Subject Code: IMT-14

Subject Name : Organizational

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 : INTRODUCTION TO ORGANIZATIONAL BEHAVIOUR What is an Organization? Managers in Organizations; Managerial Networks; Direct Environmental Forces; Indirect Environment Forces APPROACHES TO ORGANIZATIONAL BEHAVIOUR A Historical Perspective; Scientific Management; The Behavioural Approach to Management; Contingency Approach QUALITY OF WORKLIFE What is QWL?; Responsibility of the Organization Towards QWL Job Enrichment; Job Rotation FOUNDATIONS OF INDIVIDUAL BEHAVIOUR Biological Foundations of Behaviour; Causes of Human Behaviour; Environmental Effect on Behaviour; Behaviour as an Input-output System; A Code of Ethics; Behaviour and Performance MOTIVATION AND BEHAVIOUR Motivation: An Overview; Sources of Motivation; Historical Development; Theories of Motivation; The Content Theories of Work Motivation; McGregors Theory X and Theory Y; Maslows Model; ERG Theory; McClellands Theory of Needs; Herzbergs Two-Factor Theory; Evaluation of the Theory; Porter Lawler Model LEARNING AND BEHAVIOUR REINFORCEMENT Theories of Learning; Acquisition of Complex Behaviours; The Learning Curves; Transfer of Learning; Principle of Reinforcement; Schedules of Reinforcement MOTIVATION AT WORK Process Theories of Work Motivation; Vrooms Expectancy Model; Equity Theory Goal-setting Theory; Goal- Setting: Management by Objective (MBO); Suggestions for Improving the Effectiveness of MBO; Motivation, Performance and Job Satisfaction Consequences of Job Dissatisfaction , Sources of Job Satisfaction PERCEPTION Perception: An Overview; Characteristics of the Perceiver; Characteristics of the Perceived; Characteristics of the Situation; Perceptual Organization; Perceptual Selectivity; Barriers to Perceptual Accuracy; Perception and Attribution PERSONALITY Type A and Type B Personality; Major Contributing Factors to Personality; Personality Dimensions; Introvert and Extrovert Personalities; Personality Theories STRESS AND BEHAVIOUR The General Adaptation Syndrome; Stress Responses; Basic Forms of Stress; Frustration and Anxiety; Sources of Stress; Consequences of Job Stress; Stress and Job Performance; Job Burnout; Coping with Stress GROUP BEHAVIOUR Reasons for Group Formation; Types of Groups; Group Cohesiveness; Group Norms Committee Organization GROUP DECISION-MAKING Advantages of Group Decision Making; Disadvantages of Group Decision Making; Leadership Role, In-group Decision Making; Techniques of Group Decision Making INTER-GROUP RELATIONS AND CONFLICT MANAGEMENT Organizational Structure & Behaviour ..................... Page 1 of 4 ............................................................................... IMT-14

Interdependence of Groups; Nature of Conflict in Organizations; Changing View of Conflict; Types of Conflict Situations; The Causes of Conflict; Conflict Management Negotiation; Third Party Role in Negotiations; Johari Window Model POWER AND POLITICS Power and Politics-An Introduction; Sources of Power in Organizations-Interpersonal Sources, Organizational Sources; Organizational Politics; Ethics of Power and Politics LEADERSHIP IN ORGANIZATIONS Formal and Informal Leadership; Leadership Styles; Personal Characteristics of Leaders. ORGANIZATIONAL CULTURE AND CLIMATE Origins of Organizational Culture; Typical American Organization; Typical Japanese Organization; Levels of Culture; Subcultures and Countercultures; Managing Organizational Culture; Global Dimensions of Culture; Cross Cultural Communication Ethical Behaviour Across Cultures; Managing Diversity; Preparing for a Foreign Assignment; Organization Climate ORGANIZATIONAL STRUCTURE AND DESIGN Steps in Organizational Structure; Benefits of a Good Organization; Mechanistic and Organic Structures; Determinants of Organizational Structure; Types of Organizational Structures ORGANIZATIONAL CHANGE AND DEVELOPMENT External Forces; Internal Forces; The Change Process; Types of Change; Steps in Managed Change; The Change Agents; Resistance to Change; Managing Resistance to Change; Organizational Development (OD); Basic OD Assumptions; OD Interventions

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. Explain with the help of an example, how international forces as indirect environmental factor affect an organization. 2. Define the principles of scientific management. 3. Discuss the principles of job enrichment as given by Herzberg. 4. Define the concept of values and ethics 5. What are the three characteristics of motivation?

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SECOND SET OF ASSIGNMENTS

Assignment-II = 5 Marks

PART B
1. Explain in detail the schedules of reinforcement? 2. Describe the psychoanalytical theory of personality. 3. Draw comparisons among American, Japanese and Indian organizational cultures? 4. What steps can you take to gain political strength? 5. How does the maturity of the followers determine or impact upon the style of leadership?
THIRD SET OF ASSIGNMENTS Assignment-III = 5 Marks

PART C
1. Define organizational structure and explain how structure and productivity can be related to each other. 2. Describe the various OD interventions and explain as to how they improve the functioning of the organization. 3. What are the disadvantages or democratic leadership? 4. Explain in detail the physiological, psychological and behavioural responses to stress. 5. What are the three major factors that contribute towards the validation of attribution theory?
FOURTH SET OF ASSIGNMENTS Assignment-IV = 2.5 Each Case Study

CASE STUDY - I
Fred was not handling the change in his department well. The company had recently changed hands, and even though no jobs had been lost, people had been changing jobs and were being asked to move to different locations. The new leadership had a completely different outlook than those people he had worked under for the past 21 years. Fred found that he was unable to concentrate at work and generally felt like he did not like his job anymore. At home, he was getting headaches and having trouble sleeping, which only enhanced his feeling that things were not going to work out well for him. When he thought about it, he had always hated change. He worked in the job he did partially because it was considered stable (boring to some) and predictable. Freds new boss kept trying to convince him that he was a valuable employee and that new opportunities, along with salary increases, were in his future. Unfortunately, Fred felt like he never knew what to expect the next day and what Fred really wanted was to have things the way they used to be. Questions 1. Fred is obviously resistant to the change being introduced in his organization. What are the reasons that are likely to be the driver of Freds resistance? 2. If Freds manager noticed Freds stress, what should he do to reduce Freds stress level?

CASE STUDY-II
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Edwin Edwards is a team leader for Lightspeed.com, an e-business that has employees in every global time zone, except three in the Pacific area and one in the Atlantic area. Some of the factors that the team has to contend with are deadlines, strong work ethic, creativity-innovation chain, highspeed turn around, and professionalism. As team leader, Edwin is the focal point of complaints from team members that he only sees via videoconference a few times per year, or compressed video via Internet a few times more per year. A frustration that he is encountering himself is that he works with all these people and does not have control over their actual work and few organizational rules, regulations, and policies. Yet due to the position he is in, he feels he gets all their complaints. The part he likes the most is that the team seems to prefer getting their objective accomplished instead of wasting time trying to decide who should be doing what tasks. The team does not deal well when a member offers an off-the-wall solution to a team problem. They tend to send Edwin more e-mail when a member offers an off-the-wall solution during a team chat than any other team-conflict issue. 1. 2. What are the reasons for Edwins frustration? State the factors that can develop organizational culture within the team members.

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