Indian Institute of Management Rohtak

Course Outline

Course Title : Human Behavior in Organizations (HBO)

Credits : 1
Type : Compulsory
Session Duration : 75 minutes
Term : I
Year : 2022-23
Faculty : Prof. Agrata Pandey, Prof. Abhishek Singh, Prof. R.S.Yadav
________________________________________________________________________
Introduction

It is vital to know why people behave as they do in relation to their jobs, their work groups and
their organizations. This knowledge of individuals' perceptions, motivational attitudes and
behavior will enable managers to not only understand themselves better, but also to adopt
appropriate managerial policies and leadership styles to increase their effectiveness.

This course serves as an introduction to the field of Organizational Behavior (OB) and provides a
foundation for other related courses offered in the subsequent terms. The course covers a wide
breadth of topics and applications dealing with topics such as personality, perception, motivation,
decision making, group dynamics, negotiation and conflict management. The aim of this course is
to help participantsdevelop a conceptual understanding of OB theories and provide them with
skills to put those ideas and theories into practice.

Course Objectives

The specific objectives of the course are:

a. To provide an understanding of key concepts relating to organizational behavior

b. To develop the participant's ability to observe, understand and analyze the behavior
within the organizational context

c. To help the participant develop basic skills to deal with the behavioral dynamics in their
organization and contribute to organizational effectiveness

Pedagogy

The course will use a mix of cases, discussions, simulations and exercises. The course relies
heavily on participation in class discussions and activities.

Evaluation Scheme

Quizzes 10%
Class Participation and Case Submission 15%
Group Project 15%
Mid Term Examination 30%
Final Examination 30%

1
 Brief Outline

Module 1: Introduction to Organizational Behavior

Module 2: Basic Human Processes
Module 3: The Individual in the organization
Module 4: Dyadic and interpersonal processes
Module 4: Group dynamics
Module 5: Influencing others

Text Book
 Robbins, S. P., Judge, T. A. & Vohra, N. (2017). Organizational Behavior (latest edition).
Pearson Education.

References
 Debra L. Nelson, James Campbell Quick and Preetam Khandelwal
(2016), Organizational Behaviour: A South Asian Perspective (2nd edition) Cengage
Learning India.
 S.L. McShane & M.A.V. Glinow (2015). Organizational Behavior (6th edition). McGraw
Hill Education.
 Mary Uhl-Bien, John R. Schmerhorn Jr., Richard N. Osborn and Sanket S. Dash (2021).
Organizational Behavior (13th Edition). Wiley India Adaptation.

1. Other Materials (provided in course pack)

a) Other Selected Readings
b) Selected Cases

Faculty Meeting Hours

Prof. Agrata Pandey – Mondays (anytime between 4:00 PM to 5:00 PM)
Prof. Abhishek Singh – Every Friday (anytime between 4:00 PM to 5:00 PM)
Prof. Rama Shankar Yadav – Every Friday (between 4:00 PM to 5:00 PM)

Special Instructions

Please read and prepare well in advance for case presentation and discussion in the class. Case for
each session is indicated in the Session Plan. The sessions will be of 75 minutes duration. R
indicates additional readings. C indicates cases.

Session Plan
Topic Session Topic and Sub-topics Reference Case / Exercise /
No. No. (Book chapter / Page Assignment
numbers from the
book/Additional
readings)
1 1 Fundamentals of Textbook: Chapter 1 Introductory Case: The
Organizational Behavior : Perils and Pitfalls of
 What is Reading: Managing Leading Change: A Young
Organizational oneself. (Harvard Manager’s Turnaround

2
 Behavior Business Review) Journey
 Fundamental
assumptions of the
discipline
 The Role of Manager

2 2 and 3 Values, Attitudes and Text book: Chapter Case: Life Stories of
Emotions: 3 and 4; Chapter 5 Recent MBAs: Values and
 Definition and (page 146-148) Ethical Challenges (HBS)
various components
of values, attitudes Reading: Values, Case: General Patton and
and behaviors Beliefs and Attitudes Lieutenant Winters: a
 Managerial contrast in leadership
implications of (video case)
values, attitudes and
behaviors in
workplace Exercise: Emotional
 Ethical Values Intelligence- self evaluation
 Understanding
emotions and mood
 Managing emotions
in organizations
 Emotional
Intelligence

3 4 Personality: Text book: Chapter Exercise: MBTI

 Its basic nature 5 (page 129-145) Instrument
 Determinants of
personality Reading: Case: Team Dynamics at
 Trait vs. non-trait Appreciating Suvasi Textiles (IIM A)
theories differences using the
 Linking an Myers-Briggs Type
individual’s Indicator
personality to
workplace

4 5 and 6 Perception and Attribution: Text book: Chapter Case: Tea Shall Not Be
 Factors influencing 6 Served (IIMA)
perception (Page 162-170)
 Common perceptual Movie: Eye of the
errors Reading: Perceptual Beholder
 Attribution process Processes

5 7 and 8 Understanding Motivation at Text book: Case: Resource cell for

work: Chapter 7 and 8 juvenile justice: challenges
 Content and process of motivation of social
theories of Reading:Is the workers
motivation concept of
 Integrating various motivation relevant?

3
 theories of Case: The Morning Star
motivation. Reading: Company: Self-
 Impact of motivation Employee Management at Work
theories in work Motivation: A (HBS)
place. Powerful New
Model

6 9 and 10 Dyadic and interpersonal
processes:
How to manage colleagues
Reading: Managing Case: Ramesh and Gargi
your peers (A) & (B)* - IIMA
* B will not be shared
before the session

Reading: Face your Case: Nitish @ Solutions

problem Unlimited - IIMA
How to manage the boss and subordinates now
subordinates (HBR)

Reading: Managing
your boss
7 11 and Group Dynamics: Text book: Movie: Twelve Angry Men
12  What is a group and Chapter 9 and 10 or Group building exercise
types of group
 The formation of Reading: Group Case: David Fletcher
groups Dynamics: An (HBS)
 Factors affecting introductory note
effectiveness of
groups
 Importance and
difference between
groups and teams
 Building work teams

8 13 and Decision-making: Text book: Exercise: Group decision

14  Individual and group Chapter 6 making
decision-making (page 170-188)
 Bounded rationality, Simulation/Case: Mount
heuristics, biases and Everest—1996 (HBS)
intuition Article: Introduction
 Factors that affect to Decision Making
decision-making
process
 Techniques to
improve quality of
decision-making in
organizations.

9 15 Power and Political Text book: Case:

Behavior: Chapter 13 Thomas Green: Power,

4
  The concept of Office politics and a Career
power Reading: Power in Crisis (HBS)
 Bases of power Dynamics in
 Managing political organizations
behavior in
organizations
10 16 and Conflict and Negotiation: Text book: Case: Meera Nair at
17  Meaning and Chapter 14 Phoenix Way: Which way
definition of conflict to go (IIMA)
 Levels of conflict Article: When Does
 Functional vs. Gender Matter in Exercise: Negotiation
dysfunctional Negotiation?
conflict
 Negotiation: Article: Should You
meaning, definition Make the First
and process Offer?
 Approaches towards
effective negotiation.

11 18 Coping with organizational Text book: Case: Mohan Dixit (IIMA)

life: Stress Chapter 17
 The basic nature of (page 557-562)
stress
 Causes and effects of Reference book:
stress Chapter 7 (Nelson,
 Reducing stress Quick
&Khandelwal)

Reading: Stress and

our inner game

12 19 and Project Presentations and Sum Up

20

Table of Contents

Sl. Reading/ Reading / Case Title Session References

No. Case No. No.
1 R1 Managing oneself 1 HBS
2 R2 Values, Beliefs and Attitudes 2&3 IIMA
3 R3 Appreciating differences using the 4 IIMA
Myers-Briggs Type Indicator
4 R4 Perceptual Processes 5 HBS

5 R5 Is the concept of motivation 7 IIMA

5
 relevant?
6 R6 Employee Motivation: A Powerful 8 HBS
New Model

7 R7 Face your problem subordinates 9 HBS

now

8 R8 Managing your boss 10 HBS

9 R9 Group Dynamics: An introductory 11 & 12 IIMA

note
10 R10 Introduction to Decision Making 13 & 14 HBS
11 R11 Power Dynamics in organizations 15 IIMA

12 R12 Article: When Does Gender Matter 16 HBS

in Negotiation?
13 R13 Article: Should You Make the 17 HBS
First Offer?
14 R14 Stress and our inner game 18 IIMA
15 C1 The Perils and Pitfalls of Leading 1 Emerald
Change: A Young Manager’s
Turnaround Journey

16 C2 Life Stories of Recent MBAs: 2 HBS

Values and Ethical Challenges
17 C3 General Patton and Lieutenant 3 Emerald (video case)
Winters: a contrast in leadership
18 C4 Team Dynamics at Suvasi 4 IIM A
Textiles (IIM A)
19 C5 Tea Shall Not Be Served 6 IIMA
20 C6 Resource cell for juvenile justice: 7 Emerald
challenges of motivation of social
workers

21 C7 The Morning Star Company: Self- 8 HBS

Management at Work
22 C8 Ramesh and Gargi (A) & (B)* 9 IIMA
23 C9 Nitish @ Solutions Unlimited 10 IIMA
24 C10 David Fletcher 12 HBS
25 C11 Mount Everest--1996 14 HBS
26 C12 Thomas Green: Power, Office 15 HBS
politics and a Career in Crisis
27 C13 Meera Nair at Phoenix Way: 16 IIMA
Which way to go
28 C14 Mohan Dixit 18 IIMA

Note: ‘R’ and ‘C’ in the second column stand for ‘Reading’ and ‘Case’ respectively.