Course

Unit 1

Organizational Behaviour: Evolution and Concepts, Organization Behaviour Model, Organization Behaviour Challenges– Globalization, Information Technology, Learning Organizations and Diversity, Leadership Skills And Role of a Organisation Behavior Manager. 

Unit 2

Perception – Factors, Attribution Theory. Personality- Myer Briggs Type Indicator, The Big Five Personality Model, Personality traits relevant to Organisation Behaviour. Attitudes- Major Job attitudes-Job satisfaction, Job Involvement, Organisational Commitment, Organisational Citizenship Behavior- Employee Engagement. Values – concept and types: terminal values and instrumental values.

Unit 3

Motivation – Hierarchy Theory of Human Needs, Theory of X and Y, Two-Factor Theory, McClelland’s Theory of Needs, Equity Theory and Expectancy Theory. Contemporary Theories of motivation (Self-Determination Theory, Goalsetting Theory, Reinforcement Theory, Self-efficacy Theory). Group Decision Making- Groupthink, Social Loafing and Group shift, Group Decision Making Techniques. Work Stress- Nature, Types, Causes, Personality and Stress, Consequences of Stress

Unit 4

Conflict- Concept and Types of conflict- Interpersonal, Role related, Goal Related, Interpersonal and Intragroup Conflict, Process of Conflict, Negotiation. Leadership- Trait Theories, Fiedler Model, Mouton Blakes Model, Situational Leadership Theory, Leader Member Exchange Theory, Transactional and Transformation Leadership. Leadership in Digital Era – Inclusion of modern technology in organizational behaviour – Artificial intelligence and data science; Concept of Extreme Leadership

Unit 5

Organisational Structure – Determinants of Organizational structure, Bureaucratic and Matrix Structures, Virtual Organization, Boundary Less organization, Mechanistic and Organic Organizations. Organisational Culture – Elements, Functions, Theories of Organisational Culture, Hofstede’s Cultural dimensions, Organisation Climate. Organizational structure & culture in various types of organization: for-profit commercial enterprises, public institutions, not-for-profits, social enterprises and entrepreneurial organizations.

Text Books / References

Text Books

1. French Wendell. L, Cecil H. Bell, Veena Vohra, (2013).New Delhi
2. Pearson  Ghanekar, Anjali,(2011). Organisational Behaviour, New Delhi: Everest Publishing House
3. Khanka, S.S, (2004). Organisational Behaviour, New Delhi: Sultan Chand & Sons
4. Luthans, Fred,(2010). Organisational Behaviour, Singapore: McGraw Hill Inc
5. Prasad, L.M. (2014). Organisational Behaviour, New Delhi: Sultan Chand & Sons

Suggested Readings:

1. Pareekh, Udai (1998). Organisational  Behaviour Process, Jaipur: Rawat Publications
2. Robbins, Stephen P, (2013). Essentials of Organisational Behaviour, New Delhi:  Prentice Hall of India
3. Robbins, Stephen P, (2010). Organisational Behaviour, New Delhi: Prentice Hall of India.

This course provides an understanding of how individuals, groups, and systems behave within organizations, and explores the principles of organizational structure, culture, leadership, and change. It equips students with the skills to analyse and manage behavioural dynamics in diverse and evolving workplaces.

Course Objectives:

1. Understand the fundamental concepts, models, and contemporary challenges of Organizational Behavior.
2. Analyse individual, group, and organizational determinants of behaviour such as perception, personality, attitudes, values, and motivation.
3. Develop skills to manage organizational conflict, negotiation, leadership, and change processes.
4. Apply theories of organizational structure, culture, and climate to different types of organizations.
5. Critically examine the impact of technology, digital transformation, and AI on organizational behaviour and leadership.

Course Outcomes:

1. Explain the key concepts, theories, and challenges in Organizational Behavior.
2. Analyse individual and group behaviour using OB models and apply them to managerial situations.
3. Critically evaluate leadership styles, conflict management approaches, and motivation theories in organizational settings.
4. Apply principles of organizational structure, culture, and change to real-world organizational contexts, including digital-era transformations.

CO-PO Mapping: (CourseOutcome and Program Outcome Mapping.