Subject Code: IMT-14

Subject Name : Organization Structure and Behaviour

Objective: To enhance understanding of the dynamics of interaction between the individual and the organisation and facilitate the development of a perspective to diagnose and effectively deal with the issues of human behaviour in organisation. Contents : Organisations and Organisational Behaviour: An Introduction Changes in the Organisational Context and Challenges for Organisations Current Trends, and the challenges they pose for managers; Emerging Organisations: Effective response to challenges. Perception, Attribution and Shaping Attitude Some Linkages between Perception and Organisational Outcomes, Defining Perception, Elements of Perception, Explaining Peoples Behaviour: Attribution Theory in Social Perception ;Factors limiting the accuracy of Perception and attribution, Introduction: What are attitudes, Job satisfaction and Organizational Commitment-Two of the Most researched work attitudes, Organisational Citizenship behaviour . Understanding Motivation and its Application-Meaning and Definition, Inferring Motivation from Behaviour, Major Need Theories of Motivation, Process Theories of Motivation ,Work Motivation :An Introduction, Thresholds of Motivation: Recognising the Indian-ness of needs, Factors affecting Work Motivation Within Work Organisations in India, Employee Identification as a bridge between Extrinsic and Intrinsic Motivation Understanding Personality, Values and more Meaning of Personality, Definition of Personality, Personality: Selected views and Perspectives, Factors that shape personality, Difference in the Western and Indian perspectives on personality, Measurement of Personality ,Values and Emotional Intelligence: Two Important concepts related to Personality Thresholds of Interpersonal Behaviour Introduction, The Behaviour and Skill Approach to Interpersonal Relationships, Interpersonal Relationship and Management of Boundaries ,The Role of Threat and Trust Formation in Interpersonal Relationships, Interpersonal Styles: FIRO-Transactional Styles in Interpersonal Relationships: TA Understanding Groups and Teams What are Groups? Increasing Importance of Working Effectively in Groups, How are Groups formed? How Groups Develop?, Synergies of Group- Working: Process gains and their Contributors, Negative Aspects of Group Working and Group Process Losses, Roles in Groups: Members Dispositional and Functional Roles, Factors Affecting Group Effectiveness ,Understanding Teams: Are Teams Different from Groups? Popular Types of Teams, Making Teams Effective Understanding Power and Organisational Politics What is Power-Meaning and Definitions, Why study Power Dynamics in Organizations, Nature and Bases of power, Directions of Flow of Power in Various Types of Org. Structures , Using Power: The Link to Success, What styles of Influence works for the Indian Organizations? Politics, Using Power and Politics Exploring Organizational Roles Introduction: Organisational Roles ,Relevance of Studying Roles, Organisational Roles-Basic Definitions, Negative Impacts on Role Performance, Organisational Role Dynamics in India, How to make organisational Roles effective Understanding Organizational Culture-Organisational Culture: Meaning and Definitions ,Recognising Culture in an Organisation ,Types of Culture and Organisational Structure, Strong Cultures and Weak Cultures ,Limitations of the Study and Practice of Strong Culture ,Limitations of the study and practice of Strong Culture, Sub-Cultures and Weak Cultures, How Can an Effective Culture to be sustained, Organisational Climate, Managing Cultural Effectiveness in Organisations in India Understanding Leadership and Leading for Change : A Definition and an Introduction, Development of Leadership Thought A Glance, The Personality Focus: Great Man-Thesis ,The Personality Focus: Leaders Traits Theory, Behaviour Focus: Early Studies on Ohio and Michigan State Universities ,Theory X and Theory Y Assumptions about Human Nature ,Contingency and Situation Focus: Fiedlers Contingency Model, Organization Structure and Behaviour ..................... Page 1 of 4 ............................................................................... IMT-14

Contingency and Situation Focus : Hersey and Blanchards Situational Leadership Model, Contingency and Situation Focus Managerial Grid Styles, Contingency and Situation Focus: Path Goal Theory Transactional VS Transformational Theory ,Authentic Leadership, Are Leaders different from Managers ,Emerging Leadership Issues and Capabilities ,Leaders as Effective Change Agents, Turnaround as a special case of Leading Change in India, Changing Culture in India and Implications on Leadership Practice ,Nurturant Task Leadership as an appropriate Style of Leadership In India

Notes:
a. b. c. d. Write answers in your own words as far as possible and refrain from copying from the text books/handouts. Answers of Ist Set (Part-A), IInd Set (Part-B), IIIrd Set (Part C) and Set-IV (Case Study) must be sent together. Mail the answer sheets alongwith the copy of assignments for evaluation & return. Only hand written assignments shall be accepted. 5 Questions, each question carries 1 marks. 5 Questions, each question carries 1 marks. 5 Questions, each question carries 1 marks. Confine your answers to 150 to 200 Words. Two Case Studies : 5 Marks. Each case study carries 2.5 marks.

A. First Set of Assignments: B. Second Set of Assignments: C. Third Set of Assignments: D. Forth Set of Assignments:

ASSIGNMENTS
FIRST SET OF ASSIGNMENTS Marks Assignment-I = 5

PART A
1. How does Indian Organizations differ from their Western counterparts? 2. Define Organisational Behaviour. State its importance and scope with at least two examples from the corporate world. 3. What are the trends affecting business organizations globally? How are organizations responding to the challenges raised by these needs? 4. What is an ethical dilemma? Why would ethical dimensions of management be highlighted along with a rise of diversity in Organizations? 5. What is social perception? Why is it described as self-fulfilling in nature?
SECOND SET OF ASSIGNMENTS Assignment-II = 5 Marks

PART B
1. Explain the following factors of the Attribution Process: a) Consistency b) Consensus c) Distinctiveness 2. What are the limitations of extrinsic motivation? Why do organisations rely on it? 3. Explain the similarities between Need Hierarchy Two Factor, ERG and Mc clellands classification of needs? 4. How can a systematic study of personality help the individual and the organization? 5. Why do we need to manage emotions? How can emotional Intelligence help manage emotions?
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THIRD SET OF ASSIGNMENTS

Assignment-III = 5 Marks

PART C
1. Which are the key interpersonal skills? What is the advantage of the skills approach to Interpersonal phenomenon at work? 2. What measures should be taken by an organization to make the teams more effective? 3. If you saw a diagram depicting an organizational structure, would you be able to identify the sources and direction of power in it? Give examples? 4. Explain how role pressure and role forces shape role performance? Which one should have a stronger impact? Support your answer with examples? 5. Detail how leaders can bring about effective turnaround of organization? Explain a leaders contribution to the process of Institution Building?
FOURTH SET OF ASSIGNMENTS Assignment-IV = 2.5 Each Case Study

CASE STUDY - I
Jeenat is the Accounting Department manager for a regional chain of convenience stores. Jennifer is an accounting superstar. She has a bachelors degree, recently passed her CA exam, and is really exceptional in her accounting knowledge. She was so good, in fact, that she was promoted to department manager in her previous company after only two years on the job. She has been at her current company for ten months. She has implemented two accounting procedural changes that have streamlined the work and resulted in cost savings for the company. She reports to the CFO, and he is concerned about Jeenat, despite her obvious talents. There is no denying that she has had a positive impact, but Jennifer is not fitting in so well. Jennifer is a poor communicator and seems to have alienated quite a few of her peers and her employees. She is often aloof and distant, and her usual way of motivating performance is to simply dictate what will be done and expect compliance with her orders. She has good ideas but has little ability to present them well or to work as part of a team. 1. You are Jeenats CFO, and you believe you can coach Jeenat. How would you approach her and what would you say? What issues would you work with her on? 2. How would you hold Jeenat accountable for improvement on the issues you identified?

CASE STUDY-II
Abhay joined a leading construction conglomerate for summer job. The company he was assigned Cranebow was in the business of manufacturing construction material which had to be delivered to the client sites using a missed fleet of hired and owned trucks. Abhay was interviewed by the head of this business, Raman Varma, who had taken charge of this operation about three months back.Varma has been brought by the top officials at the conglomerate for bringing Cranebow from loss to profit as soon as possible. When Abhay analysed the industry, he saw opportunities flying everywhere. The demand was rising, the market was liberalized and there were no conditions that favored competitors more than Organization Structure and Behaviour ..................... Page 3 of 4 ............................................................................... IMT-14

Cranebow. So how could the losses at Cranebow be explained? Abhay had been taking his meals at the common mess, and hoped to make some contacts with the regular employees. Two weeks in to the assignments, he was still hopeful to develop friendly rapport with some people there. He accompanied some of the trucks to the sites and got to talk to the site personnel of the clients. Abhay learned that the revenue collection at Cronbow was problematic. Some clients tricked the company because the records of the order price,, dispatch quantity and the proof of material received by the client were not maintained properly. So, when disputes arose,the copany had to grant the clients claim. Next day,Abhay met the plant head to show to him some of the formats of the reports he had been preparing. The plant head took a look at those forms,and said,Good,you have worked very hard on those forms.But these are not usable. Plant head then showed the flaws in each of the forms drafted by Abhay. Abhay was amazed to see this-the forms suggested by the plant head were simple, user friendly and compact. Then why was the information not available in the interest of the company when needed? The plant head said, You should have asked the persons sitting at the top. If I show what I know to them,will they listen? What do I gain by revealing what I know? My job is to run the plant, and run the plant I do. Why should I worry about anything else?

1. What attitude is reflected in the plant-heads words and action? Is it favorable for the organization? 2. What measures do you recommend for changing the current attitude of the plant head?

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