Term I--BOB1 (B19-1)

Organizational Behaviour – I
Individual and Group Behaviour in Organizations
Facilitator: Secretary:
Fr Nelson D’Silva, SJ Ms Pushpa Lakra
nelson@xlri.ac.in pushpa@xlri.ac.in
OVERVIEW
Organizational behaviour is the foundational course that initiates a discussion about the
presence of humans in organizations as thinking, feeling and acting beings, individually and in
groups. Thus this course aims to initiate a reflection on oneself, and with that as the base, to
understand the way individuals and groups operate in organizations transforming oneself,
others and the organization itself. With the critical evaluation of existing theories, one develops
skills to understand human persons working in organizations.
While the above is a secondary motif of the course, the first is awareness and personal growth
of oneself as a person. This course becomes a mirror to traits, fears and struggles that one may
face in different situations. This primarily means first to acknowledge oneself as one is, and
focus on one’s strengths, to improve one's effectiveness in organizations.
This will enable managers to adopt appropriate managerial policies while managing human
resources to enhance the effectiveness and efficiency of their role and the organization.
LEARNING GOALS
The objective of this course is to provide students with a better understanding of behavioural
processes of individuals and groups in organizations enabling them to function more effectively
in their roles as managers personally and with others. Specific learning objectives for this
course are as follows:
1. To provide a basic knowledge of important theories relating to organizational
behaviour;
2. To develop an understanding of these theories and of related ideas and concepts and
critically evaluate them;
3. To develop skills to deeply analyse human behaviour and apply the learnings to
organizational context, especially leader/manager effectiveness
4. Understanding the group dynamics and Leadership in the Organization to build
effective organizations
5. Take the learnings from every session for self-reflection and the development of
leadership potential.
COURSE MATERIAL:
The following book will be used as the basic text:
Robbins, S. P., Judge, T. P., Vohra, N. Organizational Behavior. Pearson Education India.
While the above is given as the basic text, students are encouraged to refer to other appropriate
books for each topic. There are many good books on OB in the library.
Other material will also be given for reading before sessions as compulsory or suggested
reading. It will be shared on Google classrooms.
Students/groups are expected to go beyond the reading material provided and develop
viewpoints of their own.
EVALUATION:

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 Component Weightage
1. Course Involvement/attendance : 10%
2. Group Assignment(s)/Presentations : 15%
3. Personal Learning Journal : 15%
4. Mid-Term Examination : 15%
5. End-Term Examination : 25%
6. Group Leadership Project : 20%
Unless told otherwise, the following points should be maintained for the evaluation:
• The Mid-term exam will contain portions as announced before the exam.
• End-term exam will contain portions as announced with a focus on a comprehensive
understanding of the entire course content and its application.
• All assignments/PLP will be submitted in soft copies on Turnitin® for plagiarism check
and maintaining integrity. The submission deadline is non-negotiable. The
submission portal will lock itself after the deadline and no submission can be made after
that. To avoid overloading the system at the last minute, submit before the deadline and
check for plagiarism and revise and resubmit if necessary.
• Every 1 percentage above the allowed 15 percent similarity (plagiarism measure), i.e.
unacknowledged content, will invite a reduction of marks. Plagiarism above 60% is
likely to be awarded a ZERO for that component.
• Assignments should follow a proper referencing format (APA 6th) for literature
referred. The submission should have a proper bibliography.
• Class presentations by groups should be professional in quality and crisp in the content;
managing time is an essential element of it. Creativity is appreciated, but not at the cost
of content and depth of understanding.
COURSE INVOLVEMENT, ATTENDANCE AND GROUP PRESENTATIONS:
Involvement in the course is an essential requirement and carries a weightage of 10% in the
evaluation. Attendance and preparation for class with relevant reading material/activity will
be used as the indices of your involvement. Group presentations will be expected for the
additional material given for readings. Groups failing to make a presentation when called will
receive a negative score (-5) out of their total score calculated at the end of the term.
PERSONAL LEARNING JOURNAL:
Students are expected to record their session-wise reflections on the topics discussed/ reading
material shared on the google form shared. Organizational Behaviour has personal reflection
as an essential component of learning. Reflections are your insights from the class, material
read in preparation for the class or some experience that highlights some dimension of people’s
behaviour at work you observed during your group activities/projects (not limited to OB
groups). It is anything that can become a management challenge in your life as a manager;
actions of yourself or others. What could you do? What you couldn’t? Why? etc. (This could
be a general framework). It is not the summary of the class but a reflection. For every class
summary submitted you will be awarded a negative score (-0.5).
The journal entries for any session should be made before the next session.
Please keep a record of your submissions which could be of use in the long-run or during
the end-term exams.

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GROUP LEADERSHIP PROJECT:
Each group must select a socially useful project and complete it within the first term. Each
group needs to meet the faculty, discuss and finalize the project. Come with more than one
option and convince why it should be called a leadership project.
Expectation: You must make a few visits and try to initiate some activity which helps you to
understand your leadership capability and that of working in a group. Also note the response
of others to your intervention/approach as an individual and group member.
Deliverables:
Project Title to be submitted before session 5. It would require preliminary investigation of
what can be done.
Some mid-term report can be sought from the group. Keep your work up to date i.e., your
diary of visits and reflections.
Final submission before the end-term examination.
Caution: Do not go to people showing off your money and trying to distribute freebies.
Any group indulging in such activities will be awarded a ZERO for this component.
CONSULTATION:
I am available for meeting/discussion in my office on non-class days (9:00 am to 12:30 pm).
You can also meet at other times with prior appointment.
All class resources will be uploaded through Google Classrooms for which you will receive
your section ID by email.
No material will be provided in hard copies.
Detailed Session Outline
Though some sessions may show several readings, they are short in length. Some sessions
have psychometric instruments that will be discussed in class.
Session Topic Readings before class Learning Goals Class dynamics
1 Orientation 1. The deeper work To understand what Class discussion
of the of executive means to be an
Course development effective executive
2. What makes an How to become an
effective effective executive.
executive?
3. Ch 1, 2
2 Developing 1. Can Leadership be Understanding the Class discussion and
Listening taught need for leadership activity
Skills 2. What great Distinguish leaders
Transactional managers do from managers
Analysis 3. What leaders What it takes to
really do become a leader
3 Need to 1. Hawthorne Why study human Class discussion and
study human Experiments behaviour at work lecture
behaviour 2. The Hawthorne What role does it
Effect have on leader
3. Moments of effectiveness
greatness

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Session Topic Readings before class Learning Goals Class dynamics
4,5 Perceptions 1. AIRSOPAC—Case What hinders Case discussion
for individual executive Lecture
study and effectiveness
individual decision
2. Ch 6
6 Impression 1. A second chance What is impression Class discussion
Management to make the right management Lecture
impression The positive sides of Case
2. Perception of impression Presentation
tattoos management
3. The right way to Why is it important to
brag about tell the right story
yourself
4. Managing public
opinion in crisis-
BP CEO Tony
7 Attitudes & 1. Ch 3 Why do people act Values
Values 2. Manage Your differently? MWEP Questionnaire
Work, Manage Can their behaviours Class discussion
Your Life be changed? Activity
3. Leadership and What is their source?
values
4. When values clash
5. Pages from
Developing
Management
Skills_ A - James
Carlopio
8 Leadership 1. Pages from Gary What do I need to Johari Window—
Traits and A. Yukl - become a leader? Instrument
Skills Leadership in Do I have it? Presentations
organizations.
(2014, Pearson
9 Leadership 1. Bad Leadership Who are bad leaders? Presentations
CHAPTER How do they act?
2&3.docx How do leaders
2. Leadership become ineffective or
Behaviors.pdf evil?
10 Learning 1. Multiple How do people learn? Kolb Learning Styles
Intelligences Effectiveness of Inventory
2. Punished by rewards and Class discussions
rewards.pdf punishments in
3. Ch 11 organizations.
11 Personality 1. Ch 5 What are some of my MBTI, RIASEC, MACH
personality traits? IV, etc
Are they helpful in Class discussions
leadership?
12 Motivation 1. Ch 7 & 8 What is motivation? Class discussions
2. Learned How to motivate self
Helplessness and others?

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Session Topic Readings before class Learning Goals Class dynamics
13-15 Leadership 1. Gazi What's Understanding the Full-range
next.pdf practice of leadership. Leadership—
2. The challenge of Use of influence, inventory
managing your power and politics. Class discussions
former What is the best way Presentations
colleagues... How to get things done
will you do it?
from peers and
3. Brookfield
subordinates?
Properties case
4. Power and
Leadership.pdf
5. Empowering,
Pages from
Developing
Management
Skills_ A - James
Carlopio
6. Ch 13
16 Emotion 1. Dr. Paul Ekman - What are emotions? Emotional Intelligence
Emotions How do they affect Class discussion
Revealed effective performance Lecture
Recognizing Faces in organizations?
and Feelings to
Improve
Communication
and Emotional
Life
2. Ch 4
17-18 Working in 1. Ch 9 & 10 Why do I find it Firo-B
groups difficult to work with Sociometric Analysis
Group some individuals? Class discussions
Dynamics How do we relate to Activity
one-another in
groups?
1. Group Cohesion-- How to work with Belbin Team Roles
Group Dynamics - others? Questionnaire
Donelson R. The unique role each TOBI
Forsyth.pdf individual has in Actiivty
2. teams.
19 Networking 1. How to build your The importance of Class discussions
network.pdf networks today. Presentations
2. Heidi Roizen What are the essential
Articles and Video elements of long-term
networking?
20 Conflict 1. Conflict resolution Understanding Kilman Conflict
styles conflicts Management Styles
2. Ch 14 Different styles of Class discussions
managing conflict
Importance of
learning new styles of
managing conflict.

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All chapters mentioned above are from the textbook by Robbins that you have received
from the library.