Course Name: Introduction to Organizational Behaviour

Course Code: MBBA117L

COURSE CONTEXT
SCHOOL School of Management VERSION NO. OF Version
CURRICULUM THAT
THIS COURSE IS A
PART OF
DEPARTMENT Management DATE THIS COURSE August 2023
WILL BE EFFECTIVE
FROM
DEGREE BBA VERSION NUMBER Version
OF THIS COURSE

COURSE BRIEF

COURSE Introduction to PRE- NO

TITLE Organizational Behaviour REQUISITES

COURSE MBBA117L TOTAL 2

CODE CREDITS
COURSE CORE L-T-P FORMAT 2-0-0
TYPE
 COURSE SUMMARY
Effective management requires an understanding of human behaviour and processes,
particularly in the context of an organization. It is necessary for managers to understand why
people behave as they do in relation to their jobs, work groups, and the organization. This
knowledge of individual’s perceptions, attitudes, motivations enable the manager to not only
understand themselves better but also to adopt appropriate policies and leadership styles to
facilitate beneficial outcomes.
This course provides an understanding of the fundamental concepts and theories related to
organizational behavior. It focuses on the individual, group, and organizational levels of
behavior in the context of business organizations. The course aims to develop students'
awareness of human behavior within organizations and how it impacts organizational
effectiveness and productivity.

PROGRAM OUTCOMES (PO)

à PO1: Application: Remember functional business knowledge and apply managerial skills in
changing business environment
à PO2: Critical Thinking: Demonstrate critical thinking skills to address diverse business
challenges and opportunities
à PO3: Communication: Practice effective communication with different stakeholders
à PO4: Lifelong Learning: Demonstrate commitment to continuous learning
à PO5: Ethics: Relate and follow professional and ethical principles

PROGRAM-SPECIFIC LEARNING OUTCOMES (PSO)

By the end of this degree program, students should have the following knowledge, skills and
attitudes:

à PSO1: Applying Business Administration knowledge in the following domains: Marketing,

Finance, Entrepreneurship, Human Resources, International Finance and Accounting and
International Business
à PSO2: Engaging in self-development and independent lifelong learning
à PSO3: Practicing ethical decision making for sustainable benefit to the Business, Society
and Environment
 COURSE OUTCOMES (CO)
à CO1: Analyze organizational behavioural issues in the context of organizational behavior
theories, models, and concepts.

à CO2: Predict, adopt and integrate the individual behaviour with the organizational
behaviour.

à CO3: Analyze the behavior of groups and teams in organizations in terms of the key factors
that influence organization behavior.

à CO4: Analyse the various leadership styles and the impact of power and politics in an
organization. Also gain knowledge on organization culture, its significance and impact in an
organization

SYLLABUS
CO
Module Details Hours mapping
Module
1 Organizational Behavior introduction 8

à Organizational Behavior introduction: concept and

significance; elements, levels, relationship to other fields; OB
Models, Contemporary challenges
A 2 CO1

à Attitude: meaning and definition, components, formation,

changing of attitude.
B 2 CO2

à Perception: meaning and definition, process, factors

influencing perception, perceptual errors or distortions.
C 2 CO2

à Personality: meaning and definition, the big five personality

model, the Myers Briggs Type Indicator, additional work
related aspects of personality
D 2 CO2
E à Learning and behavior modification CO2
Module Group Dynamics- Group Level of Analysis
2 9
 à Team Dynamics – a) Groups and Teams, b) Types of
Teams, c) Stages in group development, d) problems in team
work (Free riding, social loafing, group think)
A 2 CO3
à Conflict: Definition and Meaning, Sources of Conflict,
B Types of Conflict 2 CO3

à Power and Politics: Power and its Two Faces, Difference

between the power and Politics.
C 3 CO3
à Leadership: Definition and Meaning, Theories of
D Leadership 2 CO4
Module Organizational Processes- Multiple Level
3 Interconnectedness 8
CO4
à Organizational culture : Concept, Types of culture
A 2
CO4
à Organizational Change and Development: Definition and
Meaning, Need for Change, Strategies to Overcome
Resistance, Process of Change
B 4
à Managing Workforce Diversity- levels, benefits and CO4
C implementation 2

CO – PO / PSO MAPPING
COs PO1 PO2 PO3 PO4 PO5 PSO1 PSO POS
 2 3
POs
CO1 H L L H H H
CO2 L L M L
CO3 M H L H L L H
CO4 H M M H H L

H: High / M: Medium /L: Low

STUDIO WORK / LABORATORY EXPERIMENTS: NA

TEXTBOOKS/LEARNING RESOURCES:
 Essential Readings: Robbins, S. P., Judge, P. A. & Vohra, N. (2018). Organizational
Behaviour (14thed.). New Delhi: Pearsons
 Pareek, U. Understanding Organizational Behaviour (3rd ed.).Oxford University
Publications

REFERENCE BOOKS/LEARNING RESOURCES:

 Aswathappa, K., & Reddy, G. S. Organisational Behaviour (Vol. 12). Himalaya
Publishing House

Essential Readings:
Sl.No Articles
1 “Managing Oneself”, Peter F.
Drucker (HBR, March–April
1999)
2 “Make Your Values Mean
Something”, (HBR, July 2002)
3 “One More Time: How Do
You Motivate Employees”,
(HBR, 1968)
4 “Leading By Leveraging
Culture”, (CMR, Summer
2003)
5 “Power and Politics in
Organizational Life”, (HBR,
May–June 1970)
Reports Books
Robbins, S. P., Judge, P. A. &
Vohra, N. (2016).
Organizational Behaviour
(14th ed.). New Delhi:
Pearsons
Pareek, U. (2011)
Understanding Organizational
Behaviour (3rd ed.). Oxford
University Publications
Aswathappa, K., & Reddy, G.
S. (2016). Organisational
Behaviour (12th ed.).
Himalaya Publishing House.
TEACHING-LEARNING STRATEGIES

 Combination of lecture and case-based method with high focus on self-learning and
practice.
 Teaching to be carried out as per a detailed course plan designed in accordance with
the syllabus with the help of Power-point presentations, followed closely by
Assignments and Lectures.
 The evaluation would be based on continuous internal assessment and an end-term
examination. The emphasis is on self-learning and self-regulation. Role Play, case
studies, assignments, presentations, working exercises, quizzes and group discussions
on current issues and other teaching techniques to be used in the classroom for greater
effectiveness.
 Outcome Assessment Strategies
Students will be expected to demonstrate knowledge of the concepts described in the
required competencies by any combination of the following-
 Participation
 Case Study Analysis
 Individual or Group Projects
 Completion of assessment examination

EVALUATION POLICY

Components of Course Evaluation Percentage

Mid-term examination 30%

End term Examination 40%

Class Participation 30%

Total 100%