School of Business and Management

CHRIST (Deemed to be University)

Course Plan 2022-24

Program Master of Business Administration

Course Code & Name MBA 135: Organizational Behaviour

Trimester First Trimester; July 22 - October 2022

Hours & Credits (1 Credit = 10 30 hours, 3 Credits

hours)
Course Anchor Dr. Santosh Basavaraj

Dr Arti Arun Kumar, Dr Jain Mathew, Prof. Vilas

Course Facilitators at – Annigeri, Dr. Sridevi Nair, Mr. Divaspati Bhat, Mr.
Bangalore - Central Campus Sunil Kumar R, Mrs. Shubhashini

Course Facilitators at – Prof. Villas Annigeri, Dr Santosh Basavaraj, Dr

Bangalore - Kengeri Campus Delma Thaliyan
Course Facilitators at – Dr Rashmi Rai
Bangalore -BGR Campus
Course Facilitators at – Delhi - Dr Deepti Sinha
NCR Campus
Course Facilitators at – Pune – Prof Sharad Gupta
Lavasa Campus
Bangalore Kengeri Campus: Cabin number 2,
Ground Floor, Block 1
Course Anchor & Faculty
Contact information Email: [email protected]
Mobile: +91 99720 99785

1
Course Name: Organizational Course Code: MBA 135
Behaviour
Total number of hours: 30 Hrs Credits: 3
Course The course is offered as a mandatory core course in the first trimester. The
Description course introduces students to a comprehensive set of concepts and theories
about human behaviour in organizations; that have been developed over the
years. The subject focuses on ways and means to improve productivity,
minimize absenteeism, increase employee engagement and contributing to the
overall effectiveness of organizations. The basic disciplines of the course are
behavioural science, sociology, social psychology, anthropology and political
science.
Course At the end of the course, the students are able
Objectives  To understand the concepts of organizational behavior at the individual,
group, and organizational level
 To examine multiple perspectives of the concepts of personality,
perception and learning in organizations
 To evaluate the impact of job-related attitudes, values and job satisfaction
on business decisions
 To recommend suitable motivational techniques to address business
problems.
 To assess the dynamics of group and teams in organizations

Terminology** AACSB NBA

Program Learning Goals (PLGs) Program Outcomes (POs)
Program Learning Objective (PLO)
Course Learning Outcomes (CLO) Course Outcomes (COs)

2
Table 1: Program Learning Goals –Course Outcome Matrix (AACSB)/ NBA

Sl. CLO/CO RBT Unit CIA PLG PLO PO(Level)*

No
1 Identify the challenges of OB 3 1 1 1 1.1 1(3)
in terms of ethical, and cultural
aspects
2 Apply the concepts of 3 2 1 4 4.1 2 (2)
personality, perception, and 8 (2)
learning in Organizations.
3 Examine the impact of attitude, 4 3 2 4 4.2 2 (3)
values, and job satisfaction on
business decisions.
4 Appraise motivation 5 4 2 2 2.3 1 (3)
techniques to address business 2 (3)
problems
5 Evaluate frameworks to 5 5 2 3 3.2 1 (2)
address challenges related to 5 (3)
groups and team dynamics in
the workplace
 When the correlation between CO and PO is more, the level is HIGH (3)
 When the correlation between CO and PO is medium, the level is MEDIUM (2)
 When the correlation between CO and PO is low, the level is LOW
Essential Reading
1. Robbins, S P., Judge, T A and Vohra, N (2018). Organizational Behavior. 18th
Edition, Prentice Hall of India.

3
Course Mapping

Duration Resource/ Reference

Unit Unit details Week CO-PO Pedagogy
details

Historical Development, Behavioural 90 mins Case discussion Case: Amazon as an

Sciences, and Organizational employer
CO1-
behaviour, Meaning, Importance, Case Discussion
PO1 (3),
Basic concepts, methods and tools for continued with
PO7(2) 90 mins
understanding behaviour, Challenges Week 1 interactive
and Opportunities, OB model. lecture

Unit I Ethical issues in organizational,

90 mins Case Discussion Case: Nike: Ethics
Behaviour.
CO1- versus reputation
PO1 (3),
Cross-cultural management, managing PO7(2) Case: The Global
multicultural teams, communicating Week 2 90 mins Case Discussion Software Team: Jugaad
across cultures. Needed

Self-study
OB in the digital age 30 mins
section

Individual Behaviour – Personality, CO2-

Unit II Perception, and Learning Week 3 PO2(2), 90 mins Case Discussion Case James Cranston
Foundations of individual behaviour, PO8(2)

4
 Personality, Meaning and Importance,
Development of personality,
Case: Team Dynamics
Determinants of personality. Theories 90 mins Case discussion
at Suvasi Textiles
of personality, Relevance of
personality to managers.

Case: Rahul's
Nature, Importance and Definition of Predicament Ivy
90 mins Case discussion
Perception, Factors involved in Business School
perception, The Perceptual Process Foundation
Week 4
Perceptual Selectivity and Case Discussion
Organization, Applications in continued with
Organizations. 90 mins
interactive
lecture

Case: Transforming an
organization into a
90 mins learning organization:
Definition and Importance, Theories Case discussion
Liberty Shoes Ltd,
of learning Karnal Unit
Principles of learning
Case: Training and
90 mins Case discussion development at
Week 5 BPOLAND

Self-Study
Shaping as a managerial tool 30 mins
content

Sources and types of attitudes, Week 6 CO3- 90 mins Case discussion Case Recruiting the
Unit III Attitude formation, and change. PO2(3) right research associate
Cognitive Dissonance Theory. Effects for case research center

5
 of employee attitude, Job related
attitudes

Case: Organizational
Values: meaning, importance, source Culture, Values and Fit
and types, Applications in 90 mins Case discussion in the Workplace:
organizations Making the Right Job
Choices

Job satisfaction: Measuring Job Case: Managing Up

90 mins Case discussion
Satisfaction, Causes of Job (A): Grace
CO3-
Satisfaction, Impact of satisfied and Week 7
PO2(3) Case: Underworked
dissatisfied employees on the 90 mins Case discussion
workplace and overpaid

Meaning, process, and significance of Case Shivani Carriers

motivation, Early Theories of Pvt. Ltd.: Managing
motivation: Hierarchy of Needs, 90 mins Case discussion Employee Motivation at
Theory X Theory Y, Two Factor CO4- the Bottom of the
Week 8
theory, McClelland Theory of Needs PO1(3), Pyramid IIMA
Contemporary Theories of Motivation: PO2(3)
Unit IV Case Turn the ship
Goal Setting theory, Self-Efficacy
theory, Equity theory/Organizational 90 mins Case discussion around (A)
justice, Expectancy theories.
Motivation theories applied in
organizations: Job design, employee CO4- Interactive
involvement, rewards, and global Week 9 PO1(3), 90 mins Lecture Session
implications PO2(3)

Groups – Meaning, classification and CO5- 90 mins Case discussion Case: Student “work
nature of groups, Stages of group PO1(2), group” not working
Unit V development, an alternative model for Week 9 PO5(3)

6
Temporary Groups with punctuated
equilibrium model

Group properties: Roles, Norms, Case: Assembling the

Status, Size and Cohesiveness, Group 90 mins Case discussion team at vanguard
decision making. electronics
Week CO5-
Teams -Meaning of teams, Types of 10 PO1(2),
teams, Creating Effective teams, what PO5(3) Case discussion
makes individuals into effective team 90 mins continued with
players, Team development, Team Interactive lecture
decision making

7
 ASSESSMENT OUTLINE
Component Description Units Maximu Weightag Tota
m marks e l
CIA1 MCQ 1,2 15 15% 15
CIA2 Mid-term 1,2 25 25% 25
CIA3 Video Presentation 3,4,5 15 15% 15
ETE End term examination 1,2,3,4, 50 30 % 30
5
Class participation 10 10
Attendance 5 5
TOTAL 100

ASSESSMENT DESCRIPTION
CIA 1- Multiple Choice Question
Coverage: Unit 1 & 2

CIA 3– (15 marks)

(Topic from Units 3, 4, and 5)
The CIA aimed at examining the role of individual level characteristics in determining the
employee’s level of motivation and job satisfaction at work and their ability to contribute to
the success of their teams.
Assignment Description:
This is a group assignment and students may form groups with 4 members each.
The students are expected to interview an HR professional and try and understand how an
employees’ characteristics can influence levels of motivation and satisfaction and in turn
influence their ability to contribute to their organization’s success.
In the video students need to discuss the following sequence
1. Introduce the manager that you have contacted for the assignment.
2. The interview with the manager could be a one-on-one or panel interview for 15 minutes
duration – the central aim of the interview is to assess key challenges being faced by the
manager with respect to motivational techniques.
3. The interview shall focus on the problem related to attitude, values, motivation, and team,
subsequently student will interpret the problem using the appropriate
theory/model/framework
4. Appraise the solutions given by the manager (As a conclusion part of the video, not in the
presence of the interviewee)
5. This will be followed by a viva-voce to evaluate individual contributions.
The Last date of submission – is Week 11
Late submission will attract a negative mark (one mark per day)

8
 Assessment Rubric

Program Learning Functional Knowledge and Application

Goals Communication
Program Learning PLG 3
Objectives PLO 3.4: Defend using appropriate language
PLG 4
PLO 4.2: Examine empirical evidence to support analysis
PLO 4.4: Appraise with business implications

Total Marks 15 Marks

Criteria* / CO-PO Excellent (5) Very Good (4) Good (3) Average (2) Needs
Weightage/PLO Improvement (1)
Examine the component CO3 - Evaluation Evaluation Considers partial Empirical Empirical
of Employee attitude, PO1(3), exhibits complete exhibits evidence/data to evidence falls evidence
value system, and job PO5(3) understanding of understanding support analysis. short of inappropriate to
satisfaction 5 Marks empirical with limited appropriate support analysis.
PLO 4.2 evidence to empirical evidence to
support analysis. evidence to support analysis.
support analysis.
Appraise the proven CO4- Business Business Business Business Business
results of motivational PO1(3), implications of implications of implications of implications of implications of
intervention PO2(3) motivation are motivation are motivation are motivation are motivation are
PLO 4.4 5 Marks discussed in discussed in need more not discussed discussed without
detail considering few insights and specifically, it considering
considering all stakeholders. considered considered hardly stakeholders.
stakeholders. limited any stakeholders.
stakeholders.

Team dynamics CO5- Influences team Influences team Moderately Need to cover Fails to convince
PLO 3.4 PO1(2), with convincing with language in influences team few more insights team due to
PO5(3) language in a a partial with language to influence team inconsistent

9
 5 Marks consistent and consistent and ensure team with language to language
effective manner effective manner dynamics ensure team
to ensure team to ensure team dynamics
dynamics dynamics

Class Participation (10 Marks)

The student makes exemplary The student makes adequate The student’s contributions
contributions during the contributions during the during the deliberations and
Overall assessment of student
deliberations and has conducted deliberations and has conducted activities have limited personal
participation during the mentoring
many activities leading to a few activities leading to some and peer learning impact.
sessions
substantial personal and peer personal and peer learning
(10 marks) learning
(5-6)
(0-4)
(7-10)

Prepared by Reviewed by Approved by

AoL Committe
Dr.Santosh Basavaraj Dr. Sathiayaseelan B
(Faculty in-charge) HoD

10