Annexure ‘CD – 01’

Course Title: Organizational Behaviour L T P/S SW/FW No of PSDA TOTAL

Course Code: HR 601 CREDIT
UNITS
Credit Units: 3
Course Level: PG 2 0 0 2 3 3

Course Objectives:

This course is designed to give students a better understanding and grasp of the basic concepts and theories underlying individual behaviour besides developing
better insights into one’s own self Individual behaviour in groups, dynamics of groups and team building besides developing a better awareness of how they can
be better facilitators for building effective teams as leaders themselves

Prerequisites:
The course demands basic level knowledge of Business Organization and Human Behaviour at work. The course is ideal for students at any level to enable
them to be robust managers who will after doing this course, acquire the skills that efficient managers need to improve organizational relationships and
performance.

Course Contents/Syllabus:
Weightage (%)
Module I: Fundamentals of Organizational Behaviour
 Understanding Organizational Behavior and Foundations of Individual Behaviour. 20%
 Nature, Scope, Limitations and Importance of Organizational Behaviour.
 Models, Approaches and Multidisciplinary Nature of Organizational Behaviour.
 International Dimensions of Organizational Behaviour and Emerging Challenges in Global
Context.
 Future of Work :OD in the age of Artificial Intelligence
Module II: Learning and Behaviour Modification through Motivation
 Issues between Organizations and Individuals. 25%
 Perception-Introduction, Attribution Theory and Individual Decision Making.
 Introduction and Theories of Learning.
 Introduction, Nature, Applications and Complexities in Motivation
 Early Theories and Determinants of Motivation
 Transactional Analysis
 Personality- Introduction, Features, Determinants, Traits, Theories and Matching of Personality
with Jobs.
 Values, Attitudes-Job Satisfaction, Job Involvement and Organizational Commitment.
 Contributions to Behaviour Modification.
 Next Generation Key Performance Indicators : Strategies to Maximize Performance
Module III: Leadership and Group Dynamics- Building Organizations through Human Glue
 Group Dynamics- Concept, Types, Models of Group, Stages in Group Development, Informal 25%
Organizations and Communications- Group Decision Making, Meetings, Creating High
Performance Teams.
 Organizational Power, Influence and Politics
 Nature, Approaches, Theories and Styles of Leadership- Conventional Vs Global Perspectives
 Future of Leadership in the Digital Economy
 Empowerment and Participation-Nature, Process, Programs and Considerations towards Labour-
Union Attitude towards Participation
 Conflict in Organizations and Negotiation
 HR Analytics :People Analytics
Module IV: Organizations and their Effects

 Organizational Change : Concept ,Importance , Sources of Change and Work systems 20%
 Resistance to Change and Implementing Change Successfully.
 Organizational Culture, Organizational Structures, Technology and Designs.
 Overview of Organizational Development- Benefits and Limitations.
 Quality of Work Life (QWL) and Socio Technical Systems.
 Managing Communication, Managerial Roles and Skills.
 Mentoring and Coaching, Fear at Workplace, Stress and Counseling.
Module V: Ethics and Social Responsibilities
 Introduction-Ethics and Unethical Behaviour. 10%
 Creating an ethical workforce-Guidelines for Managers
 Social Responsibility and Affirmative actions
Student Learning Outcomes:
 To define a theoretical understanding of the nature of individual and group behavior within organizations, such that students possess mastery of this
knowledge
 To identify students ability to draw conclusions and demonstrate inferences about attitudes and behavior, when confronted with different situations that
are common in modern organizations

Pedagogy for Course Delivery:

This Course is intended to emphasize on the development of interpersonal competencies of students and to allow individuals to effectively work as managers or
professionals in the rapidly changing, team-oriented, culturally diverse and technologically integrated global climate facing modern organizations.Varied
classroom approaches include lectures, cases, team projects, presentations and other experiential training techniques.

List of Professional Skill Development Activities (PSDA):

1. Survey/Interview
2. Review of Company Practices
3. Development of a Video Case

Lab/ Practicals details, if applicable:

List of Experiments:




Assessment/ Examination Scheme:

Theory L/T (%) End Term Examination (%)

30 - 70

Assessment/ Examination Scheme:

Theory L/T (%) Lab/Practical/Studio (%) End Term Examination

30% N.A 70%

Theory Assessment (L&T):

Continuous Assessment/Internal Assessment End Term
Examination

Components (Drop
down)
Mid-Term Exam Project Case Study Attendance

Linkage of PSDA with PSDA 1 & 2 PSDA 3

Internal Assessment
Component, if any

Weightage (marks)
10 10 5 5 70

Text:
 K. Ashwathappa, Organisational Behaviour, Tata McGraw-Hill
 Kapoor Shikha (2015) Human Resource Management ( Text and cases) Taxmann Publishers
https://www.taxmann.com/bookstore/academic/human-resource-management.aspx

 Keith Davis, Organisational Behaviour, Tata Mc Graw-Hill

 Keith Davis, Human Behaviour at Work, Tata McGraw-Hill
 R.K.Suri, Organizational Behavior Text and Cases, Wisdom Publications.
  Luthans, F. (2005), Organizational Behaviour, McGraw – Hill International Edition.
 Robbins, S.P. (2005), Organizational Behaviour, Eleventh Edition, Prentice Hall of India.
 Greenberg, J. & Baron, R.A. (2005), Behaviour in Organizations, Pearson Education.

References:
 Newstrom John W. and Davis Keith, (1993), Organizational Behaviour: Human Behaviour at Work, Tata McGraw Hill, New Delhi
 Agarwal R. D., (1995), Organisation and Management, Tata McGraw Hill, New Delhi
 Schermerhorn, J.R. Jr.; Hunt, J.G. & Osborn, R.N. (2008), Managing Organizational Behaviour, 9th Edition, John Wiley & Sons.
 Buller,P. and Schuller, R.; Managing Organizations: Cases in Management, Organizational Behavior and Human Resources Management: South-
Western College Publishing, OH.
 Hitt, Miller, and Colella; OB: Organizational Behavior; 3rd ed. John Wiley & sons; “Binder Version, 2011.

Any other Study Material:

 L.M.Prasad. Organisational Behaviour , Sultan Chand & Sons
 Uma Sekaran, Organisational Behaviour : Text & Cases, Tata Mc Graw-Hill
 http://www.amazon.com/Webcam-Magic-Transformance-Technology-ebook/dp/B004D9FW0C
 http://www.amazon.com/Beyond-Reason-Using-Emotions-Negotiate/dp/0143037781
 Sejits, G.H., Latham, G.P., Tasa, K., & Latham, B.W. (2004). Goal setting and goal orientation: An integration of two different yet related
literatures. Academy of Management Journal, 47:227-239.

 Steers, R. M, Mowday, R. T, & Shapiro, D. L. (2004). Introduction to special topic forum: The future of work motivation theory. Academy of
Management Review, 29, 379-387. (Also skim through other articles in this special topic volume.)

 Deci, E.L., Koestner, R., & Ryan, R.M. (1999). A meta-analytic review of experiments examining the effects of extrinsic rewards on intrinsic
motivation. Psychological Bulletin, 125: 627-668.

 Colquitt, J. A., & Rodell, J. B. 2011. Justice, trust, and trustworthiness: A longitudinal analysis integrating three theoretical perspectives. Academy Of
Management Journal, 54: 1183-1206.

 Cropanzano, R. & Rupp, D.E. 2003. An overview of organizational justice: implications for work motivation. In R. M. Steers, L. W. Porter & G. A.
Bigley (Eds.), Motivation and Leadership at Work. New York: McGraw-Hill. (also skim this highly cited article Cropanzano, R. Byrne, Z.S., Bobocel,
D.R. & Rupp, D.E. 2001. Moral Virtues, Fairness Heuristics, Social Entities, and Other Denizens of Organizational Justice. Journal of Vocational
Behavior, 58, 164–209.)

 Colquitt, J. A., Conlon, D. E., Wesson, M. J., Porter, C. O. L. H., & Ng, K. Y. 2001. Justice at the millennium: A meta-analytic review of 25 years of
organizational justice research. Journal Of Applied Psychology, 86:425-445.