POST GRADUATE PROGRAMME IN MANAGEMENT

AY 2020-21 TERM: II

TITLE OF THE COURSE: ORGANIZATIONAL BEHAVIOUR – II

CREDITS: 4

Name of the Faculty Faculty Blok/ Email Telephone

Room No. Number
Mit Vachhrajani - mitv@iimidr.ac.in -
Nobin Thomas B-211 nobinthomas@iimidr.ac.in +91-731-2439870
Shrihari S. Sohani C-110 shriharis@iimidr.ac.in +91-731-2439498
Sushanta K. Mishra A - 108 sushantam@iimidr.ac.in +91-731-2439520

CONSULTATION TIME FOR STUDENTS

Name of the Faculty Timing

Mit Vachhrajani On prior appointment
Nobin Thomas Mondays 5-6PM or other days with prior appointment
Shrihari S. Sohani Mondays 5-6PM or other days with prior appointment
Sushanta K. Mishra Mondays 5-6PM or other days with prior appointment

COURSE DESCRIPTION

The OB-II course is all about understanding of groups in organizations and the role of
organizational systems and structures in shaping behavior. The course will be delivered in six
modules. The first three modules cover Interpersonal Dynamics in organizations and the next
three modules cover Organizational Dynamics. First two modules of interpersonal dynamics
deal with the dynamics and issues at group level. Module three addresses leadership issues at
the group level. Module four introduces the concept of organizations and the environment in
which they operate. Designing organizations and managing organizational change becomes the
focus of last two modules.

COURSE OBJECTIVES

1. Promote interpersonal awareness and ability to work in groups.

2. Develop critical thinking skills to assess various organizational situations and provide
appropriate solutions.
3. Familiarize participants with organizational theories and concepts and help develop an
ability to apply them to specific situations.
PEDAGOGY/TEACHING METHOD:

The course will use a mix of cases, discussions, simulations and exercises. The course relies
heavily on participation in class discussions and activities. Participants need to think critically
about concepts and issues raised in class discussions. Deriving the most from this course
requires active engagement in the learning process. The students will be expected to work in
groups for class/case discussion.

TEXTBOOK FOR THE COURSE

Please refer to the Book recommended in OB-I:

Robbin, S.P., Judge, T.A., & Vohra, N. Organizational Behavior. India: Pearson Education (RJV).

EXPECTED LEARNING OUTCOMES AND ASSOCIATED MEASURES

At the end of the course student is expected to accomplish the following learning outcomes
(CLO). Alignment of CLO with the Programme Level Goals & Objectives and Assessment of the
learning outcomes of the course is presented below.

Course Learning Outcome Program Level Goals/ Outcome Assessment Tool(s)

1. Ability to analyze PLG 1. Develop Critical Thinking Embedded
the situation, present 1.1 Relate the classroom learning with Question(s) in Mid-
alternatives and problem/s faced by the organisation or Term
suggest course of measures taken by the organisation to
action address a problem/s
1.2 Identify the decision problem along
with sources.
1.3 Identifies and presents appropriate
evidence supporting the analysis of
alternatives
1.4 Evolves one’s own perspective or
takes a position / makes judgement
2. Awareness of PLG 2. Ability to Work in Groups Peer-Evaluation
interpersonal Effectively
effectiveness and 2.1 Contributes to the idea generation
ability to work in in the group meeting.
groups 2.2 Actively listens and respects other’s
contributions
2.3 Helps the group complete the task
at hand successfully
EVALUATION
EVALUATION WEIGHTAGE (%AGE)
Class Participation 20
(including peer evaluation)
Quizzes 20
Mid-Term Examination 30
Final Examination 30
Total 100

ACADEMIC DISHONESTY

IIM Indore believes in Academic honesty.

Academic dishonesty or misconduct is cheating that relates to an academic activity. It is a
violation of trust between the Institute and its stakeholders. Plagiarism, fabrication, deception,
cheating and sabotage are examples of unacceptable academic conduct. Please consult the
Programme manual for the section on academic dishonesty.

SCHEDULE OF SESSIONS

MODULE I: GROUP DYNAMICS

Module Objective: Introduce the concept of group and explore the issues and challenges
in functioning of groups

Session 1 Introduction to group dynamics

Objective: Explore the dynamics in group functioning

Reading: Robbin, S.P., Judge, T.A., Vohra, N. (2019). Organizational Behavior, Chapter
Nine. Pearson Education, India.

Session 2 Understanding groups

Objective: Highlight the issues involved in group functioning

Reading: Hill, L. A., & Farkas, M.T. (2005). Note on Team Process. Harvard Business
School Background Note No. 402-032. Boston, MA: Harvard Business School
Publishing.

Session 3 Crafting a Work Group

Objective: To highlight the issues while crafting a group

Reading: Polzer, J. T. (2003). Leading teams, Harvard Business School Background Note
No. 403-094. Boston, MA: Harvard Business School Publishing.
MODULE II: GROUP PROCESSES

Module Objective: Explore the processes involved in decision making and group functioning

Session 4-5 Decision Making and Influence in Groups

Objective: Understand the issues in group decision making

Reading: Kahneman, D., Lovalo, D., & Sibony, O. (2011). The big idea: Before you make
that big decision. Harvard Business Review, 89(6), 50-60.

Garvin, D. A., & Roberto, M. A. (2001). What You Don’t Know About Making
Decisions. Harvard Business Review, 79(8), 108-116.

Case: Edmondson, A.C., & Feldman, L.R. (2002). Group Process in the Challenger
launch Decision (A), (B). HBS No. 9-603-068. Boston, MA: Harvard Business
School Publishing.

Session 6 Group Identity

Objective: To explain the importance of identity in group functioning

Reading: Polzer, J.T., & Elfenbien, H.A. (2003). Identity Issues in Teams. Harvard
Business School Background Note No. 403-095. Boston, MA: Harvard
Business School Publishing.

Case: Snook, S.A., & Polzer, J.T. (2003). The Army Crew Team. HBS No. 9-403-131.
Boston, MA: Harvard Business School Publishing.

Session 7 Collaboration and Competition

Objective: To explore when to collaborate and when to compete

Reading: Nidumolu, R., Ellison, J., Whalen, J., & Billman, E. (2014). The Collaboration
Imperative. Harvard Business Review, 92(4), 76-84.

Session 8 Virtual Teams

Objective: To introduce the issues involved in managing virtual teams

Reading: 1) Guttman, H. M. (2007). Are Your Global Team Members Miles

Apart?. Harvard Management Update, 12(2), 1.
2) Maruca, R. F. (1998). How do you manage an off-site team? Harvard
Business Review, 76, 22-35.

Case: Neufeld, D., & Santora, J. (2013). Virtual Teams at Ivey. Ivey No. W13343.
Canada: Ivey Publishing.
MODULE III: LEADERSHIP

Module Objective: To highlight the importance of leadership in group functioning

Session 9 Leading Groups

Objective: To explore what makes a leader effective

Reading: Robbin, S.P., Judge, T.A., Vohra, N. (2019). Organizational Behavior, Chapter
Twelve. Pearson Education, India.

Case: Snook, S. A., Perlow, L. A., & Delacey, B. J. (2005). Coach K: A Matter of the
Heart. HBS No. 9-406-044. Boston, MA: Harvard Business School Publishing.

Snook, S. A., Perlow, L. A., & Delacey, B. J. (2005). Coach Knight: The Will to
Win. HBS No. 9-406-043. Boston, MA: Harvard Business School Publishing.

Session 10 Leadership Challenges

Objective: Highlight the challenges faced by the group leaders

Reading: Bennis, W. G., & Thomas, R. J. (2002). Crucibles of Leadership. Harvard

Business Review, 80(9), 39-45.

MODULE IV: ORGANIZATIONS AND THEIR ENVIRONMENTS

Module Objective: Introduce the concept of organizations and their environments

Session 11-12 Introduction to Organizations and Organizational Environment

Objective: Introduce the concept of organizations and their environments

Miles, R. E., Snow, C. C., & Pfeffer, J. (1974). Organization‐environment: Concepts

Reading:
and Issues. Industrial Relations: A Journal of Economy and Society, 13(3), 244-264.
MODULE V: DESIGNING ORGANIZATIONS

Module Objective: Introduce the designing elements of organizations

Session 13-14 Organizational Analysis: Structural Lens

Objective: Introduce the structural aspects of organization

Bernstein, E. S., & Nohria, N. (2016 rev). Note on Organizational Structure. HBS No.
Reading:
9-491-083. Boston, MA: Harvard Business School Publishing.
Case: Nohria, N., & Gladstone. J. (2010). Appex Corp. HBS No. 9-491-082. Boston, MA:
Harvard Business School Publishing.

Session 15 Organizational Analysis: Political Lens

Objective: Introduce the political aspects of organization

Pfeffer, J. (2010). Power Play. Harvard Business Review, 88(7/8), 85-92.

Reading:

Session 16 Organizational Analysis: Cultural Lens

Objective: Introduce the cultural aspects of organization

Chatman, J., & Cha, S.E. (2003). Leading by Leveraging Culture. California
Reading:
Management Review, 45(4), 20-34.
Case: Reilly, C.A., Pfeffer, P. (2006 rev). Southwest Airlines (A). No. HR-1A. Stanford:
Stanford Graduate School of Business.

Session 17 Designing an Organization

Objective: Introduce the designing challenges in an organization

Worley, C. G., & Edward E. Lawler, I. (2006). Designing Organizations that are Built to
Reading:
Change. MIT Sloan Management Review, (1), 19-23.

Anand, N., & Daft, R. L. (2007). What is the Right Organization Design?
Organizational Dynamics, 36(4), 329-344.
MODULE VI: CHANGING ORGANIZATIONS

Module Objective: Introduce the issues in managing organizational change

Session 18 Innovation in Organizations

Objective: Introduce the need for innovation in organizations

O'Connor, G. C., & Rice, M. P. (2001). Opportunity Recognition and Breakthrough

Reading:
Innovation in Large Established Firms. California Management Review, 43(2), 95-
116.
Case:
Bernstein, E. S., Gino, F., & Staats, B.R. (2014). Opening the Valve: From Software to
Hardware (A). HBS No. 9-415-015. Boston, MA: Harvard Business School Publishing.

Session 19-20 Managing Change

Objective: Introduce the issues in organizational change

Beer, M., & Nohria, N. (2000). Cracking the Code of Change. Harvard Business
Reading:
Review, 78(3), 133-141.
Case: Lal, R., & Tahilyani, R. (2011). State Bank of India: Transforming a State-Owned
Giant. HBS No. 9-511-114. Boston, MA: Harvard Business School Publishing.

Please give the details of the book if students need to buy the book
Author Title Publisher Edition Remarks, if any
Gareth R. Jones Organizational Pearson Sixth edition
M. Mathew Theory, Design, Education India
and Change

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