MBA Program- Academic Year 2020-2021

IFHE, IBS - Hyderabad

Course Handout

Course Title : Organizational Behavior Semester: I

Course Code : SLHR501 Credits: 3
Sessions : 33
Faculty Name : Dr. Rajasekhar David
Consultation Hours :
Room No : F-010
Mobile No. : 8143063349
Email : rajasekhar.p@ibsindia.org

Course Description

This course is an introduction to organizational behavior (OB) and a foundation to the field of management.
The course provides a comprehensive analysis of the role of individuals and groups in an organization. This
area of study examines human behavior in a work environment and determines its impact on job structure,
performance, communication, motivation, leadership, etc.

Course Objectives:

The objectives of this course are to:

• Discuss theoretical frameworks of Organizational Behavior and their applications.

• Differentiate individual characteristics in employees and analyze how these individual
processes can impact organizational behavior.
• Describe group and team processes for effective organizational performance.
• Analyze organizational structure and functions to improve organizational competency.
• Demonstrate communication and leadership skills to achieve organizational goals.

Learning Outcomes:

At the end of the course students are expected to:

• Describe, predict and influence behavior at individual, group and organizational levels.
• Demonstrate effective communication and leadership skills to improve managerial abilities.
• Apply the knowledge of organizational behavior towards attaining organizational
effectiveness.

Recommended Textbook
 MBA Program- Academic Year 2020-2021

Robbins, Stephen. P., Judge, Timothy. A. & Vohra, N. (2019). Organizational Behavior (18th ed.).
Pearson Education Inc.

Reference books

• Luthans, F. (2010). Organizational Behavior. (12th ed.). Noida, McGraw Hill Education India.

• Griffin, R. W. & Moorhead, G (2014). Organizational Behavior: Managing People and

Organizations (11th ed.). New Delhi, Cengage Learning India Pvt. Ltd.

E-Learning Material

• SWAYAM/NPTEL Videos (Exhaustive List in Appendix II)

• Youtube Videos

Course Outline

Sl Session Topic / Area Covered Learning Outcomes Case study SWAYAM/

No. No. NPTEL/YouTu
be Videos/
Activities
1 1-3 Management Thought The student should be
and OB: able to: Kerala
Government’s https://www.yo
Concept of • Understand ‘Work Near utube.com/watc
Management what Home’ Model: h?v=QQlS5ipfx
organizational Reimagining the eM&list
Managerial skills and behavior is. Workspace
Mintzberg’s • Understand the (ICMR Case)
Managerial roles role and skills 2020
of managers
Historical origins of and how https://www.yo
OB- managers do utube.com/watc
Classical Approaches: h?v=aOcZ8sV
their jobs
Taylor’s Scientific DapA&list
• Understand the
Management, Fayol’s way managers
Administrative Theory perform and
and Weber’s Ideal the extent of
Bureaucracy which people’s
skill
Behavioral contributes to
Approaches: Research organizational
Foundations for OB behavior.
namely Hawthorne • Identify the
studies, challenges of
McGregor’sTheory X organizational
 MBA Program- Academic Year 2020-2021

and Theory Y and behavior, and

Ouchi’sTheory Z determine
when and
Modern Approaches: where the
Systems Theoryand theories and
Contingency Theory skills are to be
applied
Introduction and Nature
of OB:Definitions,
Assumptions and
Significance of OB

Basic OB
Model:Situation-
Organism-Behavior
Model, Diversity,
Biographical
characteristics and
Foundations

Contribution of other
Disciplines to OB

Challenges and
Opportunities for OB
2 4-5 Individual Learning The student should be
and Behavior: able to:
https://www.y
Significance of outube.com/w
Learning atch?v=0DIP
Y0yUAZk&in
The Theoretical dex
processes of learning: • Understand the
importance of
Learning Theories-
learning in
Classical Conditioning, shaping an
Operant Conditioning, individual’s
Cognitive Theory and behavior
Social Learning • Apply the
Theories different
theories of
Principles of Learning: learning to
Positive and Negative instill and
Reinforcement and maintain
desired
Schedules of
behavior in
Reinforcement in employees that
organizations contribute to
an
 MBA Program- Academic Year 2020-2021

Organizational organization’s
Behavior Modification: well being and
Steps in the OB Mod performance
process and its
application

3 6-7 Attitudes, Values and The student should be Millennials in the

Job Satisfaction: able to: U.S. Military: Experiential
Concept of Beliefs, Will They Stay Exercise on job
Values and Attitudes • Understand and Fight Too? attitude survey;
how Job Satisfaction
individuals (ICMR Case) Scale-
The Nature and
differ from 2019 Macdonald, S.,
Dimensions of & Maclntyre, P.
each other
Attitudes: Sources and (1997)
based on
Components of different
Attitudes attitudes and
values
Major job-related • Understand the
Attitudes: Job relationship
satisfaction and its between
outcomes, Job values, beliefs,
involvement, attitude and
Organizational behavior
• Understand the
Commitment,
importance of
Perceived job satisfaction
organizational support in employees
and Employee for enhanced
engagement performance

Cognitive Dissonance
Theory

Categories of Values:
Terminal and
Instrumental Values

Hofstede’s Value
dimensions of National
Culture
 MBA Program- Academic Year 2020-2021

4 8-9 Perception: Meaning The student should be Differing

and Importance of able to: Perceptions at Hi- https://www.yo
Perception: Sub- style Limited utube.com/watc
processes of • Understand (ICMR Case) h?v=DNdUY4n
how and why z1qQ&index
Perception, Perceptual
different
Selectivity, Factors people
influencing Perception perceive the
https://www.yo
same situation
Social Perception: utube.com/watc
differently h?v=hKCcZdqh
Attribution Theory, • Understand s1I&index
Stereotyping and Halo various
effect perceptual
errors
Decision making in individuals
organizations:Rational make which in
Decision-making turn impact our
model and Bounded decision
making ability
rationality
• Apply the
Linkage between rational model
of decision
Perception and
making while
Individual Decision- contrasting it
making with bounded
rationality and
Common Biases and intuition
Errors in decision-
making

Ethics in Decision-
making
 MBA Program- Academic Year 2020-2021

5 10-12 Personality: Meaning The student should be "Personality

of Personality: Big Five able to: Based Hiring -
Personality Traits and Bridgewater’s
Personality • Understand Success Mantra"
and identify
Determinants (ICMR Case)
different
Other Personality personality 2020
types HROB213
attributes at work:
individuals can
Locus of Control, be categorized
Machiavellianism, Self into
esteem, Self • Understand
monitoring, Risk how a match
taking, Self efficacy, between one’s
Type A personality, personality and
a job can lead
Core self evaluation
to better
and Narcissism performance
• Analyze how
Matching Personalities
different
with jobs: Holland’s personality
Typology: Person-Job types predict
Fit and Person- behavior at
Organization Fit work

Emotions: Basic
Emotions and their
sources, functions and
applications

Emotional Labor and

Emotional Intelligence

6 13-15 Motivation: Meaning The student should be Employee https://www.you

Recognition: A tube.com/watch
of Motivation able to: ?v=_QqT38QR
Key Motivation A84
Classification of • Understand the Factor for
Motives: Primary, importance of Millennial
General and Secondary motivation on Employees. https://www.yo
Motives employee utube.com/watc
performance (ICMR case h?v=IQwlW4y
Content Theories of • Identify 2020) ZHes&list

motivation: Maslow’s various factors

that motivate CLHR057
hierarchy of needs,
 MBA Program- Academic Year 2020-2021

Herzberg’s two factor different

theory. individuals in
an
Process Theory of organization
motivation: Vroom’s • Analyze how
Expectancy Theory various
organizational
Contemporary Theories practices can
of motivation: Equity be influenced
by various
Theory /Organizational
theories of
Justice and Goal motivation
Setting Theory

Motivating by Job
Design: The Job
characteristics model

7 16-18 Group and The student should be Stanford Prison

Teams: Definition of able to: Automattic: Experiment
Work-Groups, Nature Building Virtual
Teams and Happy (students are
of Groups
Tools expected to
Types of Groups and • Analyze the watch the
growing (ICMR case, 2020)
their dynamics: Formal video a
popularity of HROB218
and Informal teams in priori from
organizations the
Stages of Group
• Understand the following
Development: The Five factors that link;
stage model: Forming, contribute to
Storming, Norming, effective team https://www.y
Performing and functioning outube.com/
Adjourning • Understand watch?v=L_
how LKzEqlPto
Group Structure: Roles, individuals
Norms, Status, Size, interact and
Composition and behave in
groups https://www.yo
Cohesiveness
utube.com/watc
Group Decision- h?v=6mBLT7g
ux2I&index
making: Group-think,
Group shift and Group https://www.yo
decision-making utube.com/watc
techniques namely h?v=v1gigx9fw
cY&index
Brain-storming,
 MBA Program- Academic Year 2020-2021

Nominal Technique
and Electronic meeting

Work-teams in the
modern work-place

Difference between
Work-Groups and
Work-Teams

Types of Work-Teams:
Problem solving,
Quality circles, Self-
managed, Cross-
functional and Virtual
Teams

Creating Effective
Teams:Team
Effectiveness Model-
Context, Composition
and Process

8 19 Communication: The student should be

Communication able to:
https://www.yo
Process utube.com/watc
• Understand the
h?v=ZzWpGm-
Types of importance of
jndQ&index
Communication: communication
Written, Oral, Non- as a means of
exchanging
verbal, Downward,
information
Upward, Lateral and • Analyze the
Interactive (Network ideal
and Grapevine) and communication
Electronic channel most
Communication effective to be
used in a
Barriers to effective particular
communication: situation
Filtering, Selective • Understand the
barriers to
Perception,
effective
communication
 MBA Program- Academic Year 2020-2021

Defensiveness and • Demonstrate

Language how to
overcome
potential
problems in
cross-cultural
communication
.
9 20-22 Leadership: Understa The student should be Mukesh Ambani
nding Leadership, able to: and Reliance
Difference between a Industries.
Leader and a Manager • Understand the (ICMR Case) https://www.you
tube.com/watch
characteristics ?v=uTaQuZkfg
Leadership Styles and that distinguish 2020 Ac
Determinants of a manager
from a leader
Leadership
• Understand https://www.yo
and identify the utube.com/w
Transactional,
various styles atch?v=x-
Transformational and ycseyaPDE&
of leadership
Charismatic Leader • Analyze which index
leadership
Trait Theories
style will be
Behavioral Theories: most effective https://www.yo
in a particular
Managerial grid and utube.com/watc
situation
Scandinavian studies h?v=AbL_ru_s
• Undertake
CGg&index
leadership
Contingency Theories:
roles for
Fiedler’s model, effectively
Situational Leadership influencing
Theory, Leader- people to work
Member Exchange productively
theory and Path goal
theory

10 23-24 Power, Authority & The student should be https://www.y

Politics: Definition of able to: outube.com/w
Power, Distinction atch?v=iheJu8
between Power, • Understand the e1evU
various types of
Authority and Influence
power sources https://www.yo
Bases (Types) of in an utube.com/watc
organization h?v=3wLDyPN
Power: Coercive, 4QMY&index
and how this
Reward, Legitimate, can be used
 MBA Program- Academic Year 2020-2021

Expert and Referent effectively to

Power influence
employee
Power Tactics behavior
• Understand
Organizational Politics- why some
Definition and nature of people or
politics and Politicking certain roles
are more
Factors relating to powerful over
political behavior: the others
Individual and • Understand the
Organizational Factors detrimental
consequences
Ethics of Power and of political
Politics behavior in
organizations

11 25-26 Conflict & The student should be Cyrus Mistry’s

Collaboration: Definit able to: Exit as Chairman https://you
ion and Sources of of Tata Group tu.be/2l-
Conflict • Understand AOBz69K
and apply (ICMR Case) U
Classification of different 2017
Conflicts: conflict
resolution
Intrapersonal,
techniques
Interpersonal and which will
Intergroup Conflicts equip them to
handle various
Organizational Conflict conflict
and its categories, situations as
Conflict Process managers
• Identify and
Negotiation: Definition apply effective
of Negotiation, negotiation
Approaches and techniques that
Process can be used in
bargaining
Approaches to Conflict
management
 MBA Program- Academic Year 2020-2021

Basic Concept of
Collaboration

12 27-28 Organizational The student should be

Structure: Understand able to:
ing Organizational
Structure: Concept of
Organizational • Understand the
Structure, Max designs of
Weber’s Bureaucratic different types
Model, Centralization, of
Decentralization, Span organizational
of control, Tall and Flat structures and
assess its
Structure,
impact on
Departmentalization organizational
and Formalization behavior.
• Understand
Organizational which
Designs:Simple organizational
structure, Matrix structure best
structure, Project enables an
Design, Network organization to
Design, Virtual achieve its
strategic goals
organizations,
Horizontal and
Boundary-less
organizations

13 29-30 Organizational The student should be Microsoft: Building

a Collaborative
Culture: able to: Work Culture to
Foster Innovation
The Nature of • Understand (ICMR Case)
Organizational Culture: what 2020
Definition, organizational
Characteristics and culture is.
• Understand the
Functions of
process of how
Organizational Culture the culture of
an
organization is
 MBA Program- Academic Year 2020-2021

and Strong Vs Weak formed and is

Culture maintained.
• Understand the
Uniformity of Culture: importance of
Dominant culture, Sub- how
culture and organizational
Formalization culture enables
effective
Beginning of Culture in functioning of
an
an organization:
organization
Selection, Top
Management and
Socialization

Learning Culture:
Stories, Rituals,
Ceremonies, Material
Symbols and Language

Building a positive
organization culture

14 31-33 Organizational The student should be Pearson My

Change: Forces for able to: Lab Mini
change, Managing simulation on
planned change and • Identify the change
forces that (Holden Evan)
Resistance to change Chapter 17
stimulate
Approaches to manage change in an
organization
organizational change
• Analyze how
Organization the transition
of an
development:
organization
Definitions and undergoing
Concept change can be
done smoothly
OD interventions based on
theories of
change
 MBA Program- Academic Year 2020-2021

Expectations from Students

a. Students must report to the respective sessions well before the announced time.
b. Read the Case Study / material well prior to the class discussion. He/she is also expected to
read the chapter indicated in the course plan as the faculty directs.
c. While attending sessions online the student is expected to switch their videos on during the
course of the session.
d. While attending online session the students are expected to mute their microphones while the
lecture is on, unless asked by the faculty member and encouraged to put their questions in the
chat box.
e. In the class discussion student is expected to participate actively and contribute to individual
and group learning. Evaluation is based on active participation.
f. Evaluation is a continuous process at IBS. Every student needs to be aware of the timelines
given in the section below. Absence from these evaluations will mean non-awarding of marks
in that particular component
g. Wherever applicable, group assignments require each student to contribute to the group effort.
This enhances group effectiveness and leads to greater appreciation of working in groups.
h. Formal dressing is suggested for all students.
i. Students are expected to show high regard and appreciation for in class discipline.
j. Each faculty has been given a scheduled consultation hour. Utilize this time to meet the faculty
and clarify doubts if any, seek explanations and get mentored if needed.
k. Attendance is compulsory in all sessions. However, refer to guidelines in your academic
handbook for exceptions.

APPENDIX-I

Evaluation components and weightages of different evaluation components

S.No. Components of Evaluation Weightage (%)

1. Test-1 Objective Test (MCQs) 20
2. Test 2- Descriptive test 20
3. Test-3 Project 10
4. Class Participation 10
5. Comprehensive Examination 40
Total weightage 100

Schedule for Evaluation Components:

• Test-1 Objective Test (MCQs) will be conducted on the 11th session of the course during the
common hour.
• Test-2 Descriptive Test will be conducted on the 22nd session of the course.
• Test-3 Project will have a continuous evaluation schedule in multiple phases.
 MBA Program- Academic Year 2020-2021

Wherever possible, the performance of the students in the internal evaluation components will
be discussed in the class giving as much detail as possible like the highest, lowest and average
performance. The comprehensive examination is conducted after completion of class room teaching.
Feedback to the students on internal evaluations will be given on a continuous basis.

APPENDIX-II

Below given is the list of few Video links that can be used by the students for few topics.

Swayam/NPTEL reference material details for Organizational Behaviour (OB) course –

Academic Year 2020-21

S.No. Course Topic URL Lecture by:

1 Introduction to https://www.youtube.com/watch?v=QQ by Dr.Namita Rajput, Sri Aurobindo

Organizational lS5ipfxeM&list College, University of Delhi
Behavior
https://www.youtube.com/watch?v=aOc By Dr.KakoliSen,
Z8sVDapA&list
GdGoenka University

2 Individual https://www.youtube.com/watch?v=0DI By Dr SusmitaMukhopadhyay, IIT

Differences & PY0yUAZk&index Kharagpur
Work Behavior

Perceptions & https://www.youtube.com/watch?v=DN By Dr SusmitaMukhopadhyay, IIT

Attributes dUY4nz1qQ&index Kharagpur

https://www.youtube.com/watch?v=hK By Dr SusmitaMukhopadhyay, IIT

CcZdqhs1I&index Kharagpur

3 Motivation https://www.youtube.com/watch?v=Mr By Dr SusmitaMukhopadhyay, IIT

ms1YmloWM&index Kharagpur

https://www.youtube.com/watch?v=G5 By Dr SusmitaMukhopadhyay, IIT

y5vyorrEM&index Kharagpur

4 Motivation and https://www.youtube.com/watch?v=IQ By Dr InderjeetDagar, University

important theories wlW4yZHes&list of Delhi
 MBA Program- Academic Year 2020-2021

5 Informal & https://www.youtube.com/watch?v=6m By Dr SusmitaMukhopadhyay, IIT

Formal Groups BLT7gux2I&index Kharagpur

6 Teams & https://www.youtube.com/watch?v=v1g By Dr SusmitaMukhopadhyay, IIT

Teambuilding igx9fwcY&index Kharagpur

7 Managing https://www.youtube.com/watch?v=KX By Dr SusmitaMukhopadhyay, IIT

Conflicts & Ti6S-pLa8&index Kharagpur
Negotiations

8 Power & Politics https://www.youtube.com/watch?v=3w By Dr SusmitaMukhopadhyay, IIT

LDyPN4QMY&index Kharagpur

9 Communication https://www.youtube.com/watch?v=Zz By Dr SusmitaMukhopadhyay, IIT

WpGm-jndQ&index Kharagpur

10 Decision Making https://www.youtube.com/watch?v=gW By Dr SusmitaMukhopadhyay, IIT

zZxzQmd4w&index Kharagpur

11 Leadership https://www.youtube.com/watch?v=x- By Dr SusmitaMukhopadhyay, IIT

ycseyaPDE&index Kharagpur

https://www.youtube.com/watch?v=Ab By Dr SusmitaMukhopadhyay, IIT

L_ru_sCGg&index Kharagpur