OB-MB16

OB-MB16
MBA 2016-18: Term-II

Organizational Behaviour (OB)

Credits	3.0
Faculty Name	Prof. Kalpana Sahoo
Program	MBA (E & F)
Academic Year and Term	2016-17; Term II

1. Course Description

The cornerstone for any successful manager or entrepreneur is his or her ability to understand the behavioural foundations and competencies of his or her superiors, subordinates, peers, clients, vendors and any and all internal and external stakeholders.

The course strives to provide the students with an understanding of the various concepts and complexities of human behavior from the organizational context and using theory and practice as a pedagogical mix, seeks to provide tools and techniques to the budding managers within the classroom for explaining, predicting and controlling human behavior.

The course offers two distinct segments.

Segment – 1

(1.5 credit) focuses on the individual level. Accordingly formulating strategies for effectively using individual behavioural competencies for driving value and performance within the organization is greatly stressed.

Segment 2

(1.5 credit) is focused on Group Dynamics and Leadership. Work groups and teams are essential parameters of organizational life. Since most of the organizations are project-driven, the organizational effectiveness is linked with structure, function and strategy of teams. This segment of the course strives to provide an understanding of Group Dynamics and Leadership with a view to facilitating collective behavior.

2. Student Learning Outcomes (typically 3-5 bullet points)

Be able to understand the concepts that build the behavior of an individual within the organizational context.
Be able to appreciate the problems generating out of the behavioural outcomes at the workplace due to individual behavior and offer solutions for resolving the same by formulating appropriate strategies and implementing them effectively for the benefit of the organization and larger benefit to society.
Be able to understand and appreciate concepts in group dynamics and leadership
Be able to administer, score and interpret relevant measures
Be able to develop leadership and team building skills

3. Required Text Books and Reading Material

Text Books:

1. Organizational Behaviour: A South-Asian Perspective by (Quick, Nelson and Khandelwal)

2.Organizational Behaviour – Stephen P. Robbins, Timothy A. Judge and Seema Sanghi (Pearson Education)

Reference Book:

1. Managing Organizational Behavior – Gregory Moorhead and Ricky W. Griffin (Cengage learning)
2. Organizational Behaviour – Fred Luthans (Tata Mc-Graw Hill)
3. ORGB - (Nelson, Quick & Khandelwal) (Cengage)

Reading Material – Courseware in terms of HBS cases would form the crux of classroom interactions based on the conceptual and theoretical framework derived from the text books and supplementary reading materials.

4. Tentative Session Plan
Segment – 1 : Individuals in Organisation

(Page listings would be provided in the previous class sessions for pre-session preparations for the next class). The page numbers would also change based on the latest edition books being referred to. Therefore page numbers for specific reading have not been provided here.

Session Number	Topic Activities	Reading/ case list etc.
1	Foundations of Organisational Behaviour (OB)- Historical background, contributing disciplines to OB, OB and management process, OB and managers jobs, Theoretical foundation of OB, Challenges and opportunities for OB, Developing an OB model
2	Personality
3	Attitude & Values
4	Perception at work
5	Transactional Analysis
6	Emotional Intelligence at work
7	Case Discussion
8	Motivation
9	Stress Management and Work-life balance
10	Managing Creativity ( Case)

Segment – 2 : Group Dynamics & Leadership

Session Number

Topics/Activities

Reading/case list etc.

Session 1:

Session 2:

Session 3:

Session 4:

Session 5:

Session 6

Session 7:

Session 8:

Session 9:

Session 10:

Group Structure and Process

Work Teams

Case on Work Teams

Group Decision Making

Why Teams Dysfunction

Leadership & Followership

Power &Politics at Work

Conflict Management and Negotiations skills

Group Presentation (SUP Presentation)

Group Presentations (SUP presentations)

[ARM : Auxiliary Reading Materials provided by the Faculty concerned)

(SUP

or Socially Useful Projects constitute an integral part of this segment. The specification and the conduct-modality would be announced by the faculty concerned).

5.Evaluation:
· Socially Useful Project & Presentation - 20 %
· Quiz 1 – 10 %
· Quiz 2-10%
· Case Presentation-10%
· Mid Term Examination - 20 %
· End Term Examination- 30 %

6. Academic Integrity
· Students have to show highest level of academic integrity in writing their assignments, examinations, and doing other exercises, including case presentation.
· Academic dishonesty consists of misrepresentation of facts by deception or by other fraudulent means. In an academic setting this may take any number of forms such as copying or use of unauthorized aids in tests, assignments, examinations, term papers, or cases; plagiarism; talking during in-class examinations; submission of work that is not your own without citation; submission of work generated for another course without prior clearance by the instructor of both courses; submission of work generated by another person; aiding and abetting another student’s dishonesty; and giving false information for the purpose of gaining credits etc.
· Bringing mobile phones, laptops in the class room is strictly prohibited, unless students have been instructed to do so by the instructor for a particular session.

Created By: Alora Kar on 09/13/2016 at 12:25 PM
Category: BM-I 2016-18 T-II Doctype: Document

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