MBA 612: ORGANIZATIONAL BEHAVIOR AND DEVELOPMENT
Credit Hours: 2
Course Description
This course has a dual focus: (1) leadership; and (2) managing organizations. The purpose is to
increase students’ understanding of behavior within organizations, and to improve their effectiveness
in analyzing, diagnosing, and leading organizations. As a course in applied behavioral science or
organizational theory, students will be building upon their understanding of how managers in
organizations can improve performance and how leaders can become the instrument of fair process
and justice. The course can become an opportunity for students to develop their leadership skills
through group work and reflection.
Course Objectives:
Over time successful managers develop an ensemble of skills: technical, conceptual, and
interpersonal. Though organizations depend, in part, on technical skills to survive, they will not be
emphasized here. The course will place more emphasis on the conceptual and interpersonal skills.
Conceptual skills imply an ability to identify the system of important behavioral and contextual
variables that explain the success and failure of individuals, groups, and organizations. Theory
comes in very handy in identifying critical variables. Students will be exposed to a variety of
perspectives about managing organizations to increase their understanding of the principles of
organizational behavior.
During social interactions, interpersonal skills are required to take actions consistent with one's
goals, the task at hand, the organizational culture, and all the individuals and groups involved. A
skillful manager must accept the fact that other people's assumptions, beliefs, perceptions, and goals
are going to be different from her/his own. Yet, every manager must learn to work effectively as a
group member and to build cooperation with the individuals, groups and/or organizations that she or
he leads. In short, social interaction requires the development of interpersonal skills for teams and
group situations--i.e., language and presentation skills, process observation and listening skills,
introspection skills, political skills, leadership skills, skills of understanding the behavior and
motives of participants, and an ability to take action after information has been acquired and
processed.
Part One: Introduction
Contents:
Chapter One: Introduction to organizational Behavior
1.1. What Is Organizational Behavior?
1.2. Disciplines That Contribute to the OB Field
1.3. Challenges and Opportunities for OB
1.4. Developing an OB Model
Chapter Two: Diversity in Organizations
2.1 Introduction
2.2. Levels of Diversity
2.3. Implementing Diversity Management Strategies
2.4 Attracting, Selecting, Developing, and Retaining Diverse Employees
2.5 Diversity in Groups
2.6 Effective Diversity Programs
Part two: Foundation of Individual Behavior
Chapter Three: Attitudes and Job Satisfaction
3.1. Introduction
3.2. Attitudes
3.3. Job Satisfaction
Chapter Four: Personality and Values
4.1. Introduction
4.2. Personality
4.2.1. What is personality?
4.2.2. Personality models
4.3. Values
4.3.1. The Importance of Values
4.3.2. Terminal versus Instrumental Values
4.3.3. Generational Values
4.4 Linking an Individual’s Personality and Values to the Workplace
Chapter Five: Perception
5.1. What Is Perception?
5.2. Factors That Influence Perception
5.3. Person Perception: Making Judgments About Others
5.4. The Link Between Perception and Individual Decision Making
Chapter Six: Motivation
6.1. Defining Motivation
6.2.Theories of Motivation
6.2.1. Early Theories of Motivation
6.2.2. Contemporary Theories of Motivation
6.3. Motivation: From Concepts to Applications
6.3.1. Motivating by Job Design: The Job Characteristics Model
6.3.2. Employee Involvement and Motivation Theories
Chapter Seven: Foundations of Group Behavior and Team Work
7.1. Defining and Classifying Groups
7.2. Why Do People Form Groups?
7.3. Stages of Group Development
7.4. Understanding Work Teams
7.4.1. Why Have Teams Become So Popular?
7.4.2. Types of Teams
7.5. Differences Between Groups and Teams
Chapter Eight: Leadership and Change management
8.1. Leadership
8.1.1. What Is Leadership?
8.1.2. Theories of Leadership and Leadership Style
8.2. Change management
8.2.1. what is Change management?
8.2.2. Resistance of Change
Chapter Nine: Organizational Culture
9.1. What Is Organizational Culture?
9.2. Creating an Ethical Organizational Culture
9.2.1. Creating a Positive Organizational Culture
9.3. Spirituality and Organizational Culture
9.3.1What Is Spirituality?
9.3.2 Why Spirituality Now?
9.3.3. Characteristics of a Spiritual Organization
9.3.4. Achieving a Spiritual Organization
9.3.5. Criticisms of Spirituality
Chapter:10 Power and Politics
10 .1 five bases of power.
10.2 nine power or influence tactics and their contingencies.
10.3 legitimate and illegitimate political behavior.
10.4 influence of culture on the uses and perceptions of politics.
Chapter:11 Conflict and Negotiation
11.1 Meaning of conflict and negotiation
11.2 Distributive and integrative bargaining.
11.3 the five steps in the negotiation process.
Mode of delivery (detailed activities of teachers and students)
● E-learning
● video/Audio ,
● Virtual-Lectures
● Class discussions
● Reading assignments and article summary
● Presentations and group discussion
● Term papers
Text Book
● Stephen R. Robins, 2018, Organizational Behavior, Concepts, Controversies and
applications, 17th Edition; Sultan Chand & Sons, New Delhi.
Reference
Stephen P. Robbins, Timothy A. Judge, 2013, Organizational Behavior, 15th Edition, San
Diego State University —University of Notre Dame
Stephen R. Robins, 1996, Organizational Behavior, Concepts, Controversies and
applications, 7th Edition.
Greenberg, J. (2004). Managing behavior in organizations, 4thed.Upper Saddle River, NJ:
Prentice Hall.
Koontz, H. and Welrich, H,1995; Management, McGraw Hill,
Luthans, F. Organizational Behaviour,1995, McGraw Hill,
Robbins, Stephen P, 1996, Management, Englewood Cliffs, Prentice Hall Inc,
Robbins, Stephen P, 2002, Organizational Behaviour; Sultan Chand & Sons, New Delhi.
Gregory Moorhead and Ricky W Griffin; 2000, Organizational Behavior – Managing People
and Organizations, Jaico Pub. Ouse, Bombay,Stoner, J. et. Al. 2000, Management, New Delhi,
Prentice Hall of India Prasad, LM; 2002, Organizational Behaviour; Sultan Chand & Sons,
New Delhi
MODE OF TEACHING-LEARNING PROCESES
A combination of the following major methods of delivery will be used for each course of the MBA
Program:
Online lectures,
Online Class discussion,
Case studies,
Virtual team discussion and Discussions,
Problem Based Learning and article Review.
Supported with delivery of recorded video-lecture to the students.
Assessment Scheme:
Online reflection and participation (individual or virtual group)…………...10
Individual and virtual group assignments…………………………………..20
Article review and term paper ……………………………………………..20
Online Final Exam…………………………………………………………...50
