Standardized Outline for Courses

Part A: Basic Details

Name of Course
(Kindly also mention the O B - II: Organizational Structure, Design And Change
course code – e.g., MGCH20-4 – (BOB2BD22-3)
assigned by the Dean’s Office)
Course Instructor(s)
Ankit (ankit@xlri.ac.in)
(Please provide email id)
Academic Associate(s)
Anjali Yadav (anjaliyadav@xlri.ac.in)
(Please provide email id)

Area Organizational Behavior

Program & Year

Business Management (BM 2022-24)
(e.g., HRM 2020-22)

Term 3rd Term

Type of Course
Core
(Core/Elective/Workshop)

Number of Credits 3

Number of Classroom Contact

30 hours
Hours
Course pre-requisites
(if any, including cut-off grades NA
in specific core courses)
Understanding the Theory and Design of Organizations, 11e,
Course Textbook
Cengage (Daft & Uppal)
Course Handout to be Provided Cases and articles to will be shared before the relevant
(Yes/No) sessions
No. of Sessions to be taken by
None
Guest Faculty
Name of Guest Faculty
(if identified) NA
(Please provide email id)

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Part B: About the Course

Course Description Understanding how organisation design affects

Course Learning Objectives
Who is the course suitable for?
(For electives only)
organisational success is essential for managing
complex organisations. This need is met by
the course, which emphasises core design
concepts, factors influencing design decisions,
and how organisation designs change as the
internal and external environment does. Also, it
helps participants’ understanding of the
environmental changes that have an impact on
organisational structures, actions, or
behaviours.
1-With the knowledge gained from this course,
a manager should be able to comprehend the
organisational environment and strategy and
create an organisational design that achieves
efficiency and effectiveness while remaining
adaptable enough to deal with changes.
2-Additionally, they should gain the skills
necessary to come up with plans for
implementing effective change, learning, and
growth across a work organization's life cycle.
NA

Part C: AOL - Learning Goals Mapping at the Course Level*

[Kindly note that one Learning goal - ‘Functional Knowledge’ is assessed separately as stand-alone
tests and hence not included in the list below!]

AOL Learning Goal (PLO) chosen Please put a tick mark

Decision Making 
Quest for Excellence
Sustainability
Global Mindset
Ethical Conduct
Communication
Please indicate the rationale for choosing the Modern businesses aim for both flexibility and
specific learning goal(s) for this course efficiency and the goal of the course is to instil
the ability to strike a balance between the two
objectives while making decisions on
organisational structure, culture, environment,
and change.

*Description appended at the end of the document

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Session Plan*

Chapters from Course Textbook Pedagogy

Session and Reading Material (Case Studies/in-class
Session Topic Course Learning Objectives
No(s) (other than Case Studies) exercise/questionnaire/presentations)

1 Introduction to Organization 1 Chapter 1

Theory

2 Organizational Effectiveness 1 Chapter 3 The Dabbawala System: On-Time

Delivery, Every Time 610059-PDF-ENG

3 Environment – Strategy 1 Chapters 4 & 6 Netflix in India: The Way Ahead

Relationship W17100-PDF-ENG

4 Organizational Design: Basic 1 Chapters 2 & 5

concepts and challenges;
International and Virtual
organizations
5-6 Structure: Dimensions and 1 Chapter 2 Appex Corp. 491082-PDF-ENG
Types

7 Environment-Strategy- 1 Chapters 2 & 6 Arla Foods - Matching Structure With

Structure Relationship Strategy W13456-PDF-ENG

8 Organizational Decision 1 Chapter 8 Decision Making at the Top: The All-

Making Star Sports Catalog Division 398061-
PDF-ENG

9 Organizational Innovation 1 Chapter 10 Connor Formed Metal Products

193003-PDF-ENG

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10 Information and Control 1 Chapter 11

Processes

11 Technology and Design 1 Chapter 13 Toyota Motor Manufacturing, U.S.A.,

Inc. 693019-PDF-ENG

12 Organizational Conflict and 2 Chapter 7 Dr. Amita Joshi at Samuel Drugs

Politics Limited W11007-PDF-ENG

13-14 Organizational Culture 2 Chapter 9 Tony Hsieh at Zappos: Structure,

Culture and Radical Change IN1249-
PDF-ENG

15 Organisational Life Cycle 2 Chapter 12 Recipe for Success: Growth and

Evolution at Café Cupcake 919509-PDF-
ENG

16 Organizational Learning 2 Chapter 10 Kickboxing" at Adobe Systems SCG510-

PDF-ENG

17-18 Change Management 2 Chapter 8, 10 Transforming Hindustan Unilever

120022-PDF-ENG

19 Crisis Management 2 - Role Play

20 Course Wrap-up 1,2

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Note: - The course instructor may modify the sequence of topics or coverage based on initial experience and the mid-course review. * Also, the course

instructor may suggest additional readings or cases.

For Attendance Norms, please refer to section 10 of the Student’s Manual.

For Evaluation and Grading Norms, refer to sections 20, 21 and 22 of the Student’s Manual.

For Disciplinary Action, refer to sections 26 and 27 of the Student’s Manual.

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Details of Evaluation Components

Evaluation Module Yes/No Weightage for the PLO sub-dimension Average Number of Hours of
Evaluation Component1 measured Work Outside the Classroom2
Mid-Term Yes 20 Functional Knowledge 10

End-Term Yes 40 Functional Knowledge, Decision 25

Making
Personal Learning Paper Yes 10 10

Case Discussion (Group) Yes 10 Decision Making 10

Project (Group) Yes 20 Functional Knowledge, Decision 15

Making

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