OB-EMBA-20

OB-EMBA-20
MBA(Exe.) 2020-21: Term-I

Course Name: Organizational Behavior (OB)

Credits	3.0
Faculty Name	Prof. Snigdha Pattnaik, PhD., and Prof. Suchitra Pal, PhD.
Program	EMBA
Academic Year and Term	2020-2021, Term I

Special Note: Prof. Suchitra Pal will teach the sessions before Midterm and Prof. Snigdha Pattnaik will teach the sessions after midterm.

1. Course Description This course is constructed on the presumption that each of you aspires to be a productive and effective leader within an organizational setting. Organizational leadership requires a deep, and nuanced, understanding of how individuals behave in organizational settings; effective leaders create environments that are consistent with the fundamentals of human behavior in organizations. Each of you begins this course with a set of beliefs and general assumptions about humans and their behavior, and those assumptions form the foundation for your beliefs about what motivates individuals; about how individuals make decisions; and about the ways in which the organizational context influences individuals’ behavior. As we will find out through this course, though, our assumptions are sometimes wrong; individuals don’t always conform to our instinctual beliefs. And organizations are complex systems that influence the way individuals behave— often in ways that are very difficult to understand.
2. Course Objectives: This course is designed to extend your knowledge of organizational behavior from an individual and Group perspectives; and to encourage you to reflect on and apply this knowledge in ways that will enhance your abilities as a manager and leader. How to work in different work groups and teams with losing own identity. Specific learning objectives include:
I. Describe current research in organizational behavior and identify how can be applied to workplace settings
II. Understand how application of OB frameworks, tools, and concepts can enhance individual skills to manage organizational effectiveness
III. Reflect on your own beliefs, assumptions and behaviors with respect to how individuals, and act in order to expand your approaches and increase your own organizational effectiveness.
IV. Understanding the role of teams in organizations and how to move from individual Motivation, emotion, learning, decision making to working for the motivation, emotion and better decision making in work groups and teams.
3. Learning Outcomes

1. Explain and apply major scholarly approaches and empirical findings in Organizational Behavior at the individual level.

2. Apply basic theories of motivation, evaluate the differences between different motivational approaches and assess the efficacy of motivational programs.

3. Recognize Decision Making (DM) problems and opportunities and apply the appropriate DM models while considering ethical dilemmas and implications.

4. Increase self-awareness and understanding of your strengths and weaknesses so that you can be more effective in your career.

5. Analyze and explain the connection between OB concepts and personal work experiences.

6. Understanding the difference between groups and teams. Leading the teams and to understand why team function and why team dysfunction

4. Required Text Books and Reading Materials

Organizational Behaviour 18th Edition by Robbins

, S. P., Judge, T. A. & Vohra, N. (2019).

Other relevant reading materials will be provided by the course instructor from time to time.

Other OB books Students may refer

1. Nelson, D. L., Quick, J. C., & Khandewal, P. (2012). ORGB. CENGAGE learning.
2. Greenberg, J & Baron, R. (2009). Behaviour in organizations. Pearson Education Ninth Edition.
3. Singh, K. (2018) Organizatonal Behaviour: text and cases. Pearson.

Tentative Session Plan

Session numbers	Topics/activities	Reading/case list
1	Introduction to organizational Behavior	Chapter 1 of the Book Robins, Judge and Vohra.
2	Personality	Chapter 5 of the book Robins, Judge and Vohra
3	Motivation: From concept to application	Chapter 8 of the Book Robins, Judge and Vohra
	Motivation at work	Case-Ricardo Semler (Instrisic Vs Extrinsic Motivation)
4	Emotion and Moods	What makes a leader" - Daniel Goleman (HBR - Jan 2004*); Broadcasting Happiness (Handout). Optional Reading: Consuming Negative News can make you less effective at work (HBR 9-15); Make yourself immune to secondhand stress (HBR 9-15)
5	Transactional Analysis	https://www.businessballs.com/building-relationships/transactional-analysis-eric-berne/ (Reading material for the class). We will have a Psychometric test on TA during our fourth session.
6	Perception and Individual Decision Making	Chapter 6 of the Book Robins, Judge and Vohra
7	Attitude and Job Satisfaction	Chapter 3 of the Book Robins, Judge and Vohra
8	The Power of Passion and Perseverance at Work	Chapter 4 and 5 of the book GRIT Author Angela Duckworth.
9	Stress Management	HBR series on Turning Stress into an Asset by Amy Gallo, June 28, 2011.
10	Foundations of group Behaviour, Group Processes: Inclusion, Norms & Structure	Reading: Robbins, Judge & Vohra - chapter 9
11	Interpersonal Processes in groups	Instrument: My Interpersonal Orientation
12	Teams: Types of teams, characteristics of an effective team	Reading: Robbins, Judge & Vohra - chapter 10
13	Performance in Groups and Teams	Case: Ramesh And Gargi
14	Leadership Theories and Styles	Reading: Robbins, Judge & Vohra - chapter 12
15	Leadership Theories and Styles	Case: Dr. Shekhawat
16	Power, Influence and Authority	Reading: Robbins, Judge & Vohra - chapter 13
17	Group Problem solving and Decision making	Case: Greenback Financial Services
18	Conflict and Collaboration	Reading: Robbins, Judge & Vohra - chapter 14
19	Group Presentation	On the 14th session group presentation list will be provided (Presentation for 50% of the groups)
20	Group Presentation	On the 14th session group presentation list will be provided (Presentation for 50% of the groups)

6. Evaluation Patterns

	50% of the evaluation will be over before Midterm and 50% will be done after Midterm.	Total Marks
1.	Quiz I 15 marks (Individual) after Session 8, Quiz II 15 marks after session 18	30 Marks
2.	Midterm Term Paper (Individual)	15 Marks
3.	Group Presentation	20 Marks
4.	End Term (Individual)	35 Marks
5	Total Marks	100 Marks

7. Term Paper Format:

All written assignments should be double spaced and in Times New Roman, 12 point font. They should be submitted electronically to suchitra@xub.edu.in.

Assignments:

- Should have a cover page and bibliography/references page – not included in the overall page count
- Are due prior to the beginning of the class indicated on the course syllabus. Due dates/times will be noted
- Should be well organized, follow an essay format and be grammatically correct.
- Brief citations, noting the author’s name and page number in parentheses in the text, for example (Robbins & Judge, p58), are acceptable for assigned readings (please indicate the edition in the bibliography).
- Full citations should be provided for any references to material not on the syllabus. For these, you can use your preferred citation format, although APA format is recommended.
- If assignment is late, it will receive an automatic reduction in grade of one letter, for example from an A to a B. Submission of late papers must be approved in advance or it will not be accepted.
8. How to Succeed in this Course

I encourage you to consider the following:

This course will be most beneficial to you if you can tie it directly to your day-to-day life in your place of work. Watch for opportunities throughout the course to apply or challenge what you’re learning here.
Realize that the assignments will likely sound deceptively simple. Plan more time than you think they will require for completing them.

9. Academic Integrity: Mobile phone is not allowed in the class room. Laptop is only allowed on the group presentation days.

Wish you a Productive Learning experience with us.

Created By: Alora Kar on 08/03/2020 at 12:18 PM
Category: MBA(Exe.)2020-21 T-I Doctype: Document

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