/watch?
v=FiSXq0M6v4E)

Video Case 2 The Power of Teamwork - Teamwork

Motivational Video
(https://www.youtube.com/watch?
v=8PAnd4fVpxs)
Pedagogy Instructor’s Presentation, Video, and
Discussion

Sessions 15 & 16 Dr. V.V.N (Sep 13 and Group project presentations

20, 2022)

Session 17 & 18 Dr. V.V.N (Sep 24 & 27,

2022)
Session Title Organizational Context: Design
Reading Material Chapter 3 (Luthans (2013). Organizational
Behavior: An Evidence-Based Approach
Twelfth Edition. IAP.) pp.63-73
Additional Reading Material Foundations of Organizational Structure
Robbins, S. T., Judge, T. A., & Vohra, N.
(2019). Organizational behavior. Pearson
Case Creative deviance: Bucking the hierarchy?
Robbins, S. T., Judge, T. A., & Vohra, N.
(2019). Organizational behavior. Pearson
p.593
Video Case Organizational Structures from Movies
(https://www.youtube.com/watch?
v=unsFC15LxMc)

Pedagogy Instructor’s Presentation, Video, and

Discussion

Session 19 Dr. V.V.N (Oct 7, 2022)

Session Title Organizational Context: Culture –
Definition, characteristics, and Uniformity
of culture
Creating and maintaining a culture
Reading Material Chapter 3 (Luthans (2013). Organizational
Behavior: An Evidence-Based Approach
Twelfth Edition. IAP.)
Case Real case – Web-based organization
Luthans, F., Luthans, B. C., & Luthans, K.
W. (2021). Organizational Behavior: An
Evidence-Based Approach Fourteenth
Edition. IAP.) p.85
Pedagogy Instructor’s Presentation, Video, and
Discussion

Session 20 Dr. V.V.N (Oct 8, 2022)

Session Title Changing Organizational culture
Wrap up
Reading Material Chapter 3 (Luthans (2013). Organizational
 Behavior: An Evidence-Based Approach
Twelfth Edition. IAP.)
Case Out with the old, In with the new. (Luthans
(2013). Organizational Behavior: An
Evidence-Based Approach Twelfth Edition.
IAP.) p.87
Pedagogy Instructor’s Presentation, Video, and
Discussion

PROJECT AND ASSIGNMENT GUIDELINES:

 CLASS PARTICIPATION:
As a proxy to class participation, each group one day after every two sessions must send in 3
questions/observations on the topics covered. Selected questions/observations will be discussed
in the next session. Or a topic related to the discussion will be announced in advance and one of
the groups may be asked to make a presentation for about 15 minutes in the next session.

 ASSIGNMENT: PERSONAL LEARNING PAPER GUIDELINES

The personal learning paper is a reflective report of one’s own journey of knowing about oneself.
It reflects learning primarily about self and about others and groups to some extent because of
participation in classes, exercises, and personal reading. Here are some guidelines (by way of
questions) to help you out in this endeavor:

1. What did the exercises/deliberations in the class/outside and reading materials evoke in
you? In other words, what feelings, emotions and thoughts were aroused?

2. How did the exercises/deliberations in the class/outside and reading materials fit with
your earlier experiences if any?

3. How did the ice-breaking exercise that you all went through during orientation help in
understanding you as an individual as well as others in the group?

4. What are the implications of such an experience or experiences in shaping your future be-
havior as manager, team leader and the like?

The PLP will be in the form of type-written reflection covering the above. The last date for
submission is two days after 10th session. One is strongly suggested to refrain from producing a
summary of what has happened during the course. Of course, the instructor reserves the right to
penalize such summaries.

Each individual assignment may be of 1000 words (plus or minus 10% admissible)
Each PLP will be processed through a software for plagiarism. Plagiarized submissions
will get zero.

 GROUP ASSIGNMENT (PROJECT): Written submissions due date - Sept 10,

2022; Presentations on Sept 13 and 20, 2022

This report should be maximum 5 pages in length (Not more than 1500 words; Content matters
than length!). The group assignment comprises 2 components – written report and oral
presentation. The group project provides an opportunity for students to work as a team, engage in
research in an area, lead a presentation, and facilitate discussion in an open and conducive
learning environment. Students in teams of 5/7 are to design and conduct an applied research
project using an appropriate methodology. You may choose your own team members but try to
make it as diverse in terms of strengths as possible; Remember! No cribbing in the end about
how much effort a particular team member has/ has not put; It’s your team and you have to share
leadership, responsibility, load to make it effective. Your team may take up any of the following
suggested assignments/topics/methods or may come up with something innovative based on your
group’s interest and strength.

o Based on your outbound learning experience, your group may write a

concept/literature review paper on any of the current topics in Group Dynamics
which might interest you. You may refer some of the recent (past five years)
scholarly articles available in our library e-journal section or OB related books.
Make a summary of the articles/ books you read giving the state of the literature
and conclude with your critical analysis by suggesting some future research
scope.

Or,

o Your group may consider working on a creative project/Zara Hat Ke!

Assignment. Here you are free to do a project which interests you but it should be
within the purview of the course. Some of the ideas are: Making a compilation of
Movie/Documentary/TV programmes clippings to explain a particular concept
such as “Organizational culture/Structure as portrayed in movies”, writing a
report with lots of pictures, anecdotes, examples on a topic in GPO such as
“Group Dynamics” etc. Some more assignments you may consider are “Write a
skit or play and make a video displaying certain concepts in Group Processes in
Organizations”

Each group assignment will be processed through a software for plagiarism. Plagiarized
submissions will get zero

 MID TERM – after the first ten sessions and as scheduled by the Programme
Office. It is a descriptive closed book examination for 90 minutes.
  END TERM EXAMINATION – Closed Book; Duration of Examination 2 Hours,
Type of examination: Descriptive.

ATTENDANCE

Student Attendance for Sessions

 Student attendance for every session will be recorded through QR Code based scanning
method in the LMS CAMU portal.
 QR Code scanning and record attendance option is enabled only on mobile devices
through MyCamu app for students.
 QR code will be displayed by the Faculty or the Junior Faculty at any random time during
the session to enable students record their attendance. Once QR code is displayed,
students are expected to record / submit attendance using their mobile devices within the
QR code display window.
 Display of QR code might be done more than once during the session as preferred by the
faculty. In case of QR code being shown more than once within the same session, the last
attempt will only be considered as final. Hence, students who have already given in the
first attempt also need to repeat the QR capture when it is shown second or third time
within the same session.
 It is mandatory for the students to remain logged in throughout the session to get
attendance. QR code scanning missed for any reason will be considered as absent and any
claims / excuses need to be taken up with the respective Faculty / Junior Faculty only for
considerations.
 Students need to compulsorily rename their displayed names on the platform to their
respective Roll No followed by their first name for easy identification by the faculty / JF.
 Students need to unmute their video / audio settings when demanded by the faculty / JF to
confirm their participation / presence. Failure to do so will be treated as absent and
attendance will not be marked for such sessions.
 Students need to move to the breakout rooms in the virtual platform when scheduled by
the faculty and participate in the discussions to enable them obtain class participation
marks.
 Any disruption in the online session due to issues at the student’s end will be addressed
by the faculty / JF based on the genuineness of the cases for attendance exemptions, if
any.
 Students who faced issues in QR code scan for attendance capture in any session need to
take up their request for changes / considerations with the respective Faculty / Junior
Faculty within the same day. Attendance, once published will not be changed / amended
under normal circumstances.
  Condonation of absence during online session is purely at the discretion of the faculty
only.

Regularity in Attendance

Regular attendance is considered extremely important for effective and wholesome learning in
the PGDM. All students therefore, must comply on regular attendance in class. The relative
deduction of grade points due to shortage of attendance is explained in the table below. Students
having attendance of less than 60% (irrespective of medical certificates) shall not be permitted to
appear for the examination in that term/academic year and will carry “F” grade in the course.

Student attendance will be a component while grading them for the course. Faculty / JF have
been advised to report about habitual absentees (habitual absentee is defined as students absent in
the class for more than three classes consecutively).

Unauthorized absence from class will be considered a breach of discipline and the Institute will
be free to take appropriate action in such cases. The same student will be asked to face
disciplinary committee. Students will not be given any attendance for any committee related
activities which warrants them to drop from the class. They are required to undertake all
committee related work beyond class hours. However, in exceptional cases, their absence could
be condoned by the Program Office on a case to case basis.

Under extra-ordinary circumstances, students may obtain leave of absence under the following
rules and procedures:

 In case of sickness, medical certificate issued and/or countersigned by the doctor

along with the prescribed application form must be submitted to the PGDMOffice
within 3 days of joining classes after illness. No student shall be allowed to join the
program unless he/she presents a medical fitness certificate duly endorsed by a
Medical Officer.

 For grounds other than sickness, leave will be allowed to students in exceptional
cases depending on the genuineness of the case by the PGDM Director. However no
compensatory attendance and examination will be held for the period of leave.
Students will be awarded grades on the basis of their attendance level and
performance only in the classes from which they were present. Before applying for
leave to the Director PGDM a student should contact his/her course instructors to
ensure that he/she is not missing any quizzes or examinations during the leave period.

 The PGDM Office or the faculty concerned will not be responsible for the student
losing any segment of evaluation on account of his/her leave. No compensatory
opportunity will be given for quizzes and other class room based components on
account of leave of any kind.

Attendance and Performance Grade Penalty

Each student is expected to attend a minimum of 80% of classes in each course. The grade
penalty will be imposed on all the students who do not meet the minimum 80% attendance
requirements in each course in the following manner:

Table 4. Grade Penalty – Attendance

Attendance of Student Performance Grade Penalty
More than or equal to 70% but less than One grade drop (e.g. from A to
80% A-)
More than or equal to 60% but less than Two grade drop (e.g. from A to
70% B+)
Less than 60% F grade will be awarded

If a student gets D grade in a particular course and also gets a grade drop due to attendance
shortage, 'D' will become an 'F' grade.

If a student fails to meet the specified attendance requirement, his/her grade in the respective
course(s) would be lowered by the Director PGDM in accordance with the grade penalty rules
laid down above.

Exiting and Entering

Students are expected to remain in the classroom (online sessions), be mentally alert, and
participate in the class proceedings for the duration. If a student must leave early for unavoidable
reasons, that student should obtain permission from the professor before the class begins.
Leaving and re-entering the class (online session) in the middle is not permitted, except under
extraordinary circumstances. Faculty members may cross check the attendance record and if a
student is found absent (merely logged in over zoom but not present in the session) in the class,
the student will be marked absent besides the case will be sent to discipline committee and
actions will be taken by the committee.
Norms of Behavior

Students should demonstrate respect for Faculty and fellow students. Respectful behavior
contributes to the enhanced learning experience. Students should refrain from disruptive
behavior such as eating, and holding side-conversations. Using laptops during is allowed only on
the instruction of the professor. If necessary, the students are expected to seek redress for
grievances at a proper forum instead of seeking an immediate solution.

All grievances may be addressed to the PGDM-Director or respective functional heads and in his
absence, to the Executive Director. In such cases, a copy should be marked to the above.

Respect the Facilities- Offline sessions

Students are expected to help maintain chairs, display screen, desktop computers, LCDs, tables,
window curtains and electrical fittings in good usable condition and not damage them or render
them useless. Students are expected not to destroy the classroom ambience. The cost of damage,
loss or theft on account of students will be recovered from them. When this cannot be attributed
to one student, the cost will be recovered from an identifiable group of which the individual is a
part or from the entire batch. Students are expected to use cans to dispose of trash. They are also
encouraged to remove defacing or unclean material voluntarily.

Essentially, students should always use proper reporting and escalating mechanisms for concerns
and issues. Under no circumstances should students take matters into their own hands. Students
are expected to use only the students’ dining hall for dining. Classrooms or any of the other
administrative or academic areas shall not be used for dining.

Great Lakes has adopted the principle of preserving the environment. Therefore, it tries to
inculcate in the minds of its students and staff, a sense of being one with nature causing no harm
anytime, anywhere, and under any circumstances which will result in damage to the
environment.

Smoking, chewing tobacco and drinking alcohol in and around the premises is strictly prohibited.
Severe penalties will accrue to those students caught violating this.

Use of Laptops during class- Offline Sessions

Use of laptops in the class is strictly prohibited during class hours, unless specifically authorized
by the Faculty or the Academic Administration.

Use of Mobile / other electronic devices

Use of Mobile devices during online or offline sessions are permitted purely for the purpose of
QR Code attendance capture and not for other purposes. Students are not to use mobile devices
for login to zoom sessions and it is preferable to attend online session only through Web portal
of CAMU. Use of any other electronic devices inside the classroom / online session is not
allowed under normal settings.

*******************

Table 5. LIST OF COURSE OUTCOMES (CO)

Please check the expected Program Outcomes for this course, choose the relevant CO-PO matrix
and then proceed to choose the right Course Outcome for assessment.

CO Description
Understand business concepts and develop critical thinking in functional areas (e.g.,
1.1 Economics, Finance, Org. Behavior, HR, Operations, Analytics, Marketing, Strategy)
[1.1]
Apply concepts learnt to evaluate business issues or complete business environment
1.2
analysis by adopting various conceptual frameworks [1.2]
Demonstrate problem solving skills in functional areas by applying concepts, tools
1.3
and techniques covered in the course [1.3]
1.4 Develop business plans for products and services [1.4]
 Know professional code of conduct in different disciplines / courses forming part of
2.1
curriculum [2.1]
Identify ethical dilemmas in a business case or assignment setting and apply ethics
2.2
framework to arrive at resolution of such dilemmas. [2.2]
Exhibit individual and group ethics in academic and non-academic activities during
2.3
the program [2.3]
Demonstrate understanding of ethical and societal impact of managerial decisions
2.4
made. [2.4]
Work individually and/or in groups and demonstrate social engagement through
2.5
specific projects, initiatives implemented to serve local community (ies). [2.5]
Develop effective decision making skills by analyzing complex business issues and
3.1
learn to take strategic decisions. [3.1]
Demonstrate problem identification and solving skills through courses and course
3.2
components [3.2]
3.3 Integrate functional skills and apply them in business contexts. [3.3]
Understand business problems, apply analytical skills and demonstrate critical
3.4
thinking, analytical problem-solving skills. [3.4]
Demonstrate understanding and application of analytics tools and techniques to solve
3.5
business problems. [3.5]
4.1 GL students will demonstrate effective oral and/or written communication skills [4.1]
GL students will demonstrate written communication skills through exams, term
4.2
project reports, case analysis reports, progress reports or assignments. [4.2]
GL students will demonstrate interpersonal interaction and communication skills
4.3 through presentation of group assignments, project reports and case analysis
associated with courses. [4.3]
Develop and demonstrate skills related to strategic thinking, planning and execution.
5.1 [5.1]

Develop and demonstrate people leading skills, associated with selection,

5.2 communication, direction and mentoring subordinates and peers in organizations.
[5.2]

Demonstrate new business development skills through business environment analysis,

5.3
consumer need analysis, creating value proposition and creating a business plan. [5.3]
Demonstrate ability to lead teams and complete assignments and projects in an
5.4 organizational setting. [5.4]

**************