Organizational Behaviour by Examining Psychological Theories That Provide Insight Into Human Behaviour at Work

IILM Graduate School of Management
(For other Sections)
Module Name: Organizational Behavior (IGSM/19-21/ 507)
Nearest Indian Course Name: (Organizational Behavior)
Brief Module Description (One/two sentences): The course introduces the fundamental principles of

Organizational Behaviour by examining psychological theories that provide insight into
human behaviour at work.
Academic Year: 2019-20
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1. Introduction to the Module and Module Objective:
Organizational Behavior (OB) is the study and application of knowledge about how people, individuals
and groups act in organizations. The course relates theory and research to organizational problems at
micro level by reviewing basic concepts such as individual motivation and behavior; decision making;
interpersonal communication and influence; small group behavior; and dyadic, individual, and inter-group
conflict and cooperation. At macro level by focusing on organizational growth, organizational change,
organizational learning, leadership, communication, culture and structure.
Course Focus: This course helps to understand behavior at both individual and team level in
organizational settings. Building on the discipline of social psychology, this course helps students to
cultivate mind-sets and build skills to understand the ways in which organizations and their members
affect each other. Student will learn frameworks for diagnosing and resolving problems in organizational
settings at individual, team and organization level. This course will help you prepare for your managerial
career, providing you frameworks for diagnosing and dealing with problems and opportunities that
typically arise in organizational settings. This course helps to provide tools that can help you successfully
lead individuals, groups and organizations. In essence, it serves as a practical guide to managing
workplace behavior- your own and that of your coworkers. The combination of academic perspective and
personal engagement creates a powerful learning experience.
Learning Outcomes: On completion it is expected that participants will have acquired:
 An understanding of factors affecting individual and group behaviors in organization settings.

 Critical thinking skills to analyze self and apply acquired skills appropriately in judgement
 The capacity to identify individual role in team formation and decision making.
 People skills to align group goals with organizational goals
 Skills to effectively address potential stressors and apply tools to cope with it.
2. Introduction to the tutors
2.1 Area Chair Name: Dr Shyamali Satpathy

Phone Number: 0120-66706646
Email id: shyamali.satpathy@iilmgsm.ac.in
Cabin Location: Second Floor
Website URL: http://www.faculty.iilmgsm.ac.in/faculty/
2.2 Module Leader Name: Dr Shikha Bhardwaj

Phone Number: 01206670697
Email id: shikha.bhardwaj@iilmgsm.ac.in
Cabin Location: First Floor
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2.3 Tutors:
Name: Dr Abha Singh

Phone Number: 0120-66706__
Email id: abha.singh@iilm.edu
Name: Dr Shikha Bhardwaj

Email id: shikha.bhardwaj@iilmgsm.ac.in
Name: Prof. Sonika Sharma

Email id: sonika.sharma@iilmgsm.ac.in
Name: Dr Shyamali Satpathy

Phone Number: 0120-66706646
Email id: shyamali.satpathy@iilmgsm.ac.in
Website URL: http://www.faculty.iilmgsm.ac.in/faculty
3. Module Pre-requisite:
There is no pre-requisite to the module. However, go through the following Coursera link for
supplementing your learning in this module.
Organizational Behavior: How to Manage People
https://www.coursera.org/learn/managing-people-iese
Preparing for the class and other details:

The course outline details on the session plan and readings for each session in the following sections. You
are expected to go through the relevant materials/pre-readings provided in the course pack before you
reach the class room. Similarly, for sessions identified for group discussion of the case must precede
discussion of the same in the class room. Adequate preparation at an individual/group level will
determine the quality of discussion we have and your learning from each session. Read the articles and
readings mentioned in the course manual. Refer to the web resources and links that have been shared
alongside the sessions. This module has number of activities as well as readings to be done in the class
which also includes group task. The readings and activities will be a mix of individual as well as group
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tasks. Hence, high level of team membership is required in this module. This module also requires
continuous updation of self-Journal which includes high attention and attentiveness during session.
Attendance for each session is compulsory.
4. Module Overview
Session No. Topics

Session 1 What is organizational Behavior?
Session 2 Fundamentals of Individual behavior
Session 3 Attitude & Job Satisfaction
Session 4 Emotions & Moods
Session 5 Personality & Values
Session 6 Perception and Individual decision making
Session 7-8 Motivation Concepts
Session 9 Motivation: Concept to application
Session 10: Managing behavior at workplace
Session 11 Foundation of Group Behavior
Session 12 Understanding Work Teams
Session 13 Communication
Session 14-15 Group Assessment – Presentations
Session 16 TA and Assertive Behavior
Session 17 Basic Approaches of Leadership
Session 18 Contemporary Issues in Leadership
Session 19 Power & Politics
Session 20 Conflict & Negotiation
Session 21 Participation & empowerment - Guest Session by industry HR experts
Session 22 Foundation of Organization Structure
Session 23 Organization Culture
Session 24 Organization Development & Change
Session 25 Stress Management
Session 26 Organization behavior across Culture
Session 27 End Term Exam
5. Module Readings
5.1 Main Text –

 Organizational Behavior. (13thEdition) by Stephen P Robbins; Timothy, A. Judge & Seema
Sanghi. Pearson Education
 Organizational Behavior by Luthans (12th Edition)
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5.2 References
 Organizational Behavior: A South-Asian Perspective (7 th Edition) by Quick, J.C, Nelson, D.L
& Khandelwal. Cengage Learning
 Behavior in Organizations (8th Edition) by Greenberg, J & Baron, R.A. Prentice Hall of India
 Organizational Behavior, Fred Luthans (FL); McGraw Hill International Edition
5.3 Journals:
At this stage we are not referring to any journal for this course.
5.4 Recommended Articles, Other Material:

Each session in its description lays down the articles recommended if any for the particular
session.
E-books:
 Organizational Behavior by Robbins and Judge (15th Edition)
http://bba12.weebly.com/uploads/9/4/2/8/9428277/organizational_behavior_15e_-
_stephen_p_robbins__timothy_a_judge_pdf_qwerty.pdf
 Organizational Behavior by Luthans (12th Edition)
https://bdpad.files.wordpress.com/2015/05/fred-luthans-organizational-behavior-_-an-evidence-
based-approach-twelfth-edition-mcgraw-hill_irwin-2010.pdf
5.5 Websites
The web is rich in resources when it comes to articles on organizational behavior. The list below
is only indicative and not exhaustive.
 www.shrm.org
 www.peoplematters.com
 www.hbr.org
6. Session Plan
Session 1
Title: What is organizational Behavior?
Description of the session: This session will give you an overview of organizational behavior. The aim is
to simplify and to complicate your understanding of human behavior in organizations: simplify by
systematizing and interrelating some basic ideas and to complicate by pointing out the infinite shades of
grey and multitude of interacting variables that are present when attempting to make sense of human
behavior in organizations. The session will also focus on the changing nature of work. One of the most
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important challenges for organizations is adapting to people who are different. We describe this challenge
as workforce diversity. Whereas globalization focuses on differences among people from different
countries, workforce diversity addresses differences among people within given countries.
Learning Outcome:
 To understand the concept of Organizational behavior and role of interpersonal skills in

organization settings
 To identify various forces and factors affecting organizational behavior model.
 To understand the how the world of work is changing and factors such as diversity play an
important role.
 Explain the social and demographic changes that are producing diversity in organizations.
Required Reading:
 Chapter 1, OB by Robbins, Sanghi and Judge (13th Edition), Pg (4-37)

 Experiential exercise, Pg 40, OB by Robbins, Sanghi and Judge (13th Edition)
Desired Readings
 An article on “evolution of organization behavior from principles of management and history of

management”
https://www.wisdomjobs.com/e-university/principles-of-management-and-organisational-
behaviour-tutorial-366/history-and-evolution-of-organisational-behaviour-12812.html
Cases: Apple goes global (1 Page)
Project (if any)
Session 2
Title: Foundations of Individual behavior
Description of the session: This session will explain the role of individual ability and biographical
characteristics in learning process. Biographical characteristics include age, gender, race etc. and ability
means the capacity to perform a task. It includes intellectual and physical ability. These factors Required
develops a surface parameter of individual learning and bring diversity in organization.
Learning outcome:
 To understand how the key biographical characteristics are relevant to OB
 To learn how physical and biographical abilities effect one’s learning pattern
Required Readings
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Desired Readings
 A research article on “An Empirical Investigation into the Impact of Personality on Individual
Innovation Behavior in the Workplace”
https://www.sciencedirect.com/science/article/pii/S1877042813015413
Cases: The high flyer and generation gap, HBR case
Project (if any)
Session 3
Title: Attitude & Job satisfaction
Description of the session: In this session students will understand and how we feel about something.
Attitudes are complex. In order to fully understand attitudes, we must consider their fundamental
properties or components. Attitude is an integral component in developing job-related behavior. They will
also inter-link affect or attitude over job satisfaction. There are three types of job-related behavior that an
organization intends to observe or capture in an employee at workplace. These are - job involvement,
organization commitment and job satisfaction.
Learning Outcome:
 To understand three components of attitude

 To corelate the association between attitude and behavior at workplace
 To identify the main causes of job satisfaction and how attitude plays important role in it
Required reading:
Desired Readings
 Should we rehire a defector? (HBR, 2017)
Project (if any)
Session 4
Title: Emotions and Moods
Description of the session: There are dozens of emotions including anger, contempt, enthusiasm, envy,
fear, frustration, disappointment, embarrassment, disgust, happiness, hate, hope, jealousy, joy, love, pride,
surprise, and sadness. Numerous researchers have tried to limit them to a fundamental set. But some
argue that it makes no sense to think in terms of “basic” emotions because even emotions we rarely
experience, such as shock, can have a powerful effect on us. Other researchers, even philosophers, say
there are universal emotions common to all. René Descartes, often called the founder of modern
philosophy, identified six “simple and primitive passions”— wonder, love, hatred, desire, joy and sadness
and argued that “all the others are composed of some of these six or are species of them.
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Learning outcome:
 To differentiate emotions from mood and identify basic emotions and basic moods
 To identify sources of emotions and moods
 To determine strategies for emotional regulation and their likely effect
Required Reading
 Chapter 8, OB by Robbins, Sanghi and Judge (13th Edition), Pg (278 – 297)
Desired Readings:
 An article on “the impact of emotions and moods and other affect -related variables on creativity
and initiative”
https://www.researchgate.net/publication/47342223_The_impact_of_emotions_moods_and_other
_affect-related_variables_on_creativity_innovation_and_initiative
Cases: Are Emotions Contagious in the Workplace? | Brandon Smith | TEDxEmory,

https://www.youtube.com/watch?v=Le9Isb03RY8
Project (if any)
Session 5
Title: Personality & Values
Description of the session: Personality and values are major shapers of behavior. In order for managers
to predict behavior, they must know the personalities of those who work for them. The session starts out
with a review of the research on personality and its relationship to behavior and ends by describing how
values shape many of our work-related behaviors. The Big 5 assessment will be done to understand the
concept of personality. This session also examines the importance of values and beliefs in a person’s life.
Learning Outcome:
 To understand personality, explain how it is measured and explain factors determining the
personality
 To identify key traits required in Big Five theory of personality and inter-link their impact on
behavior at work
 Define values, understand the importance of values, and contrast terminal and instrumental
values.
Required reading:

 Self-Assessment Inventory 1: Big Five Personality test
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Desired Video:
 http://www.youtube.com/watch?v=aS_d0Ayjw4o is an introduction of the movie ‘A beautiful

mind’, a true story of Nobel laureate and how he coped with extraordinary conditions.
Cases:
Project (if any)
Session 6
Title: Perception and decision making
Description of the session:
Perception is primarily an individual process so that different people may perceive an identical situation
differently. The session will focus on the factors that influence perception and how it affects behavior in
social settings and work place. The old saw is that “perception is reality” and managers must learn what
“reality” their workers are reacting to in order to effectively predict behavior. This session examines how
perception acts to create an employee’s view of reality and modifies decision-making. This session will
also focus on ways in which people form perceptions about each other and why we judge people
differently. The student will also examine the nature and consequences of distorted social perception in
the workplace.
Decision making is a critical activity in the lives of managers. The decisions range from simple, routine
matters to new and complex decisions that require creative solutions. This session will focus on how
bounded rationality affects decision making and the role played by perception in influencing these
decisions.
Learning outcomes:
 Define perception and explain the factors that influence it.

 Explain the assumptions of bounded rationality and the role of social distortions when judging
others
 Identify the shortcuts individuals use in making judgments about others.
 Explain the link between perception and decision-making.
Required Reading:
 Chapter 5, OB by Robbins, Sanghi and Judge (13th Edition), 157-174

 Experiential exercise 2 (Pg 183), OB by Robbins, Sanghi and Judge (13th Edition)
Desired Video:
 Person Perception: http://www.youtube.com/watch?v=w7lsmRhqO6I (10.35 min)
Cases
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Projects (if any)
Session 7-8
Title: Motivation Concepts
Motivation concepts are most frequently used dimensions in individual and organisation systems. The
willingness to exert high levels of effort toward organizational goals, conditioned by the effort's ability to
satisfy some individual need. Where 'need' is some internal state that makes certain outcomes appear
attractive. The individual forces that account for the direction, level, and persistence of a person's effort
expended at work. Motivation concepts are built on need theories, followed by three different components
– Process, Content and reinforcement factor of aligning individual needs with organisational goals.
Learning outcome:
 To describe the elements of motivation
 To understand early theories of motivation and their applicability today
 Apply the predictions of self-determination theory to intrinsic and extrinsic rewards
 Apply the key tenets of expectancy theory to motivating employees.
 Demonstrate how organizational justice is a refinement of equity theory
Required reading:
Desired reading
 Article 2 – What to do with a struggling colleague? (HBR article, 2016)
Case
Project (if any)
Session 9
Title: Motivation: Concepts to application

Motivation is one of the major areas of interest in OB. Properly motivating a workforce can lead to gains
in productivity, innovation, and employee retention. This session will review the basics of motivation,
and help to understand it link with work performance. Simply knowing about motivational theories is not
enough to make managers effective. Managers must be able to apply these theories in the workplace to
increase worker motivation. This session will review the job characteristics model, discuss some ways
jobs can redesigned, and then explore some alternative work arrangements.
Learning outcome:
 Describe the key factors affecting motivation
 To understand the relationship between motivation and work performance
 Describe the job characteristics model and evaluate the way it motivates by changing the work
environment.
 Compare and contrast the main ways jobs can be redesigned
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Required reading:
 Experiential Exercise 3 (Pg 263), OB by Robbins, Sanghi and Judge (13th Edition)
Desired Reading:
 Kerr, S., (1995). “On the Folly of Rewarding A, While Hoping for B.” Academy of Management
Executive. (15 Pages)
Related Video:
 The Psychology behind employee motivation http://www.youtube.com/watch?v=cSIBrsUEdPY

(5.28 min)
Cases
Projects (if any)
Session 10
Title: Managing behavior at workplace

In the academic discipline of OB Misbehavior is said to involve: …any intentional action by member/s of
organization/s that defies and violates (a) shared organizational norms and expectations, and/or (b) core
societal values, mores and standards of proper conduct. It includes aggression and violence at workplace;
fraud and theft; Bullying sabotage; workplace incivility, substance abuse at work and sexual harassment
at work. An important STEAL model has been developed to understand four motive behind a
misbehavior-S(support), T(thwart), E (even the score) and A(approval)L. These four motives and the
intentions of the person are different in each situation and can be uniquely handled.
Learning outcome:
 To differentiate between desired and undesired behavior at workplace
 To understand strategies of managing misbehavior at workplace
Required reading:
 Course material at NPTEL
https://nptel.ac.in/courses/110105034/20
Desired Readings:
Newspaper article on Ex-Tata executive
https://www.thehindu.com/news/national/ex-tata-executive-alleges-sexual-
harassment/article25406249.ece
Cases: Governance Gone Wild, Stanford Close Look Series, 2017
Projects (if any)
Session 11
Title: Foundation of Group behavior
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Understanding the team dynamics is the key that will be ensured in the session. You will be familiarized
with the group and team dynamics, interrelation between groups and teams, types of groups and teams
with team development process. You will be able to distinguish between groups and teams, stages of
group and team development with types of groups and teams. Students will be exposed to the concept
Team building which increases team members’ awareness and understanding of their working
relationships by focusing on their interaction with each other. We will discuss the role of trust in creating
high performing teams and will identify various organizational measures to develop trust at the
workplace. You will be able to explore various mechanism of developing trust in a team, ensure group
identity, and how to lead to team efficacy.
Learning outcomes:
 To distinguish between groups and teams, stages of group and team development with types of
groups and teams.
 To understand the importance of team culture for a team engagement and team performance.
 To learn various mechanisms of building trust and its role for creating high performing team.
Required Reading:
 Article:https://www.forbes.com/sites/sanjeevagrawal/2015/10/05/want-a-great-team-build-a-
great-culture/#222150ad20af
Desired Readings:
 How to Build a Better Startup Team:
https://www.gsb.stanford.edu/insights/how-build-better-startup-team
Case: Video: Developing Trusting Relationships: Chak De India:

Video Link https://www.youtube.com/watch?v=nXry2WYXFqU
Projects (if any)
Session 12
Title: Understanding Work Teams
Collaboration of teams requires effective structures for organizing the work, and a set of shared
expectations about how to communicate and manage work tasks. You will be oriented to the concept of
Group Structures, Group Norms and Roles that are necessary for group's performance. Teams and other
types of groups develop norms to indicate acceptable ways of interacting. Norms create expectations, set
standards, and reflect the collective value of the team members. Once formed, norms are not easily
changed. In the session we will understand the why exist a need of group structures and norm and how
these perspectives help in reducing the process loss like coordination losses depend on task, motivation
losses, aspects of social loafing, political struggles. Our focus would be on diversity with respect to
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demographic characteristics, personalities and different skill sets and ways to manage this diversity where
team members will feel appreciated for their contributions regardless of what they are. We will discuss
the nature of group cohesion, the positive and negative consequences of cohesion, and the inter-linkages
between cohesion and performance. You will be able to examine the cohesiveness concept in your
respective group with the help of the tool “How cohesive is your Group” and will be able to identify
critical factors necessary to build the cohesive high performing teams.
Learning outcomes:
 To understand the concepts of Group Structure and norms.

 To understand the dynamics of diversity of teams in terms of demographic characteristics,
personalities, different skill sets and cultures.
 To determine the role of group cohesiveness, inter linkage between cohesiveness and team
performance and different ways to bring cohesiveness among the team members.
 With the help of Belbin Team Role Inventory, students would understand their individual team
role and contribution on team performance.
Required readings:

 The Secrets of Great Teamwork HBR
https://hbr.org/2016/06/the-secrets-of-great-teamwork
 Tool: Belbin Team Roles
Desired readings:
 Diversity in the Workplace: Benefits, Challenges, and the Required Managerial Tools1 Kelli
Green, Mayra López, Allen Wysocki, Karl Kepner, Derek Farnsworth, and Jennifer L. Clark
https://edis.ifas.ufl.edu/pdffiles/HR/HR02200.pdf
Case:
 Video: Chak De India: Coach explaining norms

https://www.youtube.com/watch?v=s4wLYOGi148
Projects (if any)
Session 13
Title: Communication

We, as social beings, strive to establish close ties with one another. Yet we face problems to seek out
connections with others. Interpersonal relationship and effective team communication lead to high
productivity and performance of a team. The session will focus on addressing the issues of interpersonal
relationship and team communication to analyze the impact of it on team performance. What
interpersonal factors disrupt relations between team members, how can interpersonal relations be
improved; how team communications can me made effective: answer to these questions will be addressed
in the session. Communication is one of the most important process that takes place in organizations.
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Effective communication allows individuals, groups, and organizations to achieve their goals and perform
at high levels, and it affects virtually every aspect of organizational behavior.
Learning outcomes:
 Understand the process of communication and practice good reflective listening skills
 Distinguish between defensive and non-defensive communication.
 Role of social networks in communication
 Describe the five communication skills of effective supervisors.
Required Readings:
 Chapter 11, OB by Robbins, Sangha and Judge (13th Edition), 382-404
Desired Readings:
 An article on role of communication in between team decision making
https://core.ac.uk/download/pdf/19961046.pdf
Case: Chris in DSS consulting,
Projects (if any)
Session 14-15
Title: Group assessment
Situational analysis by each group and its chart paper presentation.
Session 16
Title: TA and Assertive Behavior
We would introduce the model “Transactional Analysis” to address one's interactions and communications
with the purpose of establishing and reinforcing the idea that each individual is valuable in a team. This
model will provide a framework to understand interpersonal relationship and communication between
individuals with different ego states. This session will focus on the dynamics of social influence. We a
social being we strive to establish close ties with one another. Yet we seek out connections with others also
metes out enmity when it confronts members of another group. The term intergroup relation refers to both
individual interactions involving members from different groups and the collective behavior of groups in
interaction with other groups, at either the intra ‐ or inter ‐organizational level. We address the issue of
improving these group relations with the help of different interventions in the session. What interpersonal
factors disrupt relations between groups, how intergroup relations can be improved; answer to these
questions will be addressed in the session? Through this session, students will be able to understand about
the social contract which is at the heart of groups and teams. A contract is an agreement between two
parties. If one party violates the terms of the agreement, the contract is no longer valid. This session deals
with major social influence topics, including persuasion, compliance, conformity, obedience, dissonance
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and self-attribution, conditioning and social learning, attitude-behavior relations, attitude involvement and
nonverbal communication.
Learning outcomes:
 To understand the importance of effective team communication on team performance.

 To learn how strong interpersonal relationship and team communication provide a base to
working together in a team.
 To understand the process of social influence by focusing on how social influence works at intra
or inter-organizational levels.
Required readings:
 http://www.ericberne.com/transactional-analysis/
 Tool: Eric Berne Transactional Analysis Inventory
Desired Readings
 Article on why ego states are important to learn in transactional analysis,
https://medium.com/@annachandy016/why-ego-states-are-important-to-learn-in-transactional-
analysis-bfd48349a2c7
Case
Projects(if any)
Session 17
Title: Basic Approaches of Leadership

Groups generally require guidance as they strive to reach their goals, and the individual who coordinates
and motivates the group can fundamentally shape the group’s future. A team leader plays an important
role in guiding the team members and motivating them to stay focused. If asked, “What one thing would
you change to turn an incompetent group into a productive one?” most people would answer, “The
leader.” Here we will try to answer questions like What is leadership? Who will lead? Why do some
leaders succeed and others fail? In the remainder of this section, we will begin the session with a
discussion on Leadership emergence, Personal qualities of leaders, leadership styles, and leadership and
group dynamics. You will be able to comprehend leadership, types, traits and models and their impact on
decision making.
Learning outcome:
 Define leadership and contrast leadership and management.
 To understand different leadership qualities, styles and the role of a leader in decision making.
 To elaborate on different leadership theories
 Identify the central tenets and main limitations of behavioral theories.
Required readings:
Desired readings:
 High Performing Team: A timeless Leadership topic
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https://www.mckinsey.com/business-functions/organization/our-insights/high-performing-teams-
a-timeless-leadership-topic
Case: How much Change a CEO should demand? (HBR, 2017)
Projects (if any)
Session 18
Title: Contemporary issues of Leadership

With an increasing competition, dynamic change in environment and types of organizations structure,
many contemporary issues in leadership has emerged. Diversity in workforce, multicultural teams and
multilocation offices many leadership issues like online, authentic, contemporary and ethical leadership
has developed in countries. Leaders can make the difference between success and failure. The focus of
this session is to look at the basic approaches to determining what makes an effective leader and what
differentiates leaders from non-leaders. Leadership in organizations is the process of guiding and
directing the behavior of people in the work environment. Also understanding the changing nature of
leadership for changing times. Students will also do a leadership questionnaire to know their leadership
style and how this affects work performance
Learning outcome:
 Define challenges with leadership construct
 To learn new approaches of contemporary issues like online leadership, authentic leadership and
attribution theory of leadership.
Required Readings:
 Video: Leadership and effective collaboration. https://www.youtube.com/watch?
v=ZnjJpa1LBOY
Desired Readings:
 Article on “The five levels of organizational influence: where are you?”
https://www.forbes.com/sites/danabrownlee/2019/03/21/the-five-levels-of-organizational-
influence-where-are-you/#22b8f5b417b8
Case
Projects (if any)
Session 19
Title: Power & Politics

Power is defined as a capacity that one person has to influence the behaviour of another so that the other
acts in accordance with the first person's wishes. Power is the ability to influence others. Influence is the
process of affecting the thoughts, behavior and feeling of others. Authority is the right to influence others.
This session will examine how power shapes group goals and resource allocation as well as the individual
use of political skills to achieve goals. Political Behavior are activities that are often used for favors as
part of one's formal role in the organization, but that influence, or attempt to influence, the distribution of
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advantages and disadvantages within the organization. Authorities coordinate activities of members and
guide them toward their goals, but members exert influence in return by forming cooperative alliances.
What are the limits of an authority’s power over group members? What are the sources of power in
groups? Who seeks power and what group processes limit their success? How do people react when they
use their power to influence others? How do those without power react when power is used to influence
them? The session will help in answering the proposed questions thereby outlining the concepts related
power. This session would also help to deal with major use of power and political behavior in social
influence.
Learning Outcome:
 To understand the concept power, different sources of power and influencing others without
power.
 Distinguish between power, influence and authority
 Define organizational policies and understand the role of political skill and major influence
tactics.
Required Reading:
Desired Reading:
 Movie “Twelve Angry Men” https://www.youtube.com/watch?v=xbb1QzQ9P1w
Case
Project (if any)
Session 20
Title: Conflict & Negotiation

In this session, we focus on the nature and dynamics surrounding conflict in organizations. A conflict
begins when one party perceives another party has negatively affected, or is about to negatively affect,
something that the first party cares about. Conflict management skills are keys to management success.
The manager’s task is to stimulate functional conflict and prevent or resolve dysfunctional conflict. The
students will take the Thomas-Kilmann Conflict inventory to understand their own preferred style for
handling conflicts. They will be acquainted with the application of conflict management techniques to
improve decision making and group effectiveness. Managers in organizations need to be able to
effectively deal with conflict and to negotiate with people inside and outside of the organization. These
two skill sets are critical for managerial success.
Learning outcome:
 Define conflict and differentiate between the traditional, interactionist, and managed-conflict
views of conflict.
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 Understand the defense mechanisms that individuals exhibit when they engage in interpersonal
conflict
 Contrast distributive and integrative bargaining.
 Understand and apply the five steps of the negotiation process and how individual differences and
cultural nuances influence negotiations.
 Understand the concept of mediation
Required Reading:

 Tool: Thomas-Kilmann Conflict resolution inventory
Desired Readings:
 How Self-managed team can resolve Conflict

https://hbr.org/2017/04/how-self-managed-teams-can-resolve-conflict
 Managing conflict http://hr.berkeley.edu/hr-network/central-guide-managing-hr/managing-
hr/interaction/conflict
Case
Project (if any)
Session 21
Title: Participation & Empowerment
Description of the session
Participation and empowerment are the main tools of aligning individual interest to group interest towards
accomplishment of organization goals. Therefore, many organizations are taking employee engagement
initiatives rigorously.
Learning outcome:
 To understand the role of participation and empowerment in organization
A guest session by industry expert to deliberate on topic.
Session 22
Title: Foundation of Organization Structure

The focus on this session is to understand creation of roles, process and structures to ensure that the
organization’s goals can be realized. It is important for managers of today to understand how designing
organizations can lead to improved results (profitability, customer service and internal operations) leading
to an overall organizational improvement. This session is about design and redesign. We describe
environmental forces that require firms to change and review processes for managing organizational
change.
Learning outcomes:
Page 18 of 29
 To understand key elements of organization structure
 To learn organization structure – its determinants and outcomes
 To understand how organizational design and redesign leads to improved and efficient
organizational performance.
Required Reading:

 Case : Tony Hsieh at Zappos
Desired readings:
 Article on Organization Design, http://www.organizationdesign.net/whatisorganizationdesign
Case
Projects (if any)
Session 23
Title: Organization Culture

This session examines organizational culture: the effects culture as on members within the organization;
how members learn the culture; and how it can be changed. A system of shared meaning held by
members that distinguishes the organization from other organizations. Organizational culture describes
how employees perceive the characteristics of an organization’s culture, not whether or not they like
those characteristics. It is a descriptive term. Overall, culture benefits organizations by increasing
organizational commitment and the consistency of employee behavior.
Learning outcomes:
 Define organizational culture and compare the functional and dysfunctional effects of
organizational culture on people and the organization.
 Explain the factors that create and sustain an organization’s culture.
 Identify and examine major external and internal forces that act as stimulants to change.
Required Readings:

 Experiential exercise 4 (pg 630), Robbins, Sanghi and Judge (13th Edition)
Desired Readings:
 Article on “How to build a positive company culture” in forbes.
https://www.forbes.com/sites/alankohll/2018/08/14/how-to-build-a-positive-company-
culture/#2b3bb05449b5
Session 24
Title: Organization Development & change
Page 19 of 29
The session focuses two types of change – planned change and unplanned. Planned change involves
various interventions at structure, people, technology and strategy levels. These changes bring certain
forces of change to manpower and as a result individual resist. To perform a planned successfully
organization, undergo a through process of change with strategic orientation.
Learning outcome:
 To understand the forces of change
 Evaluate the reasons for resistance to change and discuss methods organizations use to manage
resistance.
 To learn various interventions for planned change
Required readings:
Desired readings:
 Article on Harnessing the power of change enabling systems
https://www.prosci.com/resources/articles/harnessing-the-power-of-change-enabling-systems
Case: CEO Talent, Stanford Close Look Series, 2017

Projects (if any)
Session 25
Title: Stress Management
This session is about change and stress. We describe environmental forces that require firms to change,
why people and organizations often resist change, and how this resistance can be overcome. We review
processes for managing organizational change. Then we move to the topic of stress and its sources and
consequences. In closing, we discuss what individuals and organizations can do to better manage stress
levels.
Learning outcome:
 To understand stress, potential stressors and stress adaptation syndrome.

 To learn strategies to address stress
 To determine person-environment fitment model
Required Readings:

 Self-reflection exercise: Identify potential stressor and form strategies to handle it
Desired Reading
 An article on why millennials are most stressed generation, https://intentioninspired.com/why-

millennials-are-the-most-stressed-generation/
Page 20 of 29
Case: Movie Finding Nemo, https://www.youtube.com/watch?v=IVBZsKkymKs
Project (if any)
Session 26
Title: Organization behavior across culture
Today many organizations do business in more than one country. These multinational organizations add
new dimensions to organizational behavior as communication lines are lengthened and control often
becomes difficult. In this context, it is necessary that managers acquire both language and intercultural
skills in dealing with people- customers, suppliers, competitors and colleagues from other countries as
they are taking a risky step into different social, legal, political and economic environments- the primary
conditions affecting multinational operations.
Learning outcome:
 To develop an understanding of conditions affecting multinational operations

 To understand Hofstede model for cross cultural differences
 To identify the challenges involved managing international workforce
 To understand cross-cultural communication effects on OB
Required readings:
 Organizational behavior course content on NPTEL, https://nptel.ac.in/courses/110105034/41
Desired Video:
 Video: who moved my cheese?

 https://www.youtube.com/watch?v=doy2SK-QzXg
Case
Project (if any)
7. Assessment Plan
Written/Oral Group/ Assessment
Individual
Written Individual 10 marks, 25% weightage
OMG (Own My Growth) Journal
Oral Team 5 marks, 15% weightage
Situational Analysis and decision-making insight
Page 21 of 29
Written Individual 25 marks, 60% weightage
Final Examination - Short – application-based essay

questions
Details of Assessments:
7.1 Component 1: Individual Assignment – 10 marks, 25% weightage

OMG Journal
This is a self-report Journal on the basis of inventory and tools used in class. The students will critically
analyze self as individual and as team member on the basis of Big Five Test, Conflict Inventory, self-
reflection and dessert game. Fill a 10-page Journal simultaneously with each activity. The Journal will
help to integrate and report all the results achieved after each activity, along with real-life examples. The
Journal will be used for continuous assessment of the student during the trimester. It will capture the
understanding of self, others, interpersonal skills, strength, weaknesses and overall professional
transformation in a student. Each phase is of two marks each.
Five phases of Journal entries and their submission
Phase Title Expected outcome Session Session Session

Announcemen completed submission
t
I Who am I? Self-assessment & evaluation 1 2 3
II Big five - Paste the score of 4 5 7
Personality inventories
Test - Critically understand
personality type
- Support with two
relevant examples.
III Eric Berne - Paste the score of 16 16 18

TA inventories
- Critically understand
interpersonal
communication style
- Support with two
relevant examples.
IV Thomas - Paste the score of 19 20 22

Kilmann inventories
Conflict - Critically understand
resolution conflict resolution
style
- Support with two
relevant examples.
V My - Summarize 23 25 26
Personality - Self-analyze on the
basis of various tools
and interactions
Page 22 of 29
- Identify strength and
weaknesses
 7.2 Component 2: Group activity – 10 marks, 25% weightage

Situational Analysis and decision-making insight
Students in a group of 5-6 would be required to analyze a decision-making situation based on real time
situation. Students would be required to assume various roles related to situation and analyze it in teams
respectively. The assessment will ensure students learnings in terms of conceptual understanding,
identification of tools and techniques required to deal with it. It will evaluate student’s ability to identify
issues, make informed decision on the same and ability to work in groups. The activity will be followed
by a chart paper presentation in class. Two levels of assessment – peer feedback and individual feedback.
7.2 Component 3: Final End term Exam – 20 marks, 50% weightage

Short – application-based essay questions (90mins)
The end term examination will cover the entire course. The end term examination will assess the
overall understanding of OB concepts and their application in different situations. The students will
attempt four questions of five marks each.
8. Maps
8.1 Assessment Map
Module Name: A1 A2 A3 A4 A5
Organizational Behavior * * * *
A1- Individual assignment/quiz

A2- Group assignment
A3- Open book examinations
A4- Closed book examinations
A5- Presentations
8.2 Teaching Map

Module Name: T1 T2 T3 T4 T5 T6
Organizational Behavior * * *
T1: Lectures
T2: Seminars/Tutorials
T3: Projects
T4: Case Discussion
T5: Guest Lectures/Industrial Visit
T6: Lab Sessions
8.3 Curriculum Map
Page 23 of 29
Programme Learning Outcomes
Module Name: L1 L2 L3 L4 L5 L6 L7
Taught * * * * *
Assessed * * * *
Covered * * * * *
L1 - An understanding of organizations and management techniques to allow investigation into

business and management issues.
L2 - An ability to acquire, analyze and understand data and information for managerial decisions.
L3 - Critical thinking and informed judgment leading to problem solving, decision-making and
negotiating skills.
L4 - Cognitive flexibility which enables adaptability to uncertainty in a rapidly changing business
environment.
L5 - An understanding of disruptive and technological change and the ability to seek innovative and
entrepreneurial solutions.
L6 - Emotional intelligence and people’s skills in communicating, working in teams and with people.
L7 - Being cognizant of the impact of individual and corporate actions on society, recognizing
responsible and inclusive business practices and sensitivity to the social, economic and environmental
responsibilities of business.
9. Module Readings Grid

Shared
Cas
Topic No of /
e Title
Discussed pages Isolate
No.
d
Brief Cases
Challenges in
1
Apple goes global OB 1
Experiential exercise, Pg 40, OB by Robbins, Sanghi and Foundation to

2 Individual
Judge (13th Edition)
behaviour 1
Experiential exercise, Pg 183, OB by Robbins, Sanghi and Perception &

3 decision
Judge (13th Edition)
making 1
Managing
4 behaviour at
Ex-Tata Executive Case, Economics Times workplace 2
5 Basic
How much Change a CEO should demand? (HBR, 2017) approaches to 2
Page 24 of 29
leadership
Experiential exercise, Pg 630, Robbins, Sanghi and Judge

6 Organisational
(13th Edition)
culture 1
Organisational
7 Did Toyota culture cause its problem? developmeme
nt & change 3
Cases
Individual
personalities

and their
1 The high flyer and generation gap, HBR case mindset 2
Working
teams &
2 Chris in DSS consulting
communicatio
n 8
Foundation to
3 Tony Hsieh at Zappos organisation
structure 12
Managing
4 Governance Gone Wild, Stanford Close Look Series Behaviour at
Workplace 15
Required Readings
1 Chapter 1, OB by Robbins, Sanghi and Judge (13th Introduction to

Edition) OB 30
Foundation to
2 Chapter 2, OB by Robbins, Sanghi and Judge (13th Individual
Edition) behaviour 20
Chapter 3, OB by Robbins, Sanghi and Judge (13th Attitude & Job
3
Edition) Satisfaction 16
Chapter 8, OB by Robbins, Sanghi and Judge (13th Emotions &
4
Edition) Moods 19
Chapter 4, OB by Robbins, Sanghi and Judge (13th Personality &
5
Edition) Values 27
6 Chapter 6, OB by Robbins, Sanghi and Judge (13th

Edition) Motivation 24
Chapter 7, OB by Robbins, Sanghi and Judge (13th
7
Edition) Motivation 13
Foundation of
Chapter 9, OB by Robbins, Sanghi and Judge (13th
8 group
Edition)
behaviour 13
Page 25 of 29
Chapter 10, OB by Robbins, Sanghi and Judge (13th Understanding
9
Edition) work team 19
10 The Secrets of Great Teamwork HBR Understanding

work team NA
11 http://www.ericberne.com/transactional-analysis/ Transactional
Analysis NA
Chapter 11, OB by Robbins, Sangha and Judge (13th

12 Communicatio
Edition), 382-404
n 22
Chapter 12, OB by Robbins, Sanghi and Judge (13th Basic

13 approaches to
Edition), 419-435
leadership 16
Contemporary
14 Chapter 13, OB by Robbins, Sanghi and Judge (13th issues in
Edition), 450-477 leadership 27
Chapter 14, OB by Robbins, Sanghi and Judge (13th Power &
15
Edition) politics 22
Chapter 15, OB by Robbins, Sanghi and Judge (13th Conflict &
16
Edition) Negotiation 21
Chapter 16, OB by Robbins, Sanghi and Judge (13th Organisation
17
Edition) Structure 21
Chapter 17, OB by Robbins, Sanghi and Judge (13th Organisational
18
Edition) Culture 17
Chapter 19, OB by Robbins, Sanghi and Judge (13th Organisation

19 Development
Edition)
& Change 20
Chapter 19, OB by Robbins, Sanghi and Judge (13th Stress
20
Edition) Management 12
OB Course on NPTEL, Organizational

21 behavior
https://nptel.ac.in/courses/110105034/41
across culture NA
Desired Reading
Evolution of
OB from
1
“evolution of organization behavior from principles of management
management and history of management” principles NA
Impact of
2 Individual
An Empirical Investigation into the Impact of Personality behaviour at
on Individual Innovation Behavior in the Workplace workplace NA
Page 26 of 29
Attitude &
3 Behaviour at
Should we rehire a defector? (HBR, 2017) workplace 3
4 the impact of emotions and moods and other affect Emotions and
-related variables on creativity and initiative” moods NA
5 What to do with a struggling colleague? (HBR article,

2016) Motivation 3
6
Kerr, S., (1995). “On the Folly of Rewarding A, While
Hoping for B.” Academy of Management Executive Motivation 15
Foundation of
7 How to Build a Better Startup Team, Stanford Article group
behaviour NA
Diversity in the Workplace: Benefits, Challenges, and the

Required Managerial Tools1 Kelli Green, Mayra López,
8
Allen Wysocki, Karl Kepner, Derek Farnsworth, and
Jennifer L. Clark
Understanding
work teams 3
An article on role of communication in between team

9 Communicatio
decision making
n 2
10 An article on why ego states are important to learn in TA Transaction

Analysis NA
Basic
11 approaches to
High Performing Team: A timeless Leadership topic leadership NA
Contemporary
12 Article on “The five levels of organizational influence: issues in
where are you?” leadership NA
13 Conflict &
How Self-managed team can resolve Conflict Negotiation NA
14 Managing conflict http://hr.berkeley.edu/hr-

network/central-guide-managing-hr/managing- Conflict &
hr/interaction/conflict Negotiation NA
Article on Organization Design,
15 http://www.organizationdesign.net/whatisorganizationdesi Organisation
gn Structure NA
16 Article on “How to build a positive company culture” in Organisational
forbes. Culture NA
Page 27 of 29
17 Article on Harnessing the power of change enabling Change
systems management NA
18 An article on why millennials are most stressed Stress
generation management NA
Videos
1
Are Emotions Contagious in the Workplace? | Brandon
Smith | TEDxEmory, https://www.youtube.com/watch? Emotions &
v=Le9Isb03RY8 Moods 3.26mins
2 Personality &
http://www.youtube.com/watch?v=aS_d0Ayjw4o values
Perception &
3 decision 10.35min
http://www.youtube.com/watch?v=w7lsmRhqO6I making s
4
The Psychology behind employee motivation
http://www.youtube.com/watch?v=cSIBrsUEdPY Motivation 5.28mins
Managing
5 behaviour at
https://nptel.ac.in/courses/110105034/20 workplace 5mins
6 Group
https://www.youtube.com/watch?v=nXry2WYXFqU Behaviour 3.28mins
7 Group
https://www.youtube.com/watch?v=s4wLYOGi148 Behaviour 3.25mins
Contemporary
8 issues in
https://www.youtube.com/watch?v=ZnjJpa1LBOY leadership 2mins
9 Movie “Twelve Angry Men” Power &

https://www.youtube.com/watch?v=xbb1QzQ9P1w politics 45mins
Stress &
10 Movie Finding Nemo, https://www.youtube.com/watch? Change
v=IVBZsKkymKs management 79mins
11 who moved my cheese? https://www.youtube.com/watch? OB across

v=doy2SK-QzXg culture 15mins
Total Pages 392
Page 28 of 29
Page 29 of 29

Organizational Behaviour by Examining Psychological Theories That Provide Insight Into Human Behaviour at Work

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IILM Graduate School of Management

(For other Sections)

Module Name: Organizational Behavior (IGSM/19-21/ 507)

Nearest Indian Course Name: (Organizational Behavior)

Brief Module Description (One/two sentences): The course introduces the fundamental principles of

Academic Year: 2019-20

Learning Outcomes: On completion it is expected that participants will have acquired:

 An understanding of factors affecting individual and group behaviors in organization settings.

2. Introduction to the tutors

2.1 Area Chair Name: Dr Shyamali Satpathy

2.2 Module Leader Name: Dr Shikha Bhardwaj

Name: Dr Abha Singh

Name: Dr Shikha Bhardwaj

Name: Prof. Sonika Sharma

Name: Dr Shyamali Satpathy

Organizational Behavior: How to Manage People

Preparing for the class and other details:

Attendance for each session is compulsory.

Session No. Topics

5.1 Main Text –

5.4 Recommended Articles, Other Material:

 Organizational Behavior by Luthans (12th Edition)

Title: What is organizational Behavior?

 To understand the concept of Organizational behavior and role of interpersonal skills in

 Chapter 1, OB by Robbins, Sanghi and Judge (13th Edition), Pg (4-37)

 An article on “evolution of organization behavior from principles of management and history of

Cases: Apple goes global (1 Page)

Project (if any)

Title: Foundations of Individual behavior

 Chapter 2, OB by Robbins, Sanghi and Judge (13th Edition), Pg (48-68)

Cases: The high flyer and generation gap, HBR case

Project (if any)

Title: Attitude & Job satisfaction

 To understand three components of attitude

 Should we rehire a defector? (HBR, 2017)

Project (if any)

Title: Emotions and Moods

 Chapter 8, OB by Robbins, Sanghi and Judge (13th Edition), Pg (278 – 297)

Cases: Are Emotions Contagious in the Workplace? | Brandon Smith | TEDxEmory,

Project (if any)

Title: Personality & Values

 Chapter 4, OB by Robbins, Sanghi and Judge (13th Edition), Pg (110-137)

 http://www.youtube.com/watch?v=aS_d0Ayjw4o is an introduction of the movie ‘A beautiful

Project (if any)

Title: Perception and decision making

Description of the session:

 Define perception and explain the factors that influence it.

 Chapter 5, OB by Robbins, Sanghi and Judge (13th Edition), 157-174

 Person Perception: http://www.youtube.com/watch?v=w7lsmRhqO6I (10.35 min)

Description of the session:

Project (if any)

Description of the session:

 The Psychology behind employee motivation http://www.youtube.com/watch?v=cSIBrsUEdPY

Projects (if any)

Description of the session:

Cases: Governance Gone Wild, Stanford Close Look Series, 2017

Projects (if any)

Case: Video: Developing Trusting Relationships: Chak De India:

Projects (if any)

Description of the session:

 To understand the concepts of Group Structure and norms.

 Chapter 10, OB by Robbins, Sanghi and Judge (13th Edition), 348-367

 Video: Chak De India: Coach explaining norms