IFHE, IBS - Hyderabad

ORGANIZATIONAL BEHAVIOR
Program: MBA (Academic year 2019 -20)
Semester: I

Course Handout

Faculty Name:Dr. MOHD ABDUL NAYEEM

Room No: 103; Wing No: D
Consultation Hours: 2.30 pm to 3.45 on Monday and Tuesday. Other working days with prior
appointment

Mobile No: 9985183844

Email: [email protected] and [email protected]

Course Objectives

The objectives of this course are to:

● Provide a strong conceptual framework of Organizational Behavior and its applications

● Provide an understanding of behavioral differences at individual, group and

organizational level, to manage human resources efficiently

● Emphasize on the specific behavioral competencies that make the manager more effective
with human dimensions of management

Learning Outcomes

At the end of the course a student is expected to:

● Compare the behavioral differences at individual, group and organizational levels

● Demonstrate effective interpersonal and conceptual skills to increase the leadership

potential and improve managerial abilities

● Apply the knowledge of organizational behavior towards attaining organizational

effectiveness

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 Recommended Textbook
Robbins, Stephen. P., Judge, Timothy. A. & Vohra, N. (2019). Organizational
Behavior (18th ed.). Pearson Education Inc.

Reference books
● Luthans, F. (2010). Organizational Behavior. (12th ed.). Noida, McGraw Hill Education
India.

● Griffin, R. W. & Moorhead, G (2014). Organizational Behavior: Managing People and

Organizations (11th ed.). New Delhi, Cengage Learning India Pvt. Ltd.

Course Outline

Sl Session Topic / Area Covered Learning Outcomes Case Case details

No. No.
1 1-3 Management Thought and OB: The student should be The Knowledge (ICMR Case)
able to: Mis-Manager
Concept of Management
● Understand
Managerial skills and what
Mintzberg’sManagerial roles organizational
behavior is.
Historical origins of OB- ● Understand
Classical Approaches:Taylor’s the role and
Scientific Management, Fayol’s skills of
Administrative Theory and managers and
Weber’s Ideal Bureaucracy how managers
do their jobs
Behavioral Approaches: Research ● Understand
Foundations for OB namely the way
Hawthorne studies, managers
McGregor’sTheory X and Theory perform and
Y and Ouchi’sTheory Z the extent of
which people’s
Modern Approaches: Systems skill
Theoryand Contingency Theory contributes to
organizational
Introduction and Nature of behavior.
OB:Definitions, Assumptions and ● Identify the
Significance of OB challenges of
organizational
Basic OB Model:Situation- behavior, and

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 Organism-Behavior Model, determine
Diversity, Biographical when and
characteristics and Foundations where the
theories and
Contribution of other Disciplines skills are to be
to OB applied

Challenges and Opportunities for

OB
Swayam/ Introduction to Organizational https://www.youtube.c by Dr. Namita
NPTEL Behavior Rajput, Sri
Reference om/watch?
material v=QQlS5ipfxeM&list Aurobindo
College, University
of Delhi

By Dr. KakoliSen,
https://www.youtube.c GdGoenka
om/watch? University
v=aOcZ8sVDapA&list

2 4-5 Individual Learning and The student should be Videos on

Behavior: able to: Learning

Significance of Learning

The Theoretical processes of

learning:Learning Theories-
Classical Conditioning, Operant ● Understand
the importance
Conditioning, Cognitive Theory
of learning in
and Social Learning Theories shaping an
individual’s
Principles of Learning:Positive behavior
and Negative Reinforcement and ● Apply the
Schedules of Reinforcement in different
organizations theories of
learning to
Organizational Behavior instill and
Modification: Steps in the OB maintain
Mod process and its application desired
behavior in
employees that
contribute to

Page 3 of 15
 an
organization’s
well being and
performance
Swayam/ Individual Differences & Work https://www.youtube.c By
NPTEL
Reference Behavior om/watch? DrSusmitaMukho
material v=0DIPY0yUAZk&ind padhyay, IIT
ex Kharagpur

3 6-7 Attitudes, Values and Job The student should be The Julie Roehm (ICMR Case)
Satisfaction:Concept of Beliefs, able to: Saga at Wal-
Values and Attitudes Mart, Inc-
● Understand
The Nature and Dimensions of how
Attitudes:Sources and individuals
Components of Attitudes differ from
each other
Major job-related Attitudes: Job based on
different
satisfaction and its outcomes, Job
attitudes and
involvement, Organizational values
Commitment, Perceived ● Understand
organizational support and the
Employee engagement relationship
between
Cognitive Dissonance Theory values, beliefs,
attitude and
Categories of Values: Terminal and behavior
Instrumental Values ● Understand
the importance
Hofstede’s Value dimensions of of job
National Culture satisfaction in
employees for
enhanced
performance

4 8-9 Perception:Meaning and The student should be Differing (ICMR Case)

Importance of Perception: Sub- able to: Perceptions at Hi-
processes of Perception, style Limited
Perceptual Selectivity, Factors ● Understand
how and why
influencing Perception
different
Social Perception: Attribution people
perceive the
Theory, Stereotyping and Halo same situation
effect differently

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 Decision making in ● Understand
organizations:Rational Decision- various
making model and Bounded perceptual
rationality errors
individuals
Linkage between Perception and make which in
turn impact
Individual Decision-making
our decision
Common Biases and Errors in making ability
● Apply the
decision-making
rational model
Ethics in Decision-making of decision
making while
contrasting it
with bounded
rationality and
intuition
Swayam/ Perceptions & Attributes https://www.youtube.c By
NPTEL DrSusmitaMukhop
Reference om/watch?
material v=DNdUY4nz1qQ&ind adhyay, IIT
Kharagpur
ex

https://www.youtube.c By
DrSusmitaMukhop
om/watch?
adhyay, IIT
v=hKCcZdqhs1I&inde Kharagpur
x

5 10-12 Personality: Meaning of The student should be Administer Big

Personality: Big Five Personality able to: five personality
Traits and Personality test
Determinants ● Understand
and identify
Other Personality attributes at different
work: Locus of Control, personality
types
Machiavellianism, Self esteem, individuals
Self monitoring, Risk taking, Self can be
efficacy, Type A personality, Core categorized
self evaluation and Narcissism into
● Understand
Matching Personalities with jobs: how a match
Holland’s Typology: Person-Job between one’s
Fit and Person-Organization Fit personality
and a job can
Emotions: Basic Emotions and lead to better

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 their sources, functions and performance
applications ● Analyze how
different
Emotional Labor and Emotional personality
Intelligence types predict
behavior at
work

6 13-15 Motivation: Meaning of The student should be

Motivation able to:
1. Needs (ICMR case)
Classification of Motives:Primary, ● Understand drive
General and Secondary Motives the importance performance
of motivation (ICMR case)
Content Theories of motivation: on employee
Maslow’s hierarchy of needs, performance
Herzberg’s two factor theory and ● Identify 2. Employee
Alderfer’s ERG Theory various factors motivation:A
that motivate short case-study
Process Theory of motivation: different
individuals in
Vroom’s Expectancy Theory
an
Contemporary Theories of organization
● Analyze how
motivation: Equity Theory
various
/Organizational Justice and Goal organizational
Setting Theory practices can
be influenced
Motivating by Job Design: The by various
Job characteristics model theories of
motivation
Swayam/ Motivation and important theories https://www.youtube.c By
NPTEL
Reference om/watch? DrInderjeetDagar
material v=IQwlW4yZHes&list , University of
Delhi

7 16-18 Group and Teams: Definition of The student should be 1. Managem

Work-Groups, Nature of Groups able to: ent game/
activity: Lost at
Types of Groups and their Sea
dynamics: Formal and Informal
● Analyze the
Stages of Group Development: growing
The Five stage model: Forming, popularity of 2. Stanford

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 Storming, Norming, Performing teams in Prison
and Adjourning organizations Experiment
● Understand
Group Structure: Roles, Norms, the factors that (students are
Status, Size, Composition and contribute to expected to
Cohesiveness effective team watch the video
functioning
a priori from
Group Decision-making:Group- ● Understand
how the following
think, Group shift and Group link;
individuals
decision-making techniques
interact and
namely Brain-storming, Nominal behave in https://www.yout
Technique and Electronic meeting groups ube.com/watch
?
Work-teams in the modern work- v=L_LKzEqlPt
place o
Difference between Work-Groups
and Work-Teams

Types of Work-Teams: Problem

solving, Quality circles, Self-
managed, Cross-functional and
Virtual Teams

Creating Effective Teams:Team

Effectiveness Model-Context,
Composition and Process

Swayam/ Informal & Formal Groups https://www.youtube.c By

NPTEL
Reference om/watch? DrSusmitaMukhop
material v=6mBLT7gux2I&inde adhyay, IIT
x Kharagpur

By
Teams & Teambuilding
https://www.youtube.c DrSusmitaMukhop
om/watch? adhyay, IIT
v=v1gigx9fwcY&index Kharagpur

8 19 Communication: Role of The student should be Classroom

Communication: Objectives and able to: activity

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 Communication Process ● Understand
the importance
Types of Communication: Written, of
Oral, Non-verbal, Downward, communicatio
Upward, Lateral and Interactive n as a means
(Network and Grapevine) and of exchanging
information
Electronic Communication
● Analyze the
ideal
communicatio
n channel most
effective to be
used in a
particular
Barriers to effective situation
communication: Filtering, ● Understand
Selective Perception, the barriers to
Defensiveness and Language effective
communicatio
n
● Demonstrate
how to
overcome
potential
problems in
cross-cultural
communicatio
n.
Communication https://www.youtube.c By
om/watch? DrSusmitaMukhop
v=ZzWpGm- adhyay, IIT
jndQ&index Kharagpur

9 20-22 Leadership: Understanding The student should be Infosys: Vishal (ICMR Case)
Leadership, Difference between a able to: Sikka’s Challenges.
Leader and a Manager (new case)
● Understand
Leadership Styles and the
Determinants of Leadership characteristics
that
Transactional, Transformational distinguish a
and Charismatic Leader manager from
a leader
Trait Theories ● Understand
and identify

Page 8 of 15
 Behavioral Theories: The Ohio the various
state studies, University of styles of
Michigan studies, Managerial grid leadership
● Analyze which
and Scandinavian studies
leadership
Contingency Theories:The style will be
most effective
Fiedlermodel. Situational
in a particular
Leadership Theory, Leader- situation
Member Exchange theory and ● Undertake
Path goal theory leadership
roles for
effectively
influencing
people to work
productively
Swayam/ Leadership https://www.youtube.c By
NPTEL
Reference om/watch?v=x- DrSusmitaMukhop
material ycseyaPDE&index adhyay, IIT
Kharagpur

https://www.youtube.c
om/watch?
v=AbL_ru_sCGg&inde By
x DrSusmitaMukhop
adhyay, IIT
Kharagpur

10 23-24 Power, Authority & The student should be What's Good for (ICMR Case)
Politics: Definition of Power, able to: the Goose is
Distinction between Power, Good for the
Authority and Influence ● Understand Gander?
the various
Bases (Types) of Power: Coercive, types of power
Reward, Legitimate, Expert and sources in an
organization
Referent Power and how this
can be used
Power Tactics
effectively to
Organizational Politics- Definition influence
employee
and nature of politics and
behavior
Politicking ● Understand
why some
Factors relating to political
people or
behavior: Individual and certain roles
Organizational Factors are more
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 Ethics of Power and Politics powerful over
the others
● Understand
the detrimental
consequences
of political
behavior in
organizations
Swayam/ Power & Politics https://www.youtube.c By
NPTEL
Reference om/watch? DrSusmitaMukhop
material v=3wLDyPN4QMY&in adhyay, IIT
dex Kharagpur

11 25-26 Conflict & The student should be Miramax: A Classroom

Collaboration: Definition and able to: Victim of activity
Sources of Conflict Interpersonal
● Understand Conflict
(ICMR Case)
Classification of Conflicts: and apply
Intrapersonal, Interpersonal and different
Intergroup Conflicts conflict
resolution
Organizational Conflict and its techniques
which will
categories, Conflict Process
equip them to
Negotiation: Definition of handle various
conflict
Negotiation, Approaches and
situations as
Process managers
● Identify and
Approaches to Conflict
apply effective
management negotiation
techniques that
Basic Concept of Collaboration
can be used in
bargaining

12 27-28 Organizational The student should be Cisco’s (ICMR Case)

Structure: Understanding able to: controversial
Organizational Structure: Concept Organizational
of Organizational Structure, Max Model: Another
Weber’s Bureaucratic Model, ● Understand Reorganization
Centralization, Decentralization, the designs of
Span of control, Tall and Flat different types
Structure, Departmentalization and of
Formalization organizational

Page 10 of 15
 Organizational Designs:Simple structures and
structure, Matrix structure, Project assess its
Design, Network Design, Virtual impact on
organizational
organizations, Horizontal and
behavior.
Boundary-less organizations ● Understand
which
organizational
structure best
enables an
organization to
achieve its
strategic goals
13 29-30 Organizational Culture: The student should be Halocracy at (ICMR Case)
able to: Zappos (B):
The Nature of Organizational From
Culture: Definition, ● Understand Experiment to
Characteristics and Functions of what
Exodus
Organizational Culture and Strong organizational
Vs Weak Culture culture is. (new case)
● Understand
Uniformity of Culture: Dominant the process of
culture, Sub-culture and how the
culture of an
Formalization organization is
formed and is
Beginning of Culture in an
maintained.
organization: Selection, Top ● Understand
Management and Socialization the importance
of how
Learning Culture: Stories, Rituals, organizational
Ceremonies, Material Symbols culture enables
and Language effective
functioning of
Building a positive organization an
culture organization

14 31-33 Organizational Change: Forces The student should be Acting on a (Textbook

for change, Managing planned able to: vision of case
change and Resistance to change change
● Identify the Appendix-I)
Approaches to manage forces that
organizational change stimulate Textbook-

Page 11 of 15
 Organization development: change in an Managing
Definitions and Concept organization Organizational
● Analyze how change-
OD interventions the transition
of an Griffin&
organization Moorhead
undergoing 11 e
change can be
done smoothly
based on
theories of
change

Expectations from Students

a. Students must report to the respective sessions well before the announced time.
Latecomers will not be permitted to join the class after the scheduled time. If late, the
attendance for that session will be marked as absent.
b. Read the Case Study / material well prior to the class discussion. He/she is also expected
to read the chapter indicated in the course plan as the faculty directs.
c. In the class discussion student is expected to participate actively and contribute to
individual and group learning. Evaluation is based on active participation.
d. Evaluation is a continuous process at IBS. Every student needs to be aware of the
timelines given in the section below. Absence from these evaluations will mean non
awarding of marks in that particular component
e. Wherever applicable, group assignments require each student to contribute to the group
effort. This enhances group effectiveness and leads to greater appreciation of working in
groups.
f. Formal dressing is suggested for all students. Do not roam in the academic area/ attend
classes in chappals / shorts / informal t shirts
g. Students are expected to show high regard and appreciation for in class discipline and
desist from using mobile phones. This disturbs the class ambience and unnecessarily
diverts attention of other students as well as the faculty member.
h. Each faculty has been given a scheduled consultation hour. Utilize this time to meet the
faculty and clarify doubts if any, seek explanations and get mentored if needed.
i. Attendance is compulsory in all sessions. However refer to guidelines in your academic
handbook for exceptions.

The evaluation broadly falls into the following scheme:

Table
Suggested Weightages of Different Evaluation Components

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 S.No. Components of Evaluation Weightage (%)
1. Written Tests 20
2. Objective tests (MCQs) 20
3. Project/ Seminar 10
4. Class Participation 10
5. Comprehensive Examination 40
Total weightage 100

Schedule for Evaluation Components:

Written test (Descriptive) will be conducted on the 11th session of the course during the
common hour.
Objective test (MCQs) will be conducted on the 22nd session of the course.

Project/Seminar: The students are required to do an application oriented video project, which is
a group activity. Every group has to prepare a video of a role play based on a relevant topic of
OB, displaying their managerial skills, roles and functions, and make a final presentation of the
video on the 32nd/33rd session.Every student is also required to submit a written assignment of the
project undertaken by him/her, for which there will also be an individual assessment.
The Evaluation pattern for the project is as follows:

Table: Project Evaluation

S.No. Components of Evaluation Submission Marks

Date
1. Topic Submission (Group) 10th session 01
2. Interim Report (Group) 20th session 03
3. Individual Assignment (Individual) 30th session 02
4. Class Presentation 32nd/33rd 04
(Final Video - Group) session
Total Marks 10

Wherever possible, the performance of the students in the internal evaluation components
will be discussed in the class giving as much detail as possible like the highest, lowest and
average performance. The comprehensive examination is conducted after completion of class

Page 13 of 15
room teaching. Feedback to the students on internal evaluations will be given on continuous
basis.

Below given is the list of few Video links that can be used by the students for few topics.

Swayam/NPTEL reference material details for Organizational Behaviour (OB) course –

Academic Year 2018-19

S.N Course Topic URL Lecture by:

o.

1 Introduction to by Dr.Namita Rajput, Sri

Organizational https://www.youtube.com/watch? Aurobindo College,
Behavior v=QQlS5ipfxeM&list University of Delhi

https://www.youtube.com/watch? By Dr.KakoliSen,
v=aOcZ8sVDapA&list
GdGoenka University

2 Individual Differences https://www.youtube.com/watch? By Dr

& Work Behavior v=0DIPY0yUAZk&index SusmitaMukhopadhyay,
IIT Kharagpur

Perceptions & https://www.youtube.com/watch? By Dr

Attributes v=DNdUY4nz1qQ&index SusmitaMukhopadhyay,
IIT Kharagpur

https://www.youtube.com/watch? By Dr
v=hKCcZdqhs1I&index SusmitaMukhopadhyay,
IIT Kharagpur

3 Motivation https://www.youtube.com/watch? By Dr
v=Mrms1YmloWM&index SusmitaMukhopadhyay,
IIT Kharagpur

https://www.youtube.com/watch? By Dr
v=G5y5vyorrEM&index SusmitaMukhopadhyay,
IIT Kharagpur

4 Motivation and https://www.youtube.com/watch? By Dr InderjeetDagar,

important theories v=IQwlW4yZHes&list University of Delhi

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5 Informal & Formal https://www.youtube.com/watch? By Dr
Groups v=6mBLT7gux2I&index SusmitaMukhopadhyay,
IIT Kharagpur

6 Teams & https://www.youtube.com/watch? By Dr

Teambuilding v=v1gigx9fwcY&index SusmitaMukhopadhyay,
IIT Kharagpur

7 Managing Conflicts & https://www.youtube.com/watch? By Dr

Negotiations v=KXTi6S-pLa8&index SusmitaMukhopadhyay,
IIT Kharagpur

8 Power & Politics https://www.youtube.com/watch? By Dr

v=3wLDyPN4QMY&index SusmitaMukhopadhyay,
IIT Kharagpur

9 Communication https://www.youtube.com/watch? By Dr
v=ZzWpGm-jndQ&index SusmitaMukhopadhyay,
IIT Kharagpur

10 Decision Making https://www.youtube.com/watch? By Dr

v=gWzZxzQmd4w&index SusmitaMukhopadhyay,
IIT Kharagpur

11 Leadership https://www.youtube.com/watch? By Dr
v=x-ycseyaPDE&index SusmitaMukhopadhyay,
IIT Kharagpur

https://www.youtube.com/watch? By Dr
v=AbL_ru_sCGg&index SusmitaMukhopadhyay,
IIT Kharagpur

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