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MBA Management and Organizational Behavior Syllabus

This syllabus outlines a course on Management and Organizational Behavior. The objective is to provide students with a basic perspective of management and an understanding of the conceptual framework and theories of organizational behavior. The course covers topics such as the evolution of management thought, the functions of management, planning, organizing, controlling, organizational behavior, motivation, leadership, groups, organizational change and conflict resolution. Relevant case studies are discussed in each unit and students must answer a case study question in their exam. References for further reading are also provided.

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248 views1 page

MBA Management and Organizational Behavior Syllabus

This syllabus outlines a course on Management and Organizational Behavior. The objective is to provide students with a basic perspective of management and an understanding of the conceptual framework and theories of organizational behavior. The course covers topics such as the evolution of management thought, the functions of management, planning, organizing, controlling, organizational behavior, motivation, leadership, groups, organizational change and conflict resolution. Relevant case studies are discussed in each unit and students must answer a case study question in their exam. References for further reading are also provided.

Uploaded by

Sridhar Kodali
Copyright
© All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as DOCX, PDF, TXT or read online on Scribd

SYLLABUS

C-101 Management and Organizational Behavior 100 4 0 0 4

Objective:
Objective of the course is to give a basic perspective of Management. This will form
foundation to study other functional areas of management and to provide the students with
the conceptual framework and the theories underlying Organizational Behaviour.
Unit – I
Definition, Nature, Functions and Importance of Management – Evolution of Management
thought – Scientific management, administrative management, Haw throne experiments –
systems approach - Levels of Management - Managerial Skills - Planning – Steps in Planning
Process – importance and Limitations – Types of Plans - Characteristics of a sound Plan -
Management By Objectives (MBO) - Techniques and Processes of Decision Making - Social
Responsibilities of Business
Unit-II
Organizing – Principles of organizing – Organization Structure and Design – Types of power
- Delegation of Authority and factors affecting delegation – Span of control –
Decentralization – Line and staff structure conflicts - Coordination definition and principles -
Emerging Trends in Corporate Structure – Formal and Informal Organization- Nature and
importance of Controlling, process of Controlling, Requirements of effective control and
controlling techniques.
Unit – III
Organizational behavior: Nature and scope – Linkages with other social sciences – Individual
roles and organizational goals – perspectives of human behavior - Perception– perceptual
process – Learning - Learning Process- Theories - Personality and Individual Differences -
Determinants of Personality - Values, Attitudes and Beliefs - Creativity and Creative
thinking.
Unit – IV
Motivation and Job Performance – Content and process Theories of Motivation - Leadership
- Styles - Approaches – Challenges of leaders in globalized era – Groups – stages formation
of groups – Group Dynamics - Collaborative Processes in Work Groups - Johari Window-
Transactional Analysis.
Unit – V:
Organizational conflict-causes and consequences-conflict and Negotiation Team Building,
Conflict Resolution in Groups and problem solving Techniques – Organizational change -
change process - resistance to change - Creating an Ethical Organization.
Relevant cases have to be discussed in each unit and in examination case is compulsory
from any unit.

References:
1. Harold Koontz, Heinz Weihrich,
[Link], Principles of Management,
TMH, 2010.
2. Dilip Kumar Battacharya, Principles of Management, Pearson, 2012.
3. Kumar, Rao, Chhaalill ―Introduction to Management
Science‖ Cengage Publications,New Delhi
4. [Link], Management Text and Cases, Excel, Second Edition, 2012.
5. [Link], Principles of Management,
University Science Press, 2013.
6. [Link] ― Organisational Behaviour-
Text, Cases and Games‖, Himalaya Publishing
House, New Delhi,2008.
7. Steven L Mc Shane, Mary Ann Von Glinow,

Common questions

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Emerging trends in corporate structures include increased virtualization, reliance on cross-functional teams, and flatter hierarchies which allow for more fluid organization and faster decision-making . These trends align with coordination principles by emphasizing interdependencies among teams, fostering communication, and ensuring that efforts are unified towards common goals .

Informal organizations impact formal structures by fostering social networks that can enhance communication and collaboration or, conversely, create resistance to change and unofficial parallel chains of command . They can greatly aid in achieving organizational goals through enhanced flexibility and morale but may also undermine formal authority and established processes if not aligned with organizational objectives .

Management By Objectives (MBO) is significant in planning processes as it sets clear, measurable goals that align employee efforts with organizational objectives, fostering accountability and motivation . However, its practical implementation can be limited by excessive focus on short-term targets, neglect of qualitative outcomes, and potential mismatches between individual and organizational goals .

Organizational control is important for monitoring performance and ensuring that organizational goals are met, thereby aligning operations with strategic objectives . Effective controlling techniques require clear criteria for performance evaluation, timely information to detect and correct deviations, and the integration of control processes into regular management activities to adapt to changing environments .

Scientific management contributes to contemporary management practices by emphasizing efficiency and productivity through precise work processes and standardization . However, its focus on task optimization can overlook the human and social aspects of work, which are crucial in modern organizational structures that prioritize employee satisfaction and creativity .

Motivation plays a crucial role in enhancing job performance by driving employees to meet their goals and thus contribute effectively to organizational objectives . Content theories, such as Maslow's hierarchy of needs, explain motivation by identifying the specific needs that influence behavior. Process theories, like the expectancy theory, explain the dynamics of motivation through the cognitive processes that individuals use to decide on their efforts in relation to anticipated outcomes .

Delegation of authority and decentralization contribute to effective organizational structure by distributing decision-making power, which can enhance flexibility and responsiveness . However, these approaches can also pose challenges such as potential inconsistencies in decision-making and a lack of control or coordination if roles and responsibilities are not clearly defined .

The Johari Window can enhance group dynamics by fostering open communication and self-disclosure, helping individuals and teams build trust and resolve conflicts more effectively . Transactional Analysis promotes understanding intrapersonal and interpersonal interactions, which helps in analyzing and improving communication patterns within groups, leading to stronger collaboration and teamwork .

Perception influences organizational behavior by affecting how individuals interpret and react to their environment, which impacts decision making and interactions . Personality affects behavior by determining consistent patterns in thoughts and actions that shape responses to organizational scenarios. Theories such as the Big Five personality traits and the perceptual process theory support their impact by explaining how certain traits and perceptions can lead to different workplace dynamics .

Global leaders face challenges such as differing cultural attitudes towards authority, varying expectations of leadership behaviors, and communication barriers . To overcome these challenges, leaders can adopt flexible leadership styles, develop cross-cultural competencies, and promote inclusivity and cultural understanding within their teams to bridge differences .

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