INSTITUTE OF BUSINESS MANAGEMENT

College of Business Management

Department of Management &HR
ORGANIZATIONAL BEHAVIOR -MAN302

Aim of the course

In recent years a large part of success in any management job is developing good interpersonal or people skills, managers need to be technically competent in their
area of expertise, but technical knowledge isn’t enough. Successful managers and entrepreneurs need people skills in order to work with others.

The course prepares the students into managers. To make them understand that organizations are complex systems and everything within an
organization that people do depends upon their behavior. OB is a study of how people behave as individuals, in groups and how groups behave as
parts of organizations. An effective organization is one that understands and manages optimum levels of these three types of behavior and increase
productivity, job satisfaction, reduces absenteeism, turn over and build a culture for organizational citizenship. It also refers to the attitudes of
individuals and groups in organizational context, the field of OB systematically studies these attitudes and behaviors and provides advice about
how organization can manage them effectively. Goals of the field include the prediction, explanation, and management of organizational behavior

Intended learning outcomes of the course (ILOs)

a. Knowledge and understanding:

i. To assimilate information and acknowledge inconsistencies
ii. Problem solving and critical thinking
iii. Replace Intuition with Systematic study.
Iv. Recognizing contemporary management challenges.
v. Analyzing the behavior of colleagues, manager and customer that arises from their deep-seated needs, life time experience and personal value system.
vi. Interpreting change.
vii. Cultural contingencies.

b. Intellectual skills
i. In-depth analysis
ii. Cognitive thinking
iii. To be able to synthesize information
 Organizational Behavior MAN 302.
Week Reading&
wise Preparation Learning Methodology
Session Topic Learning Objectives
1 Introduction to OB * Lecture * Acquaint students about OB.
 Interpersonal Skills * Ethical Dilemma * Highlight the importance of
 Management Roles and (Lying in business.) developing interpersonal or
Skills Case Study on: How is people skills.
 Overview of OB this stuff going to help * Consider the role of OB in
me. improving productivity;
 Challenges and
reducing absenteeism,
Opportunities for OB
turnover, and deviant
 Developing an OB workplace behavior; and
Model increasing OCB and job
 Global Implications satisfaction.

2 Diversity in Organizations
 Levels of Diversity
 Biological
Characteristics
 Intellectual and
Physical Abilities
 Diversity Management
Strategies
 Global Implications
Article on: “Effective * Lecture * View diversity from various
Managers say the same * Experiential Exercise perspectives.
thing (Feeling excluded.) * Consider the importance of
twice”,HBR,May2011. Case study on: diversity for a manager.
Increasing age
diversity in the
workplace.

3 Attitudes and Job Satisfaction Article on :”How to * Lecture * Understand the major job
 Components of Attitude cultivate engaged * Case (Long hours, attitudes and the main causes
 Major Job Attitudes Employees”, HBR, Sep hundreds of e-mails, of job satisfaction.
2011. and no sleep.) * Consider the implications of
 Impact of Job
Satisfaction job satisfaction and
dissatisfaction in the
 Global Implications
workplace.

4 Personality and Values Article on :” What it * Lecture * Explain the link between
 Measuring Personality takes to be a great * Case : Is there a price personality and work behavior.
 Myers-Briggs Type employer”, HBR, for being too nice? * Provide insight into how
Jan2011.
 Indicator (MBTI) values can explain attitudes,
 Big Five Personality behaviors, and perceptions.
Model
 Terminal vs
Instrumental Values
 Generational Values
 Linking Personality and
values to the Workplace
 Global Implications
(Hofstede’s and Globe
Frameworks for
Assessing Cultures)

5 Perception and Individual Article on: “Who * Lecture * Understand the factors that
Decision Making really makes the Big * Ethical Dilemma influence perception.
 Factors Influencing Decision in your (Five ethical decisions: * Explain the link between
Perception. company”,HBR, what would you do?) perception and decision
 Person Perception Dec2011. making.
 Perception and
Individual Decision
Making
 Decision Making in
Organizations
 Influence of Individual
Differences and
Organizational
Constraints on Decision
Making
 Ethics in Decision
Making

6 First Mid Term

7&8 Motivation: Concepts and Harvard Business * Lecture * Understand the theories of
Applications Review Article: * Experiential Exercise motivation and their relevance
 Early Theories Creating Sustainable (Goal-setting task.) in the workplace.
 Contemporary Theories Performance. * Case Its not fair!
* Case (Thanks for
nothing.)
9  Motivating by Job *Recognize individual
Design differences in order to design
 Employee Involvement jobs to align with individual
Programs needs.
 Using Rewards to * Understand the link between
Motivate Employees rewards and performance

10 Foundations of Group Behavior Harvard Business * Lecture * Appreciate the theories

 Defining and Review article: * Experiential Exercise underlying group behavior.
Classifying Groups If You want to Herd Behavior and the * Consider the impact of
 Stages of Group win,tell your housing bubble. different factors on group
Development team its losing. performance
 Group Properties
 Group Decision Making
 Global Implications

11 Leadership Harvard Business * Lecture *Understand the different

 Trait Theories Review * Video leadership styles.
 Contingency Theories article:”Wilderness * Link leadership styles to the
leadership-on job”. workplace.
 LMX Theory
* Assess whether leadership
 Charismatic and
styles generalize across
Transformational
cultures.
Leadership
 Authentic Leadership
 Mentoring
 Challenges to the
Leadership Construct
 Finding and Creating
Effective Leaders
 Global Implications

12 Second Mid Term

13 Organizational Culture Harvard business * Lecture * Understand how
 Characteristics of Review: * Case (Mergers don’t organizational culture can
Organizational Culture 2011,Sept,”Culture always lead to culture influence employees.
 Effects of Clash in the clashes.) * Show how culture is created
Organizational culture boardroom”. and transmitted to employees.
  Creating and Sustaining
Culture
 Creating an Ethical and
Positive Organizational
Culture

14 Organizational Change and Harvard Business * Lecture * Identify forces that act as
Stress Management Review article: Getting * Case (The Rise of stimulants to change and
 Forces for Change people to do their best Extreme Jobs) contrast planned and
 Planned Change work. unplanned change.
 Approaches to *List the sources for resistance
Managing Change to change and compare the
four main approaches to
 Creating a Culture for
managing organizational
Change
change.
 Work Stress and its *Define stress and identify its
Management potential sources.
*Explain global differences in
organizational change and
work Stress.
15 Final Exam
Teaching and learning methods

a. Problem solving……………………
b. Case Studies………
c. Presentations & Group discussions…
d. Class room lectures…………………
Assessment … to access Assessment schedule: week: Weight age
methods
1 Quizzes Up date subject knowledge.
}
2 Assignments Knowledge ,understanding& reinforce class learning 9 }1 5%
concepts
3 Case discussions Intellectual and analytical skills 4 to 13 5%
4 1st &2ndMid Term Knowledge and understanding 30%
6 Research term report Professional and practical skills 7 to 14 10%
7 Final exam Professional skills &subject knowledge. 30 session 40%

Essential books (text books)

Organizational behavior By Stephen P. Robbins 16th edition.

Recommended books…….
1. Organizational behavior (human behavior at work) By John W. Newstrom &Keith Davis 11th edition.
2. Organizational behavior (understanding and managing life at work) By Gary Johns.
3. Organizational behavior By Mamta Pandey &Yogendra Singh.

Two Golden disciplinary rules

1. In order to be fair with the whole class punctuality is mandatory. Attendance will be closed 5 minutes after start.
2. Iobm’s Policy on attendance awards an F grade if there are more than 2 absences. Three late will be
marked as one absence. The fact is that the course is structured in bi-weekly modules so
missing one class can result in a significant gap in your studies that you will have to make up on
your own.