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OB-I-P11
PGDM 2011-13: Term-I

ORGANISATIONAL BEHAVIOUR - I
(INDIVIDUALS IN ORGANISATION)

Instructors : Fr. George Joseph, SJ Mobile: 9438304808
Secretary : K. Barik Phone (O) : Extn. 801

I. SCOPE :

The study of Organisational Behaviour covers three broad areas. The first is the study of individuals in the organisation - their personalities, attitudes, motivations and interaction patterns, which are the basic raw material in the functioning of social organisations. This raw material undergoes considerable change in the process of interaction with other variables in the organisation. Leadership, power and group dynamics are some of the key variables which have immediate consequences for individual behaviour and performance in work organisations. The study of these factors constitutes the second area of OB. A third area is concerned with the study of broader contextual factors such as the formal structures, systems, culture and processes of work organisations.

The first of the above mentioned areas of OB will be covered in the OB-I course. The OB-II course will focus on the second area and OB-III will cover the third area.

II. COURSE OBJECTIVES:

1. Understanding the dynamics of individual and interpersonal behaviour in organisational setting.
2. Developing students’ knowledge and competence to deal with human problems of management.
3. Developing students’ awareness and insight for personal and professional growth.

III. PEDAGOGY:

A mix of lectures, case analyses, group discussions, simulation exercises and student presentations will be used. The session outline lists the readings and cases prescribed for each session. The readings are intended to provide basic conceptual inputs or raise issues for discussion in class. Classroom sessions will not necessarily be confined to the content of the prescribed readings.





IV. COURSE MATERIAL:

Basic readings and cases are distributed at the beginning of the course.
Apart from these readings, the following book will be used as basic text.

1. Nelson|Quick|Khandewal : ORGB


V. COURSE INVOLVEMENT AND ATTENDANCE:

Involvement in the course is an essential requirement and carries a weightage of 10% in the evaluation. Attendance and preparation of class will be used as the indices of your involvement. For every class you miss, whatever be the reason, you lose one mark from the total given for course involvement.

VI. PERSONAL LEARNING PAPER (PLP):

Students are expected to keep a diary of their learning about themselves, others and organizational behaviour in general, as a result of classes, readings and personal reflection. The PLP is a report of one’s own knowledge, skills and attitude change and is essentially knowledge applied to oneself. These jottings must be incorporated into a paper (not more than 10 typed pages) to be handed on the day of the final exam.

VII. ASSIGNMENT: See attached page.

VIII. EVALUATION:
Component
Weightage
1. Course Involvement : 10%
2. Presentation: Authors : 20%
5. Quizzes : 40%
6. End-Term Examination : 30%

IX. CONSULTATION:

ASSIGNMENT: AUTHORS

One effective approach to the study of organisation behaviour is to acquaint ourselves with the thinking of the more important authors who have studied human behaviour in organisations and have formulated generalisations applicable to all organisations. When we consider generalisations, we are in the realm of theory. But every act of a manager rests on assumptions based on past experience and conjectures about what will happen, that is to say, it rests on theory. Theory and practice are inseparable.

As a student of this course you must be well acquainted with at least the following authors:

A. SIGMUND FREUD is the founding father of Psycho-analytic Theories. He used Psycho-analytic Therapy to cure his patients by using methods such as free association, dreams analysis and analysis of transference.

B. ALFRED ADLER proposed an Individual Psychology Theory of Personality which looked at people as holistic : single, indivisible, self consistent and unified entity.

C. GORDON ALLPORT : Proponent of Trait Theory of Personality. This represents a blend of humanistic and personalistic approaches to the study of human behaviour.

D. B. F. SKINNER : Much of our behaviour is either learned or modified by learning. Through learning we acquire knowledge, language, attitudes, values, fears, personality traits and insights into ourselves. Accordingly, the discovery of the laws of learning can be viewed as one of the key avenues to understanding the reasons for our actions. One of the most prolific of all Psychologists who have devoted themselves to the goal of explaining, predicting and controlling human behaviour is B.F. Skinner.

E. CARL ROGERS : Father of Client-Centred Therapy. His name is associated with widely acclaimed innovations in Counselling Technique, Personality Theory, Encounter Groups, Student-Centred Teaching and Psychotherapy.

F. ERIC FROMM : Core of personality is seen as one’s attempt to express one’s human nature. The content of human nature is expressed as the need for relatedness, transcendence, rootedness, identity and frame of reference.

G. ERIK ERIKSON : He has focused his attention on Psychosocial Theory of Personality and the “Eight Ages of Man”.

H. DOUGLAS McGREGOR rejected the underlying assumptions about human behaviour on which formal organisations were built, and proposed new methods of management based on a more adequate understanding of human motivation.

I. GEORGE KELLY is closely associated with Cognitive Theory of Personality. According to his theoretical systems, the Psychology of Personal Constructs, a person is basically a scientist, striving to understand, interpret, anticipate and control the personal world of experience for the purpose of dealing effectively with it.

J. ABRAHAM MASLOW is well known for his “hierarchy of needs” for use in the motivation of people at work, and it has been widely accepted as an important contribution to modern motivational theory.

K. FREDERICK HERZBERG has described how the characteristically human needs of man for growth and development may be satisfied in work.

L. DAVID McCLELLAND has pointed out that the “need for power” separates good managers from poor managers, and makes them successful in running a large organisations.

M. VICTOR H. VROOM studied the effects of personality on participation in decision-making, and showed that the size of these effects was a function of certain personality characteristics of the participants.

N. CHRIS ARGYRIS has been concerned to examine and control the inevitable conflict between the needs of the individual and those of the organisation.

O. ELTON MAYO, the founding father of the Human Relations Movement which brought into prominence the view that workers and managers must be first understood as human persons.


For purpose of this course you are expected to work in groups. Each group will study the author indicated by the group letter and will make a short presentation in the class. The date of the presentation will be July 24 & 26, 2011 for PGDHRM. You will have to submit a soft copy of the slides of the presentation to: <jgeorge@ximb.ac.in>.

ORGANISATIONAL BEHAVIOUR - I
(Individuals in Organisation)
Course Outline

1. INTRODUCTION TO OB

Readings : Organizational Behavior and Opportunity
1.. Chapter 1
2. Manager’s Job: Folklore and fact
2. PERCEPTION

Readings : 1. Chapter 3
2. The Perceptual World
3. Perception: Implication for administration

3. EMOTIONAL INTELLIGENCE

Readings : Daniel Golman: Emotional Intelligence
1. Chapter 6 : The Master Aptitude

4. ATTITUDES AND VALUES

Readings : 1. Chapter 4
2. Values: The silent power
5. LEARNING 6. PERSONALITY

Readings : 1. Chapter 2
2. The Effective Executive: What qualities make the difference

7. INTERPERSONAL RELATIONS

Readings : 1. Interpersonal Behaviour
2. Case : Bob Knowlton

8. INTERPERSONAL CONFLICT

Readings : 1. Management of differences
2. Chapter 13
Created By: Debasis Mohanty on 06/16/2011 at 02:26 PM
Category: PGP-I Doctype: Document

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