Beruflich Dokumente
Kultur Dokumente
AY 2020-21 TERM: II
COURSE DESCRIPTION
The OB-II course is all about understanding of groups in organizations and the role of
organizational systems and structures in shaping behavior. The course will be delivered in six
modules. The first three modules cover Interpersonal Dynamics in organizations and the next
three modules cover Organizational Dynamics. First two modules of interpersonal dynamics
deal with the dynamics and issues at group level. Module three addresses leadership issues at
the group level. Module four introduces the concept of organizations and the environment in
which they operate. Designing organizations and managing organizational change becomes the
focus of last two modules.
COURSE OBJECTIVES
The course will use a mix of cases, discussions, simulations and exercises. The course relies
heavily on participation in class discussions and activities. Participants need to think critically
about concepts and issues raised in class discussions. Deriving the most from this course
requires active engagement in the learning process. The students will be expected to work in
groups for class/case discussion.
At the end of the course student is expected to accomplish the following learning outcomes
(CLO). Alignment of CLO with the Programme Level Goals & Objectives and Assessment of the
learning outcomes of the course is presented below.
ACADEMIC DISHONESTY
SCHEDULE OF SESSIONS
Module Objective: Introduce the concept of group and explore the issues and challenges
in functioning of groups
Reading: Robbin, S.P., Judge, T.A., Vohra, N. (2019). Organizational Behavior, Chapter
Nine. Pearson Education, India.
Reading: Hill, L. A., & Farkas, M.T. (2005). Note on Team Process. Harvard Business
School Background Note No. 402-032. Boston, MA: Harvard Business School
Publishing.
Reading: Polzer, J. T. (2003). Leading teams, Harvard Business School Background Note
No. 403-094. Boston, MA: Harvard Business School Publishing.
MODULE II: GROUP PROCESSES
Module Objective: Explore the processes involved in decision making and group functioning
Reading: Kahneman, D., Lovalo, D., & Sibony, O. (2011). The big idea: Before you make
that big decision. Harvard Business Review, 89(6), 50-60.
Garvin, D. A., & Roberto, M. A. (2001). What You Don’t Know About Making
Decisions. Harvard Business Review, 79(8), 108-116.
Case: Edmondson, A.C., & Feldman, L.R. (2002). Group Process in the Challenger
launch Decision (A), (B). HBS No. 9-603-068. Boston, MA: Harvard Business
School Publishing.
Reading: Polzer, J.T., & Elfenbien, H.A. (2003). Identity Issues in Teams. Harvard
Business School Background Note No. 403-095. Boston, MA: Harvard
Business School Publishing.
Case: Snook, S.A., & Polzer, J.T. (2003). The Army Crew Team. HBS No. 9-403-131.
Boston, MA: Harvard Business School Publishing.
Reading: Nidumolu, R., Ellison, J., Whalen, J., & Billman, E. (2014). The Collaboration
Imperative. Harvard Business Review, 92(4), 76-84.
Case: Neufeld, D., & Santora, J. (2013). Virtual Teams at Ivey. Ivey No. W13343.
Canada: Ivey Publishing.
MODULE III: LEADERSHIP
Reading: Robbin, S.P., Judge, T.A., Vohra, N. (2019). Organizational Behavior, Chapter
Twelve. Pearson Education, India.
Case: Snook, S. A., Perlow, L. A., & Delacey, B. J. (2005). Coach K: A Matter of the
Heart. HBS No. 9-406-044. Boston, MA: Harvard Business School Publishing.
Snook, S. A., Perlow, L. A., & Delacey, B. J. (2005). Coach Knight: The Will to
Win. HBS No. 9-406-043. Boston, MA: Harvard Business School Publishing.
Bernstein, E. S., & Nohria, N. (2016 rev). Note on Organizational Structure. HBS No.
Reading:
9-491-083. Boston, MA: Harvard Business School Publishing.
Case: Nohria, N., & Gladstone. J. (2010). Appex Corp. HBS No. 9-491-082. Boston, MA:
Harvard Business School Publishing.
Chatman, J., & Cha, S.E. (2003). Leading by Leveraging Culture. California
Reading:
Management Review, 45(4), 20-34.
Case: Reilly, C.A., Pfeffer, P. (2006 rev). Southwest Airlines (A). No. HR-1A. Stanford:
Stanford Graduate School of Business.
Worley, C. G., & Edward E. Lawler, I. (2006). Designing Organizations that are Built to
Reading:
Change. MIT Sloan Management Review, (1), 19-23.
Anand, N., & Daft, R. L. (2007). What is the Right Organization Design?
Organizational Dynamics, 36(4), 329-344.
MODULE VI: CHANGING ORGANIZATIONS
Beer, M., & Nohria, N. (2000). Cracking the Code of Change. Harvard Business
Reading:
Review, 78(3), 133-141.
Case: Lal, R., & Tahilyani, R. (2011). State Bank of India: Transforming a State-Owned
Giant. HBS No. 9-511-114. Boston, MA: Harvard Business School Publishing.
Please give the details of the book if students need to buy the book
Author Title Publisher Edition Remarks, if any
Gareth R. Jones Organizational Pearson Sixth edition
M. Mathew Theory, Design, Education India
and Change
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