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Indian Institute of Management Lucknow POST GRADUATE PROGRAMME BS01101 BEHAVIOR IN ORGANIZATIONS COURSE OUTLINE TERM

Indian Institute of Management Lucknow

POST GRADUATE PROGRAMME

BS01101

BEHAVIOR IN ORGANIZATIONS COURSE OUTLINE TERM I, 2017-2018

Instructor and Contact Information NAME: PUSHPENDRA PRIYADARSHI E-MAIL: PUSHPENDRA@IIML.AC.IN OFFICE: 125, CHINTAN
Instructor and Contact Information
NAME:
PUSHPENDRA PRIYADARSHI
E-MAIL:
PUSHPENDRA@IIML.AC.IN
OFFICE:
125, CHINTAN BUILDING
OFFICE TEL:
6616
CONTACT HOURS: 16.00 TO 18.00 HRS ON MONDAY AND TUESDAY
COURSE CREDIT: 0.75
COURSE DESCRIPTION
The management of complex organizations requires a thorough understanding of the nature of human
behavior in organizational context. The Behavior in Organizations course responds to this need and
focuses on the interaction between individuals and groups within organizations, and the implications of
specific behaviors. Topics include individual behavior and how it is influenced by values, attitudes,
personality and emotion; culture; communication and motivation; understanding how groups and teams
work; leadership; the role of politics and power, and conflict and negotiation.
The course is designed to provide a powerful learning experience through a combination of
methodologies including engagement in dialogues on various academic perspectives, self-analysis and
feedback, role plays, case analyses and management games. Students will have opportunities to hone
their conceptual and behavioral skills in the safe environment.
COURSE OBJECTIVES
This course is designed to:
1. Provide a strong conceptual understanding of the behavior of people in organizations.
2. Develop students’ abilities to understand individual and group behavior within organizations.
3. Impart organizational behavior theories and frameworks, which can be applied for thinking and
reasoning about the dynamics of organizational situations.

4. Provide opportunities to practice the use of these conceptual frameworks through their application to organizational problems.

5. Serve as a foundation for other courses in the Behavioral Sciences domain.

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COURSE LEARNING OUTCOMES

By the end of the course the student should be able to:

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1. Understand and explain individual behavior and its implications in organizational settings by appreciating personality, values, attitudes, emotions, perception, decision-making and motivational theories.

2. Understand and explain leadership, group and team dynamics as well as their implications in organizational context. Appreciating power dynamics and politics in the organisation.

3. Understand the interplay between various aspects of individual and group level attributes and their role in problem solving.

4. Understand and appreciate the role of stress and emotions for effective functioning of an
4. Understand and appreciate the role of stress and emotions for effective functioning of an executive
and develop the skills to manage stress and emotions.
5. Develop the competence required to work effectively in a team.
6. Appreciate the organizational context and apply relevant contemporary organizational behavior
theories, concepts and models in order to analyze and act on organizational cases and issues.
7. Differentiate between the various leadership models, recognize own and other’s leadership styles,
and infer consequences of leader behaviors in given organizational situations.
8. Analyze and appreciate the role of social values in an Indian business context.
ALIGNMENT OF INTENDED PROGRAM & COURSE LEARNING OUTCOMES
Sn.
Programme Objectives
Course Learning (CL)
outcomes
1
To acquire knowledge and skills in key functional areas
CL
1,2,3 & 4
2
To internalize the knowledge and skills in key functional areas
CL
4,5 & 6; Case studies
3
To integrate and apply business knowledge
CL
6 & 7
4
To develop a global perspective
Case studies
5
To inculcate values of professionalism, ethical leadership and social
responsiveness
CL
7 & 8
6
To master relational and interpersonal communication skills
CL
1-8; Project
COURSE MATERIALS AND READINGS
TEXTBOOK
Robbins, S.P., Judge, T.A., and Vohra, N., Organizational Behavior, 16 th edition, Pearson Education: 2017
REFERENCE BOOKS
Luthans, F., Organizational Behavior, 10 th edition, McGraw Hill: 2004
Pareek Udai, Understanding Organizational Behavior, 3rd edition, Oxford University Press: 2011
Sinha, Jai B P., Culture and Organizational Behaviour, Sage Publication

Evaluation

Exams: There will be one examination. This would be held at the time of end term examinations.

Quizzes: There will be a minimum of two quizzes held during the course.

Group Project Report: Each student will be assigned to a group consisting of 8 – 10 students to complete project. More details of this group project report will be discussed in class.

PROJECT DETAILS TO BE PROVIDED SEPARATELY.

GRADING SCHEME

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Mid Term Exam

Not Applicable

End Term Exam

50%

Quizzes/ Assignments

20% - 30%

Group Project

20%

Total

100%

ACADEMIC DISHONESTY Academic dishonesty or misconduct is cheating that relates to an academic activity. It
ACADEMIC DISHONESTY
Academic dishonesty or misconduct is cheating that relates to an academic activity. It is a violation of trust
between the Institute and its stakeholders. Plagiarism, fabrication, deception, cheating and sabotage are
examples of unacceptable academic conduct. Please consult the PGP Manual for the section on academic
dishonesty.
COURSE SCHEDULE
Session
Topics to be covered in the course
Readings and
Assessment
Book Chapter
Criteria
1-2
Introduction to Organizational Behavior
Chapter 1
Quizzes, Exam
and Project
3
Personality and Values
Chapter 5
---Do---
The ordinary heroes of the Taj: By R
Deshpande and Anjali Raina: HBS Article
https://hbr.org/2011/12/the-ordinary-
heroes-of-the-taj
4
Emotions and Moods: Instrument on
Chapter 4
---Do---
Emotional Intelligence
5
Attitudes and Job Satisfaction: Case Study
Chapter 3
---Do---
6
Perception and Individual Decision Making: Role
Chapter 6
---Do---
Play
7-8
Motivation – Concepts and Application
Chapter 7 & 8
---Do---
Case Study: Saakshar Bharat Programme
9
Stress Management: Case Study
Chapter 17
---Do---
10
Group Dynamics
Chapter 9
---Do---
11
Understanding Teams
Chapter 10
---Do---
12-13
Leadership: Simulation
Chapter 12
---Do---
14
Power and Politics: CASE: Sasser, W. E., and
Chapter 13 &
---Do---
Beckham, H., “Thomas Green: Power, Office
Politics, and a Career in Crisis” (HBS case no.
14
2095): 2008
15
Integration and Feedback
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