Organizational Behavior

Course Description: 

Every business firm or organization is chiefly a collection of human resource working together in an attempt to achieve one or more common organizational goals. Thus, understanding the base of individual and the relationships they share within an organization is vital to comprehend the viability and sustainability of the firm in the market.

Organizational Behavior (OB) is a study about functions of individual, group and organization. Conscientiously, the course of OB has been divided into three categories - individual behavior (micro-level), group behavior (meso-level) and organization behavior (macro-level).

The course intends to familiarize students with essential concept and application of existing theories and models that explain the impact of individual and group behavior on the organizational system. An individual who would study OB would be able to understand the concept and importance of motivation, job satisfaction, leadership, communication, etc. and would develop ability to become proficient in managing human resource in the organization.  

Course Objectives: 

Studying OB is important for an employer to take correct managerial decisions as well as to have a vision of the company’s future position. Other objectives of studying OB are as follows.

  1. Have better understanding of self as well as of others
  2. Learn the role that individual personality play in job performance
  3. Be able to visualize predictable behavior of individual and group in future
  4. Understand dynamism of individual and groups
  5. Understand ways to harness emotions and attitudes
  6. To produce effective and efficient teams
  7. Enhance leadership quality, develop sound team and become capable of making right decisions; simply, to become an excellent manager
  8. Become capable of understanding others’ expectations from us
  9. Develop interpersonal skills and establish good communication line
  10. Understand the basis of motivation
  11. Maintain cordial relationship
Course Syllabus: 

Introduction to Organizational Behavior (OB)

  • Concept of OB
  • Importance of OB
  • Key elements of OB / Primary disciplines contributing to OB
  • Role of managers in OB - Interpersonal roles, Informational roles, Decisional roles
  • Models of OB
  • Foundations or approaches to OB
  • Challenges and opportunities for OB

The Individuals in the Organization

  • Meaning of individual
  • Similarities and differences among individuals
  • Models of man personality
  • Stages of personality development
  • Determinants of personality
  • Learning
  • Perception and Individual decision making
  • Factors influencing perception
  • Perceptual distortion
  • Personality and values
  • Attitudes
  • Attitude formation
  • Role behavior
  • Status
  • Sources and problems of status
  • Job satisfaction
  • Implications of individual behavior in performance and satisfaction
  • Motivation: Concept and Importance
  • Motivators: Financial and non-financial
  • Theories of motivation: Early and contemporary
  • Basic motivation process
  • Application of motivational concepts: Employee involvement programs, Using rewards to motivate employees, Motivating by job design

Groups in the Organization

  • Understanding Groups and Teams
    • Meaning of group and group dynamics
    • Stages of group development
    • Characteristics of groups
    • Reasons for formation of groups
    • Theories of group dynamics
    • Types of groups in organization
    • Group cohesiveness
    • Factors influencing group cohesiveness
    • Group decision making process
    • Small group behavior-r
    • Team versus groups
    • Types of teams
    • Developing and managing effective teams
    • Turning individuals into team players
  • Communication
    • Meaning and functions of communication
    • The communication process
    • Methods of communicating
    • Communication networks
    • Barriers to effective communication
    • Cross-cultural communication
  • Leadership
    • Concepts of leadership
    • Characteristics of leadership
    • Leadership theories
    • Leadership styles managerial grid
    • Leadership continuum
    • Leadership effectiveness
    • Managers versus leaders
    • Leadership traits and skills
    • Leadership behavioral-tasks vs. people orientation
    • Charismatic leadership
    • Situational theory of leadership: Transactional and Transformational leadership behaviors
  • Power and Influence
    • Concepts of power and influence
    • Bases and sources of power
    • Dependency: The key to power
    • Influencing tactics and outcomes

The Organization System

  • Foundation of Organization Structure
    • Meaning of structure
    • Key elements of organization structure
  • Organization Design
    • Meaning of organization design and structure
    • Basic elements of organization structure
    • Types of organization design
    • Common organizational design: The simple structure, The bureaucracy, The matrix structure
    • The contingency variables affecting organization design
    • New options in organization design: The team-based structures, The virtual organization, The boundary-less organization
    • Organization structure and employee behavior
  • Organizational Culture, Conflicts and Effectiveness
    • Concept of organizational culture
    • Functions of organizational culture
    • Distinction between in organizational culture and organizational climate
    • Factors affecting organizational culture
    • Creating and sustaining culture
    • How employees learn culture?
    • Morale: Concept and types
    • Concepts of stress and conflict
    • Intention and outcomes of conflict
    • Consequences of stress
    • Managing stress and conflict
    • Organizational effectiveness
    • Indicators of organizational effectiveness
    • Achieving organizational effectiveness
  • Organizational Change and Development
    • Meaning of change
    • Importance of change
    • Forces for change / Factors contributing to organizational change
    • Resistance to change: Causes and Ways of dealing with resistance to change
    • Approaches to managing change: Changing structure, changing technology, changing people
    • Managing change through organizational development
    • Concept of social change and organizational causes
    • Contemporary issues in organizational change: Stimulating innovation
    • Changing organizational culture
    • Organizational development: Meaning and process