Indian Institute of Management, Kashipur

Post Graduate Programme in Management

Behaviour in Organizations
Term 1: PGDM 2017-19

Credit 1

Instructor : Dr. Devjani Chatterjee

Academic Year : 2017-2018
Trimester : I
Email : d.chatterjee@iimkashipur.ac.in.,
Phone : 8191802312
Prerequisites : None

Course Objectives

The study of BIO is a function of multiple factors operating at three levels; Individual, group
and organization. The present course deals with the field of individual and group dynamics.
The objective of the course is to develop skills to understand the relationship between
individual and groups with organizational effectiveness. This course serves to help participants
to objectively observe and analyse individual and group behaviour as well as to deal with
problems arising out of individual deficits.

The main objectives of this course are to improve the ability of students to:

1. PLO1e: Identify, analyze, and comprehend the assumptions and underlying premises in a
business situations.
2. PLO1h Analyze and connect functional areas of Business
3. PLO3b Ability to make Business decision

Learning Outcome

This course introduces the students to the theory, concepts, and business application of
organizational behaviour, main constituents of which are individuals and groups. The student
will develop an understanding of the role and importance of various behavioural dimensions
of organizations, like emotions, attitudes, leadership qualities etc. which are actually the output
of concerted individual characteristics and their personality and how it shapes the behaviour of
the organization as a whole.

Evaluation

Quizzes (3 quizzes) 25%

Assignments/presentations 15%
Mid-term 20%
End Term 25%
Group Project 15%

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Pedagogy

The course pedagogy includes classroom lectures.

 All lectures will be in discussion mode, high and meaningful participation from all students are
expected.
 Team work.
 Class activity.
 Assignments.
 Presentations.
 Quizzes.
 Examinations, class participation will be considered for continuous assessment.

Readings

a. Text Book
Book name Author Publisher

Organisational Behaviour. 15th Edition, Robbins, S. P., Pearson

Judge, T. A. & Education.
Vohra, N.
(2013).

b. Reference Book
Book name Author Publisher

1. Understanding Organizational Behavior, Udai Pareek,

revised and updated by Sushama Khanna. Oxford publication.
2. Essentials of Organizational Behavior, Stephen P.Robbins,
Timothy A.Judge and Seema Sanghi.
3. ORGB , Debra Nelson James and Campbell Quick. Publication:
Cengage learning.

Session Topics Readings

1 Chapter 1
 Introduction to Organizational Behavior:
(i) Definition of organizational behavior, fields
contributing to OB, Managers’ role and
function, major challenges and opportunities
for OB.
(ii) Formation of Groups for Group Project and
assignments.
2 Chapter 3
 Attitudes and Job Satisfaction:
(i) The Nature and Dimensions of Attitudes:
Components of Attitude – Sources and types

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 (ii) Real life analysis - Cognitive dissonance
theory
(iii) Measuring job satisfaction – The effect of
job satisfaction on employee performance.

Watching movies outside class hours- In pursuit

of happiness
3-4 Chapter 5
 Personality and Values:
(i) The Meaning of Personality ‐ Personality Case: Learning
Determinants ‐ Personality Traits ‐ The big Teams: Shrinking to
five model, Major personality attributes Fit (A) Product
influencing OB, Importance of values, types #UV3266-PDF-ENG
of values, values, loyalty and ethical
behavior, linking individual’s personality
and values to the workplace- person-job-fit,
person-organization fit.
(ii) Discussing personality traits w.r.t. the
movie.
(iii) MBTI, Jung’s theory
(iv) Which personality type are you? – self test,
Johari window, video clips
5  Revision and discussion Chapters 1,3,5 and
 MPSS self-test others.
 Quiz I

6-7 Chapter 6
 Perception and Individual Decision Making:
(i) Definition of perception, factors influencing Case: Decision-Making
perception, person perception: making at the Top: The All-
decision about others, the link between Star Sports Catalog
perception and individual decision making, Division: David A.
rational decision making process, Garvin, Michael A.
organizational decision making, attribution Roberto
theory, frequently used short-cuts in judging Product #: 398061
others.
(ii) ikigai test– “search of self”, video clips,
class activity.

Watching movies outside class hours – Bhaag Milkha

Bhaag
8-9 Chapter 7,8
 Motivation: Concept and application:
(i) Defining motivation, early theories of Case: Nordstrom:
motivation, and contemporary theories of Dissension in the
motivation. Ranks? (A): Robert L.
(ii) Application of motivation theory. Simons, Hilary A.
(iii) Discussing clips from above movies and Weston
other short video clips to understand Product #: 191002
motivation in practice.

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10
 Revision and discussion
 Quiz II
11
Ice break, post examination with an Industry
Lecture (IL) on Motivation– what happens in
reality! (IL_1)

Watching movies outside class hours: ChakDe India

12-13 Chapter 12
 Leadership:
(i) Understanding Leadership ‐Leadership Case: GE's Two-
Theories ‐ different Models of Leadership Decade
and relevance of Leaders in Organisations, Transformation: Jack
how different kinds of Leaders inspire and Welch's Leadership
influence their followers. Discussing video Product #: 399150-
clips w.r.t. leadership shown in various PDF-ENG
situations.
(ii) Industry Lecture (IL_2)
14 Chapter 4
 Emotions and emotional intelligence:
(i) Definitions of emotion and moods, Case: What Makes a
emotional labor, emotional intelligence, OB Leader?: Daniel
applications of emotions and moods, self- Goleman
test questionnaire. Product #: R0401H
(ii) Team building activity for the project teams.

Watching movies outside class hours: The Wolf of Wall

Street
15-16 Chapter 9,10
 Group Behavior and Teams:
(i) Types of Groups ‐ Stages of Group
Development: The Five‐Stage Model, The
Punctuated Equilibrium Model ‐ The
dynamics of informal groups, dynamics of
formal work groups.
(ii) Types of teams and creating effective teams.
(iii) Class activity and team building exercise.
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 Revision and discussion
 Quiz III
18 Power, politics and Negotiation – Industry Lecture: Chapters 13,14
Reality Check! (IL_3)
19 Project presentation
20 Project presentation

NOTE:
(i) Industry lectures’ dates and topics are subject to change according to the availability of the
speakers. Will be notified in due time after final confirmation of the speakers.

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 (ii) Some more case studies or readings many be given if found appropriate according to the
class discussion on ad hoc basis.

Case Synopsis

Session Topic Case Name Synopsis

Number
3-4 Personality Case: Learning Teams often collapse over personality issues. This
and Values Teams: case explores such a collapse, in the context of an
Shrinking to Fit MBA student learning team. Students can explore
(A) Product personality differences, analytical strategy,
#UV3266-PDF- gender, ethnicity, and race issues. Joann Moyer, an
ENG MBA student facing her first year exams, is
anxious and conflicted at what she perceives as
personality conflicts among her team members. In
the (A) case, she prepares to confront the other
people in her group.
Learning Objectives: Management problem
solving styles and matching personality types with
problem solving.
6-7 Perception Decision- Describes a senior management team's strategic
and Making at the decision making process. The division president
Individual Top: The All- faces three options for redesigning the process to
Decision Star Sports address several key concerns. The president has
Making Catalog extensive quantitative and qualitative data about
Division: David the process to guide him as he and the senior team
A. Garvin, attempt to make improvements.
Michael A. Learning Objective: To teach students about
Roberto how general managers can design and shape
Product #: decision-making processes, and how these
398061 processes affect the quality of the choice and the
implementation.
8-9 Motivation: Nordstrom: In 1989, the performance measurement systems
Concept and Dissension in and compensation policies of Nordstrom
application the Ranks? (A): Department Stores unexpectedly came under
Robert L. attack by employees, unions, and government
Simons, Hilary regulators. The case describes the "sales-per-
A. Weston hour" monitoring and compensation system that
Product #: many believed to be instrumental in Nordstrom's
191002 phenomenal success. Illustrates how rapid
company growth, decentralized management, and
unrelenting pressure to perform can distort
performance measurement systems and lead to
undesirable consequences.
Learning Objective: Compensation; Control
systems; Goal setting; Motivation; Performance
measurement
12-13 GE's Two- GE is faced with Jack Welch's impending
Leadership: Decade retirement and whether anyone can sustain the
Transformation: blistering pace of change and growth

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 Jack Welch's characteristic of the Welch era. After briefly
Leadership describing GE's heritage and Welch's
Product #: transformation of the company's business
399150-PDF- portfolio of the 1980s, the case chronicles
ENG Welch's revitalization initiatives through the late
1980s and 1990s. It focuses on six of Welch's
major change programs: The "Software"
Initiatives, Globalization, Redefining Leadership,
Stretch Objectives, Service Business
Development, and Six Sigma Quality.
Learning Objectives: Change of leadership
styles according to the business position. From
directive to supportive.
14 Emotions and What Makes a Psychologist and author Daniel Goleman first
emotional Leader?: Daniel brought the term "emotional intelligence" to a wide
intelligence Goleman audience with his 1995 book of the same name,
Product #: and Goleman first applied the concept to business
R0401H with this 1998 classic HBR article. In his research
at nearly 200 large, global companies, Goleman
found that truly effective leaders are distinguished
by a high degree of emotional intelligence. The
chief components of emotional intelligence--self-
awareness, self-regulation, motivation, empathy,
and social skill--can sound unbusinesslike, but
Goleman, cochair of the Consortium for Research
on Emotional Intelligence in Organizations, based
at Rutgers University, found direct ties between
emotional intelligence and measurable business
results.
Learning Objective: To understand how the five
components of emotional intelligence enhance a
leader's ability to generate measurable business
results.

Course Policies:

1. Responsibility for Course Materials: You are responsible for all material covered in class. If
you are absent, you are responsible for obtaining the information you missed.

2. Classroom Behavior: We expect you to participate in class activities in a mature and

appropriate manner. Disruptive or otherwise unacceptable behavior will not be tolerated.

3. Academic Conduct: All members of the academic community at IIM Kashipur are expected
to practice and uphold standards of academic integrity and honesty. Academic integrity means
representing oneself and one’s work honestly. Misrepresentation is cheating since it means
students are claiming credit for ideas or work not actually theirs and are thereby seeking a grade
that is not actually earned. Following are some examples of academic dishonesty:

a. Cheating on quizzes and examinations: This includes using materials such as books
and/or notes when not authorized by the instructor, copying from someone else’s paper,
helping someone else copy work, substituting another’s work as one’s own, theft of
exam copies, or other forms of misconduct on exams.

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b. Plagiarizing the work of others: Plagiarism is using someone else’s work or ideas
without giving that person credit; by doing this students are, in effect, claiming credit
for someone else’s thinking. Whether students have read or heard the information used,
they must document the source of information. When dealing with written sources, a
clear distinction should be made between quotations (which reproduce information
from the source word-for-word within quotation marks) and paraphrases (which digest
the source of information and produce it in the student’s own words). Both direct
quotations and paraphrases must be documented. Even if students rephrase, condense
or select from another person’s work, the ideas are still the other person’s, and failure
to give credit constitutes misrepresentation of the student’s actual work and plagiarism
of another’s ideas. Buying a paper or using information from the World Wide Web or
Internet without attribution and handing it in as one’s own work is plagiarism.

c. Falsifying records or providing misinformation regarding one’s credentials.

d. Unauthorized collaboration on computer assignments and unauthorized access to and

use of computer programs, including modifying computer files created by others and
representing that work as one’s own.

e. Unless they specifically indicate otherwise, instructors expect individual, unaided work
on homework assignments, exams, lab reports and computer exercises, and
documentation of sources when used. If instructors assign a special project other than
or in addition to exams, such as a research paper, or original essay or a book review,
they intend that work to be completed for that course only. Students must not submit
work completed for a course taken in the past or for a concurrent course unless they
have explicit permission to do so from both faculty members.

f. Any academic misconduct will automatically result in a failing grade for the
course and the student will be reported to the committee on academic misconduct
for further disciplinary action.

g. Attendance: I do not take attendance on a daily basis. As far as I am concerned, you

are an adult and it is your decision whether or not you attend class. However, your
decision not to attend a class may have negative consequences for your class grade.

h. Late submission: Any late submission beyond the deadline (even by few seconds) will
result in 0 point. Except in case of emergencies, with a doctor's note, any questions
about late submission will not be entertained.

i. Missed exam: There is no make-up for the missed exams unless the student has
discussed and made an arrangement with the instructor for a valid reason beforehand.
In all other instances, the student must produce a valid doctor's note for the day the
student missed the exam. Such doctor's note must be produced in the same week the
student missed the exam. And no make up of missed exam in case of surprise tests,
even if doctor’s certificate is produced later, but NO mail has been sent before the
respective class hours to the faculty.

j. Grade Discussion: It is the student’s responsibility to monitor his or her own grades
and raise any questions s/he may have within one week of the grades assigned.

k. Extra Credit: No Extra credit shall be given to make-up for missed quizzes,
assignments, exams, project, or poor performance in the course.