INDIAN INSTITUTE OF MANAGEMENT SAMBALPUR

Post Graduate Programme in Management

AY: 2023-24 Term: II

TITLE OF THE COURSE: ORGANIZATIONAL BEHAVIOR - II

CREDITS: 3

Name of the Faculty Email Contact Number

Shikha Bhardwaj shikhab@iimsambalpur.ac.in 9811210611

COURSE DESCRIPTION
This course is designed to provide the foundational understanding of organization design and structure
that demonstrate strategic effectiveness. The course flows from group level aspects to organizational
level aspects and ends at leadership role in changing dimension. The applied focus of this course is to
facilitate experiential learning of contemporary approaches of managing change, groups and teams,
leadership, conflicts and politics, internal and external factors impact on organization structure and
design in present times.

PEDAGOGY:
The course will be offered with a unique blend of diverse pedagogical tools. Experiential learning
approach through online/blended/flipped classroom mode will be followed in this course. Case studies,
management games, problem solving, live industry problem and presentation, situational analysis,
psychometric tests, scenarios and discussions will be in use for the course. The primary methods of
learning for this course are self-study and peer-learning. Pre-readings and informal discussions outside
the class are absolute prerequisites for this course. Therefore, they are required to acquire theoretical
knowledge and practical insights from various sources: course facilitator, business magazines,
academic journals, course materials, books. Course sessions are designed to generate discussions and
create avenues to collaborate where facilitator and students can experiment or test real-time business
situation. Industry practitioners will share their real-time problem and expect students to deep dive as
manager and propose viable solutions

COURSE OBJECTIVES:
By the end of this course, students are expected to acquire skills to:
CO 1: Identify the role of leadership and groups and teams in developing global organizations
CO 2: Assess and apply change to manage organizational processes in current times
CO 3: Understand the impact of internal and external factors on organization design
CO 4: Design hybrid business solutions that integrates organizational structures and strategy in current
times

ADDITIONAL READINGS AND TEXTBOOK:

1. Materials uploaded in Learning Management System (LMS) business magazines available in li-
brary.
2. Textbook: Organizational Theory and Design by Richard L. Daft (Current Edition), Cengage Learn -
ing
and Term I Organizational behavior Textbook
3. Reference Book: Organization Theory, design and change by Gareth R Jones, Pearson Education

This document is created for PGP 2023-25 batch of IIM Sambalpur by Prof Shikha Bhardwaj to be used in
OB-II course only.
EVALUATION
Component Category Weightage Remarks
1 Class participation (every Individual 10% Active participation in class during
class) discussion and class activities
2 Case Analysis (session 4) Group 20% Case analysis will be done during a
short period of time.
3 Mid-Term Exam (after Individual 20% Case based closed book Exam
session 10)
4 Group Project (Presentation Group 20% Problem statements from Industry will
session 18-19) be given.
Groups will offer management
solutions.
Followed by group presentation.
5 End-Term Exam (after Individual 30% Case based closed book Exam
session 20)
Total 100 100
NB: There will be negative marking if students do not come prepared in the class. If any student does
not preread a case study scheduled for a session, he/she will be marked absent for the session. No
request will be entertained pertaining to these issues.

******Students should remember that each of their submissions must be accompanied by Turnitin
report for avoiding plagiarism. Turnitin is available in IIM Sambalpur Library. They may contact the
Library Executive for the same.

Group Project – The project is based on a live problem faced by industry directly collected from
industry professionals. Each group may choose one problem statement and subsequently follow the
steps given below:

- Identify the causes of the problem

- Propose a managerial solution based on extensive research and discussion among group
members.

- Collect an external expert point of view on their solution.

- Collate, calibrate, and compile all the information.

- Prepare a presentation not more than 10 slides, 10minutes to present + 5mins for Q&A

- Submit all documents/videos/audios/PPT by 20th Session of the course.

MODULES AND SESSIONS:

Case is a published work and available in LMS. Students are required to compulsorily pre-read the
same before joining to the respective session. (ii) Pre-read articles are scholarly articles published in
various journals. Students are required to compulsorily pre-read the same before joining to the
respective session. (iii) Pedagogy includes lectures, class discussion, online and flipped class. Hybrid

This document is created for PGP 2023-25 batch of IIM Sambalpur by Prof Shikha Bhardwaj to be used in
OB-II course only.
classes will be conducted in physical as well as virtual platform. And, flipped classroom expects
students to read theories/concepts outside the classroom (pre-read) through LMS, self-study, peer-
learning, and informal discussion with the course instructor, and then solve the real-life problems as
managers in the class using the knowledge acquired from pre-read. (iv) Evaluation indicates the class
participation and other components based on the respective session. (v) Additional resources are
desired to go through before coming to the class apart from the pre-read articles which are essential for
the class discussion.

Ses-
sion Learning
Topics of discussion
Num- Objective
ber
Team, Teamwork and Team performance

What are teams? How are they used in organisation, what is team ef-
fectiveness? What are the stages of team development? What are high
performance teams? How can team processes be improved? How can
team communication be improved?

Case study: Michael A. Roberto, Gina M. Carioggia (2002). Mount

Everest (1996): Product #: 303061-PDF-ENG Understand-
Case Video (optional): 1996 Disaster: The Storm Over Everest ing teams at
1-2 (https://www.youtube.com/watch? work and
v=So3vH9FY2H4&ab_channel=DavidSnow) their role in
Class activity (CA1): NASA organisation
Additional reading:
- Jon R. Katzenbach, Douglas K. Smith, (2005). The Discipline
and team, Best of HBR, 1993, Product #: R0507P-PDF-ENG
- Becoming a Team Player: Your Most Important Assignment,
HBR press, Product #: 7010BC-PDF-ENG
Reference: ORGB, Nelson & Quick, Cengage Learning, 6th ed. –
Chapter 9, Pg 142-151

3-4a Conflict & Negotiation Different

types of
What is the nature of conflict in organisation? How can conflict be conflict and
managed? What is the nature of negotiation in organisation? What are their resolu-
the alternatives strategies for negotiations? tion
strategies
Case study: Bhardwaj S & Sharma, S. (2023). MDS Plastics: Crafting a
survival strategy amidst a conflict between partners,
https://journals.sagepub.com/doi/pdf/10.1177/09728201231195125
Self-assessment (SA1): Conflict management strategies
Class activity (CA2): vacation Puzzle
Additional reading:
- Dave Winsborough, Tomas Chamorro-Premuzic, (2017). Great
Teams Are About Personalities, Not Just Skills, Product
#: H03F24-PDF-ENG
- Peter T Coleman, Allegra Chen-Carrel, (2022).A New Con-
flict-Resolution Model to Advance DEI, Product #: SR0005-
This document is created for PGP 2023-25 batch of IIM Sambalpur by Prof Shikha Bhardwaj to be used in
OB-II course only.
 PDF-ENG
Reference: ORGB, Nelson & Quick, Cengage Learning, 6th ed. –
Chapter 13, Pg 218-232

V. Padhmanabhan, (2011). Conflict Management at TKC Consulting,

Product #: 910C30-PDF-ENG
4b
Case Analysis – Group Assessment (40mins)

5 Guest session: Working with virtual/diverse teams, its advantages and complexities
Power, Justice & Politics

What is power and how does it operate in organisation? What is the

source of power and influence? How does people respond to power
and influence? What are organisational politics?

Case: Karen MacMillan (2015). Managing Up (A): Grace, Product

#: W15269-PDF-ENG
Class activity (CA3): Power circle – Sociogram
Self-assessment (SA2): Machiavellianism Score
Additional reading: Navigating
- Before you make that big decision, Daniel Kahneman, Dan organisa-
6-7
Lovallo and Olivier Sibony (2011), Product#: R1106B-PDF- tional polit-
ENG ics
- Ronald Heifetz; Alexander Grashow; Marty Linsky, (2009).
Diagnose the Political Landscape: Understanding Political Re-
lationships in the Organization Will Help You Lead Adaptive
Change, Product #:3277BC-PDF-ENG
Video (optional): The lucifer effect: The psychology of evil,
https://www.ted.com/talks/philip_zimbardo_the_psychology_of_evil?
language=en
Reference: ORGB, Nelson & Quick, Cengage Learning, 6th ed. –
Chapter 11, Pg 180-192

Guest session: Role of leadership in creating and sustaining organisational culture

8
9 Leadership and followership Analyse dif-
ferent lead-
What is leadership? What is followership? What do we know about ership style
leader-follower relationship? What do we mean by leadership as col-
lective process?

Case: Charles Dhanaraj, Monidipa Mukherjee, Hima Bindu, (2011). A

Bomb in Your Pocket? Crisis Leadership at Nokia India (A), Product
#: 910M64-PDF-ENG
Self-assessment (SA3): Leadership Behaviour questionnaire
Additional reading:
- Daniel Goleman, (1998). What makes a leader?, Product #:
R0401H-PDF-ENG
- Steve Reily (2017). A performance problem, Product
#: BEP352-PDF-ENG

This document is created for PGP 2023-25 batch of IIM Sambalpur by Prof Shikha Bhardwaj to be used in
OB-II course only.
 Reference: ORGB, Nelson & Quick, Cengage Learning, 6th ed. –
Chapter 12, Pg 199-215

Organisational culture & ethical values

What is organisational culture? How do you understand an organisa-

tional culture? How can leader shape organisational culture and ethics?
What is ethical values and social responsibility?

Case: The Ordinary Heroes of the Taj, Rohit Deshpande; Anjali Raina
Understand-
(2011), Product #: R1112J-PDF-ENG
ing organ-
Related Movie (optional): Hotel Mumbai,
isational
10 https://www.youtube.com/watch?
culture and
v=A8IxhVslvro&ab_channel=BleeckerStreet
ethical val-
Class activity (CA4): OCTAPACE
ues
Additional reading:
- Rita Linjuan Men; Shannon A. Bowen, (2016).Building Ethical
Internal Relations: A Principled, Organizational Approach,
Product #:BEP332-PDF-ENG
Reference: Organisation Theory & design, Cengage Learning publica-
tions, Richard L Daft, 10th ed. - Chapter 10, Pg 372-398

Organisation & its environment

Why do organisations exist? How do managers measure organisational

effectiveness? What is the organisational environment? How to satisfy
stakeholders?
Analysing
Case: Parul Gupta; Shikha Bhardwaj, (2019). Starbucks: Battling the impact of
Racism Allegations, Product #: W19600-PDF-ENG business en-
11
Class activity (CA5): The hot seat vironment
Additional reading: on organisa-
- Luke Stark (2016). Recognizing the Role of Emotional Labour tion
in the On-Demand Economy, Product Number: H0330Q-PDF-
ENG
Reference: Organisation Theory, design & change, Pearson education,
Gareth R. Jones, 4th ed. - Chapter 1, 2, 3, Pg 27-120

Guest session: Contemporary challenges with organisation post-pandemic

12
13-14 Organisation structure & design Recognising
role of or-
What is the formal structure of an organisation? How is work organ- ganisational
ised and coordinated? What is organisational design? What are bureau- structure
cracies and their alternatives? and design

Case: Abhishek Sahu; Debolina Dutta, (2023). Allow ethical moon-

lighting or lose to gig working? Product #: Product Number: IMB947-
PDF-ENG
Case perspective: The paradoxical twins: Acme and Omega Electron-
ics
Class activity (CA6): Fast-food technology Role play
Self-assessment (SA6): Organisational design preference
This document is created for PGP 2023-25 batch of IIM Sambalpur by Prof Shikha Bhardwaj to be used in
OB-II course only.
 Additional reading:
- Duncan, R. (1979). What is the right structure? Organisational
dynamics: 59-80.
https://www.sciencedirect.com/science/article/abs/pii/0090261
679900275
Reference: ORGB, Nelson & Quick, Cengage Learning, 6th ed. –
Chapter 15, Pg 253-267

Organisation change & innovation

What is the nature, magnitude, and drivers of organisational change?

What are the barriers to organisational change? How to plan for delib-
erate change? What is the role of leadership in change?

Case: Shuchi Srinivasan; Akshay Milap; Pearl Malhotra; Harsh Dad-

hich; Ajay Kathuria, (2018). Lemon tree: Opening doors for everyone,
Analysing
Product #: Product Number: W18736-PDF-ENG
the change
Class activity (CA7): Force field Analysis Scenario
in current
Self-assessment (SA7): Adaptive leadership Questionnaire
15-16 business en-
Additional reading:
vironment
- Christopher Zatzick; Mitchell Lee Marks; Roderick Iverson,
& observe
(2009).Which Way Should You Downsize in a Crisis?, Product
startegies
#: SMR335-PDF-ENG
- Clayton M. Christensen; Thomas Bartman; Derek C.M. van
Bever, (2016). The Hard Truth About Business Model Innova-
tion, Product #: SMR573-PDF-ENG
Reference: Organisation Theory & design, Cengage Learning publica-
tions, Richard L Daft, 10th ed. - Chapter 11, Pg 410-433 (e-copy in
module)

Guest session: Future of work, sustainability goals and ethics implication on organ-
17 isational behaviour

18-19 Group presentations

20 Revision and closure

This document is created for PGP 2023-25 batch of IIM Sambalpur by Prof Shikha Bhardwaj to be used in
OB-II course only.