POST GRADUATE PROGRAMME IN MANAGEMENT

(2010-12)

HUMAN BEHAVIOUR IN ORGANISATIONS

(Term I)

Dr. Radha R. Sharma

Professor
Organisational Behaviour &
Human Resource Development
Office: E-Block, Room # 3
Phone: 331 (O)

MANAGEMENT DEVELOPMENT INSTITUTE

GURGAON 122001
 HUMAN BEHAVIOUR IN ORGANISATIONS

Issues

Managers are responsible to achieve organisational objectives by working with and through people and by
influencing systems in the changing environment. Katz classifies skill requirements of managers as
technical, human and conceptual, which have relative importance across different levels of management.
While technical skills are important at entry level, human skills are consistent in their importance across all
managerial levels and play a key role in managerial effectiveness and leadership at middle and higher levels.
In the present competitive environment people are indispensable human resource whose contributions
produce organisational capability that delivers sustainable organisational results.

Introduction

The study of Human Behaviour in Organisations will provide the participants of PGPM a roadmap to many
twists, turns and detours that make life in organisations challenging, exciting and rewarding. The course will
traverse them through a journey of self, interpersonal and group processes of organisations in simulated
situations with a view to making them effective in their organisational role. Upon completion of the course
they will have better understanding of self, theories underlying individual, interpersonal and group behaviour
and will be in a position to apply this knowledge to organisational situations.

Objectives

Specific objectives the course envisages to achieve are:

(a) to familiarise with developments and future challenges in the field of organizational behavior and
analyze their impact on organizational effectiveness;
(b) to develop an understanding of foundations of individual behaviour and their impact on performance;
(c) to develop insight into interpersonal relationships in organisations;
(d) to orient with the processes of group development;
(e) to critically analyze the role of teams in organisational performance.
Expected Competencies from the Course:

 To acquire global perspective on role of OB in organisational effectiveness;

 To develop sensitivity towards self;

 To describe the relationship between individual differences and organisational Behaviour;

 To develop effective interpersonal skills and ability to work in a group;

 To explain the underlying causes of behaviour of people in organisation;

 To shape the behaviour of others;

 To appreciate differences between a group and a team;

 To identify processes that lead to formation of team;

 To describe key influences on team effectiveness;

 To develop basic ability to lead and initiate change in a group.

Andragogy
Cases
Simulations
Role-plays
Instrumentation
Film
Textbook / Readings/ Websites

McShane, Steven L.& Glinow, Mary Ann Von.& Sharma Organisational Behaviour, McGraw-Hill Co., 2008.
Robbins, S.P. & Judge, Timorthy, A. Organisational Behaviour, PHI, 2007.
Luthans, Fred. Organisational Behaviour, McGraw-Hill, 2006.
Saiyadain, Mirza. Organisational Behaviour, Tata McGraw-Hill, 2003.
List of Readings to be provided during the course
Handouts and cases
Website addresses

Evaluation Plan
Quiz (objective type, unannounced) - 20%
Group assignment (field based) - 30%
Mid-term (descriptive & short answer type) - 20%
End-term (case & essay type) - 30%
_________________

SESSION DETAILS

Session 1 : Introduction: Role of a Manager in Changing Business Environment

Reading : Chapter 1 McShane et.al. & Gary Hamel & CK Prahlad-Competing for Future
Exercise : Paper-Pencil 1
Session 2 : Behaviour Processes in an Organisation
Reading : Chapters 3 McShane et.al; 2 SPR & Judge, & News Strom & Davis-OB/ Models
Case & Instrument: Sakshi Garments Limited/ Learning Styles
Session 3-4 : Bases of Psychological Differences
Reading : Chapter 3 McShane & 2 SPR & Judge, Behaviour Modification
Instruments & Case: 2 for identification of Individual differences & Ritesh Mashroo
Session 5 : Understanding Self and Individual Differences
Reading : Chapters 2 McShane et. al. 4 SPR and Giving Feedback
Instrument : FIRO-B
Session 6 : Personality and Organisational Behaviour
Reading : Chapter 4, SPR & Judge and Japanese and Indian Work Patterns
Cases : Presentation on Nitish @ Solutions Ltd.
Session 7 : Guest Lecture
Session 8 : Perception and Social Perception
Reading : Chapter 3, McShane et. al. and Sterling Livingston
Viewing : Film Eye of the Beholder & Simulation
Session 9 : Motivation: Concept and Processes
Reading : Chapters 5 McShane et.al. 6 SPR and Udai Pareek--Work Motivation
Exercise : Instrument on Motivation
Case : Priya Pharmaceuticals
Session 10 : Motivation in Work Organisation
Reading : Chapter 5, McShane et.al. Radha Sharma--Organisational Commitment &
Motivation
Case : Wal-Mart
Session 11 : Transactional Analysis
Reading : Chapter 11, McShane et.al
Exercise : Identification of Ego states/Film

Session 12 : Transactional Analysis

Reading : Chapter 11, McShane et.al
Role Play : Mr. Yogesh Malik
Session 13 : Attitude, Values and Job Satisfaction
Reading : Chapter 4, McShane et.al., and Chakraborty-Social Values, Nature of Attitudes
Case : Attitude Change at Delta/ Infosys
Session 14 : Group Processes
Reading : Chapter 9, McShane et.al.
Exercise : Simulation
Session 15 : Team Work
Reading : Chapter 9, McShane et.al.
Case : Consolidated Motors Corporation
Session 16 : Group Decision-making
Reading : Chapters 8, McShane et.al; 5, SPR & Judge
Exercise : Simulation
Session 17 : Inter-group Conflict
Reading : Chapter 13 McShane et.al.
Exercise : Instrument
Session 18 : Class Presentation By participants
Session 19 : Managing Stress
Readings : Chapter 7, McShane et.al. and Santaree Komin
Exercise : Instrument for Stress
Session 20 : Individual’s Interface with Organisational Culture
Readings : Chapter 16, McShane & Shu-Cheng Chi, R. Sharma-Organisational Culture
Case : Falcon Computers
Session 21-22: Leadership & Managerial Effectiveness
Reading : Chapter 14, SPR
Case : Harvard Business School Case
Course Review