Module Code and Title:      HRM202 Organizational Behaviour and Culture

Programme:                                      Bachelor of Business Administration

Credit Value:                                     12

Module Tutors:                                 Shreejana Pradhan, Enchu Lhamo,Dip Raj Pradhan,Kezang Wangchuk,Carl Wonder,Priyanka Sharma

Module Coordinator:                        Carl Wonder

General Objective: This module focuses on actions and attitudes of individuals and groups towards one another and towards the organization as a whole, and the effect on the organization's functioning and performance. The module aims to prepare students to consider ways to nurture the desired values and behaviours contributing to the unique social and psychological environment of an organization.

Learning Outcomes -On completion of the module, students should be able to:

1. Discuss the challenges and opportunities of Organizational Behaviour (OB)
2. Describe the contributions of behavioural sciences to the understanding of OB
3. Critically analyse individual personality and behaviour by recognizing the impact of emotions, moods, attitude and perception on human behaviour
4. Use parameters of measuring job satisfaction to assess the main causes of job dissatisfaction and satisfaction
5. Foster team effectiveness by demonstrating the characteristics of effective teams and also facilitate group decision making
6. Explain workplace leadership as a rational mix of politics and power
7. Discuss the impact of Organizational Designs and Structures on OB
8. Analyse the intangible aspects of the organizational culture
9. Select appropriate strategies to reduce organizational stress

Teaching and Learning Approach:

Assessment Approach:

A. Quizzes: Portion of Final Marks-15%

A quiz will be given after every 3 weeks of material taught. Theoretical knowledge is tested via Multiple Choice questions and the application of the theoretical knowledge is tested via Open Questions where the students need to explain their answers with examples and the description of real world situations. Each quiz worth 5%, containing - 40% on Multiple Choices & 60% on Open Questions will be assessed based on accurate answers to factual theoretical and application based questions.

B. Case Study: Portion of Final Marks-15%

In groups of 4 students, each group will be required to make a detailed analysis (given in a 1000-word report) of an Organizational Behaviour Case based on the theoretical and applied concepts of Organizational Behaviour. In this case each group will explain how, based on all the elements present in the case, the Organizational Behaviour issues are most likely will proceed and turn out. The case study will be assessed based on following marking criteria:

4%       analysis and identification of the business issue

4%       recommendation of solution based on their learning

2%       language (English grammar, spelling, etc.)

5%       individual process score for level of contribution to the group output

C. Presentation: Portion of Final Marks-10%

Individual Students will make a presentation of 5-7 minutes, followed by Q&A for 3-5 minutes.

Presentations will be on examples from current events or cases highlighting organizational behaviour topics.

4%       the content development and preparation of slides

2%       english communication skills – vocabulary, voice modulation & precise pronunciation

2%       body language – eye contact with audience, & other gestures

2%       Q&A handling from audience

D. Role plays, Debates, and Class Participation: Portion of Final Marks-20%

During each contact hour, in turn the students are given skill-building exercises like role plays and debate that they must do either individually or in pairs/groups. The students’ outcomes of each exercise are then discussed with the full class. Furthermore, the lecturer will continuously question the students to test their actual comprehension of the topic at hand. Any student who actively asks questions by themselves or offer additional examples or real world situations will be rewarded accordingly.

5%       role-play

10%     debate

5%       class participation

For the purpose of marking the role-play objectively, the following marking scheme will be used and the final score will then be scaled down to 5 %:

• Relevant information used to develop dialogues  - 5 marks
• Clarity of dialogues                                           - 5 marks
• Fluency and spontaneity of performance             - 5 marks
• Confidence                                                       - 5 marks
• Total:                                                              - 20 marks

The following scoring scheme will be used for marking the debate and the final score will then be scaled down to 10 %:

• Organization and clarity                                   - 5 marks
• Use of argument                                             - 5 marks
• Use of cross-examination and rebuttal               - 5 marks
• Presentation style                                            - 5 marks
• Total:                                                             - 20 marks

The class participation will be assessed on the basis of the following marking criteria and the final score will then be scaled down to 5 %:

• Quality of questions and doubts                                         - 5 marks
• Frequency of participation                                                 - 5 marks
• Overall contribution towards enrichment of discussion          - 5 marks
• Total:                                                                              - 5 marks

E. Midterm Examination: Portion of Final Marks-15%

Students will take a written exam of 2-hour duration covering topics up to the mid-point of the semester.

F. Semester-end Examination: Portion of Final Marks-25%

The module will have a semester-end exam for 2 hours covering the entire syllabus. The question will be divided into two parts – Part A (carrying 40% of the exam weightage) will be mostly of short answer including objective questions. Part-B (carrying almost 60% of the exam weightage) will be mostly of essay type or an extended response to the given question. This part of the question requires students to apply, analyse, and evaluate or construct knowledge and skills. Cases will also be used to test the levels of knowledge.

Pre-requisites:None

Subject Matter:

1. Introduction to Organizational Behaviour
   • Concepts and challenges of OB
   • Opportunities of OB
   • Contribution of major behavioural sciences discipline to OB

2. Individual Behaviour
   • Foundations of individual behaviour
   • Biographical characteristics
   • Personality; Emotions and moods
   • Perception:
     • Concepts
     • Impact of perception on behaviour
     • Factors influencing perception
     • Common shortcuts in judging others

3. Values, Attitude and Job Satisfaction
   • Values and sources of value; types of value; values, ethics, and behaviour
   • Components of an attitude
   • Consistency and attitude
   • Relationship between attitudes and behaviour
   • Main causes of job satisfaction
   • Identification of the parameters of measuring job satisfaction
   • The impact of satisfied and dissatisfied employees

4. Foundations of Group Behaviour and Team Building
   • The types of groups
   • Stages of group development
   • Norms and individual behaviour in group
   • Group decision making
   • Teams vs. groups
   • Types of teams
   • Characteristics of effective teams
   • Managing teams
   • Key components of effective teams
   • The growing popularity of teams in organizations

5. Organizational Structure and Organizational Culture
   • Identification of key elements of an organization’s structure
   • Common organization designs
   • The Bureaucracy
   • Matrix organization
   • Virtual’ organization
   • Boundary less organizations
   • Organizational culture- meaning and importance
   • How employees learn culture
   • Uniform culture
   • Strong versus weak culture
   • Culture versus formulization
   • Functions of cultures
   • Culture as a liability
   • Creating and sustaining culture
   • Creating a positive organizational culture
   • Creating an ethical organizational culture
   • Measurement of organizational culture
   • Recognizing organizational culture in managing change
   • Characteristic of a spiritual organization

6. Workplace Power, Politics and Leadership
   • Concept and importance of workplace power and politics
   • Bases of power
   • Dependency in power relationships
   • Power tactics
   • Politics: Power in action
   • Factors that Influence political behaviours
   • Leadership at workplace with right mix of power and politics

7. Organizational Change and Stress management
   • Forces for change
   • Resistance to change
   • Overcoming resistance to change
   • Approaches to managing organizational change; Kotter’s eight step plan for change
   • Identification of the potential sources of stress
   • How to tackle stress
   • Consequences of stress, managing stress

Reading Lists:

1. Essential Readings
   • Buckingham, M. (2005). What great managers do.Harvard Business Review. https://hbr.org/2005/03/what-great-managers-do?cm_sp=Topics-_-Links-_-Read%20These%20First
   • Hill, L., & Lineback, K. (2011). Are You a Good Boss—or a Great One?Harvard Business Review.https://hbr.org/2011/01/are-you-a-good-boss-or-a-great-one?cm_sp=Topics-_-Links-_-Read%20These%20First
   • Robbins, S. (2013). Organizational behaviour (15th ed.). Pearson educations.
   • Robbins, S.P., & Judge, T.A. (2016). Organizational behaviour (17th ed.). Pearson.
   • Locke, E. (2009). Handbook of principles of organizational behaviour: indispensable knowledge for evidence-based management (2nd ed.).
2. Additional Readings
   • Gupta, A.D. (2013). Organizational behaviour: Design, structure and culture (2nd ed.). Dreamtech Press.
   • Bauer, T., & Erdogan, B. (2010). Organizational behaviour. Flat World Knowledge.
   • Neck, C.P., Houghton, J.D., & Murray, E.L. (2016). Organizational behaviour: A critical-thinking approach (1st ed.).SAGE Publications.

Date: July, 2017