MANAGING PEOPLE AND PERFORMANCE IN ORGANIZATIONS
(MPPO)
Debolina Dutta
Gopal Mahapatra
Name of the Faculty: Kunal Kumar
Romana Gulshani
Vasanthi Srinivasan
Designation: Teaching Faculty
Teaching Area: (such as Finance & Accounting;
Marketing; Production & Operations Management; OB & HRM
Strategy)
This course may be offered to: (PGP, FPM, PGPEM,
PGP
PGPPM, EPGP) http://www.iimb.ernet.in/programmes
Credits (No. of hours):
(3 credits=30 classroom hours; 1.5 credits-15 3.0
classroom hours; session=90 minutes)
Term / Quarter:
II
(Starting April /June /September/December)
Course Type: (Core or Elective)
Offered as: Core (regular)
(Regular Course: staggered across the term or
Workshop Course: 3-5 continuous days)
Are there any financial implications to this course? Guest lecture/Personality Instrument/Simulation
Additional information required
Course Summary
Successful leaders in all walks of life demonstrate high personal and interpersonal effectiveness. This course is
designed to help you understand the individual and group factors that impact managing people and performance
in an organizational context. More specifically, the focus is on people’s behaviour in the workplace: their
motivations, ways of influencing and leading, working in teams, and group dynamics. This course also helps you
understand the role of Human Resource Management systems and processes in enhancing the effectiveness of
individuals and teams.
After completing this course, you should understand human behaviour in interpersonal and group contexts and
should have developed knowledge and skills in leadership and conflict management. The course also enhances
your familiarity with and appreciation of the prevalent HRM systems in contemporary organizations.
Learning Objectives / Outcomes
• Provide an enhanced understanding of theory and science that underlie individual and group behaviour
and develop useful perspectives on managing people and performance in an organizational context.
• Develop insights into one’s behaviour in interpersonal, group, and team settings, and reflect on one’s role
as a people manager.
• Appreciate the role of human resource systems and how they influence people and performance.
Notes for students
• Students are expected to have read the material assigned for the class regardless of whether they are
discussed. Your participation is the key.
• Course will have exercises, cases, and activities.
• Readings are uploaded on Moodle. Additional readings may be provided in class during the course.
• All assignments will be submitted to Turnitin and checked for plagiarism.
1
Pedagogy
The pedagogy for the course will primarily be a mix of exercises, activities, readings, cases, experiential content,
and discussions. The course will require active involvement and bringing in your own experiences so that different
issues and perspectives in the field of OB-HRM are discussed. Prior preparation, active engagement and sharing
are key to learning in this course. Critical reflection is welcomed. No theory stands still!
Course Evaluation & Grading Pattern
Assessments (2 quizzes announced through the PGP office and 2 in
1. 40%
class -reflection exercises)
2. Class participation 10%
3. End term exam 40%
4. Project Planning (group submission) 10%
Quizzes
Quizzes will contain multiple choice questions and/or short answers and cover material discussed in class and
the suggested readings and cases. The in-class reflection exercises will be based on experiential exercises done
in the class.
Class Participation
Class Participation will be evaluated by active involvement in class demonstrated through attendance and sharing
personal experiences, reflections, and insights integrating various concepts. It will also include in-class activities
and exercises that require you to participate actively. However, mere contributions may not be considered for class
participation as the quality of the contribution is more important than the quantity.
End-Term Exam (Open Book)
The end-term examination comprises multiple-choice questions and questions requiring descriptive answers.
There will be application/case-based questions to evaluate the understanding of concepts. Descriptive answers
will have to be accommodated within the provided space. End-term Examinations are an open book. The syllabus
will include all topics covered in the class, guest lectures, and any other material that may be assigned as a part of
the course.
Project Planning (Group Submission)
An in-class experiential exercise will be conducted in groups. At the end of the exercise, as a group, you must
reflect on your experiences and summarize them as learnings from the activity.
V. Academic Integrity:
Teams must follow Academic Integrity as given in the PGP Manual. Any plagiarism or reproduction of content
from anywhere without acknowledgment will result in the team getting a zero in their project component and the
case being referred to the IIMB PGP Committee for disciplinary action.
Recommended Textbook:
Managing People and Performance in Organizations
The links for Relevant Supplementary readings are provided on Moodle. Additional material may be provided in
class during the course.
Session-wise plan
Session Topic Content
Learning Objectives:
Session
Introduction 1. Introduction to Organisational Behaviour (OB) and Human
1
Resource Management (HRM).
2
2. Discuss what constitutes (and does not) in Organisational
Behaviour (OB).
3. Relevance of OB at the workplace and in the context of
future of work /managerial roles
Readings
• Garvin, D. (2013). How Google sold its Engineers on
Management. HBR - https://hbr.org/2013/12/how-google-
sold-its-engineers-on-management
Permanent library link: http://tinyurl.com/yyxnbe9e
• Textbook chapter: 1 and 2
Personal Effectiveness
Learning Objectives:
1. Take cognizance of the relevance of perception and
understand its significance.
2. Delve into the significance of perception in the workplace
Individual
Session
Differences: Readings:
2
Perception • Rogers, C., Roethlisberger, F.J. (1991). Barriers and
Gateways to Communication. HBR
Online link: https://hbr.org/1991/11/barriers-and-gateways-to-
communication
• Textbook chapter : 3
Learning Objectives:
1. Examine the traps in individual decision-making and how
to overcome them.
Individual
2. Discuss the role of bias and heuristics in the workplace
Session Differences:
3 Decision
Readings
making
• Kahneman, D., Lovallo, D., Sibony, O. (2011). Before You
Make That Big Decision. HBR.
• Textbook chapter: 4
Learning Objectives:
1. Gain an understanding of the theoretical foundations of
personality
2. Appreciate the role of personality in social interactions and
workplace
Individual
Session
Differences:
4 Activity: Debrief on Personality Assessment
Personality
Readings:
• Drucker, P. (1999) Managing Oneself. HBR.
• Textbook chapter: 5
3
Learning
1. Appreciate the role of emotions in our lives.
2. Examine the role of emotional intelligence in our lives.
Individual
Activity: Instrument on EI
Session Differences:
5 Emotions at
Readings:
workplace
Textbook chapter: 6
Quiz 1 - Syllabus (Sessions 1 to 4)
Interpersonal Effectiveness
Learning Objectives:
1. Understand the nuances of motivation at the workplace.
2. To reflect on what motivates you and how you can
Sessions
Motivation motivate others.
6&7
Readings
Textbook chapter: 7
Learning Objectives:
1. How to build, participate in, and lead effective teams.
2. How leaders shape team decision-making and
Session
Leadership performance in competitive and time-sensitive situations.
8
Readings:
Textbook chapter: 8
Learning objectives:
1. Understand the nuances of why conflicts occur
2. Examine the impact of conflict on organizations and
individuals
Session
Conflict 3. Examine how conflicts can be resolved
9
Readings:
Textbook chapter: 9
Learning objectives:
1. Understand the nuances of Negotiation
Session 2. Understanding the negotiation process
Negotiation
10
Readings:
Textbook chapter: 9
4
Quiz 2 (Sessions 5-9)
Team Effectiveness
Learning Objectives:
1. Why do teams matter?
2. Understanding the composition and dynamics of teams
Group
3. Understanding the Virtual team experience
Processes
Session
11 & 12 Readings:
Textbook chapter: 10
Group Submission on Project Planning Activity
Learning Objectives:
1. Understand the importance of diversity in workplace
2. Enhance awareness on how to become a more inclusive
Diversity &
Session leader
Inclusion in
13 Reading:
Organizations
Textbook chapter: 11
Case study
Organizational Effectiveness
Learning Objectives:
1. Understanding the evolving role of business managers as
Managers as
HR managers
Session HR Managers
2. Understanding strategic importance of HRM
14 &15
Textbook chapter: 12
Learning Objectives:
1. Role of talent acquisition in organizations
2. Key decisions in recruitment and selection
Session Recruitment
and selection
Readings
16
Textbook chapter: 13
Self-reflection exercise 1
Learning Objectives:
1. Understanding the role of performance management
Session Managing process in organizations
17 Performance 2. Appreciate how managing performance is crucial for
managerial effectiveness
5
Readings:
Case: Should Rainbarrell revisit its approach to
performance management? HBR
Textbook chapter: 14
Learning Objectives:
1. Understand the role of employee rewards in organization
2. Appreciate the differences between rewards and
recognition in attracting, retaining and motivating
employees
Rewards ,
Session
Recognition
18 Readings:
and Exits
Case: Kerr, S. (2003) Best Laid Incentive Plans, HBR
(Reprint - RO301X)
Textbook chapter: 15
Self-reflection exercise 2
Session GUEST LECTURE
19
Learning objectives:
1. Appreciate Future Skills and Competencies
2. Understand Contemporary Themes and Course
Session Integrative Integration
20 Session
Reading:
Textbook chapter: 16
