MBA Department

LESSON PLAN Human Resource Management

LESSON PLAN

ORGANIZATION DESIGN & DEVELOPMENT Sub Code No. of Lecture Hrs /week Total no. of Lecture Hrs Course Coordinator
Mod ule 1

: 10MBAHR341 IA Marks : 04 Exam Hours : 56 Exam Marks : Dr. S.H. Kennedy

Topics Covered

: 50 : 3 hours : 100
Duration (Hours) % Cover age Cumula tive %

Organization: Nature & Scope Definitions overview of various components & structure, Evolution of Organization theory, Organizational Theories images of Organization. Organizational Effectiveness Definition importance & approaches to organizational Effectiveness the goal attainment approach the system approach the strategic approach Organization Design: Approaches to organizational design Organizational designs for different excellences. - Competitive excellence - Institutionalized excellence - Rejuvenatory excellence - Missionary excellence - Versatile excellence Creative excellence - External nurturance of organizational excellence : The role of super system in promoting excellence The role of domain influencing institutions in promoting excellence- The role of the government in promoting organizational excellence Structural Dimensions of Organization design: Organization Design - Components of Organization Design - Dynamic Balance - Organization structure, dimension - division of labour, standardization, horizontal Differentiation, Advantages & disadvantages of Departmentalization; Vertical Differentiation, Span of Control, Centralization, Formalization, Implication of High Formalization, Flexibility. Contextual Dimensions & Structural Options: Contextual Factors, types of structure, Influence of: Environment, Strategy, Size & Technology and Power & Politics on Structure, Flat structure Foundations of Organizational Development: Conceptual frame work of OD, History of OD, First order and second order Change, Values, assumptions and believes in OD, characteristics of OD, Participation and Empowerment, Teams and teamwork, Parallel learning structures, A normative-re-educative strategy of changing, Applied Behavioural science, Action research. Managing the OD Process: Components of OD Process, Diagnosis, Action & Program Management; Diagnosis: Diagnosing the System, its subunits and Processes, Diagnosis using the Six-box Organizational Model, Third Wave Consulting: The Action Component: nature of OD intervention, analyzing discrepancies: The Program Management Component: Phases of OD Programs, model for managing change, creating parallel learning structures. Session: July 2011 to Dec 2011

11%

11%

12%

23%

9%

31%

10

18%

50%

10

18%

68%

11%

79%

III Semester (2010 to 2012 Batch)

MBA Department
7

LESSON PLAN Human Resource Management OD interventions: Definition, factors to be considered, choosing and sequencing intervention activities, classification of OD interventions, results of OD, typology of interventions based on target groups. Human process interventions (individual, group and intergroup human relations): Individual based: coaching, counseling, training, Behavioural modeling, delegating, leading, morale boosting, mentoring, motivation, etc., Group based: conflict management, dialoging, group facilitation, 6 group learning, self-directed work teams, large scale interventions, team building, and virtual teams. Inter-group based: Organization mirroring, third party peacemaking interventions, partnering Techno structural (Structures, technologies, positions etc.,) & Strategic interventions: Techno structural: Balanced scorecard; business process reengineering; downsizing and outsourcing; The Future and OD: The changing environment, Fundamental strengths of OD, Implications of OD for the client, ethical standards in OD, ODs future, OD Consultants role, issues in 6 consultant-client relationship, Power, Politics & OD, Research on OD
TOTAL 56 HOURS

11%

90%

10%

100%

100

100

ORGANIZATION DESIGN RECOMMENDED BOOKS: 1. Understanding Organizations, Madhukar Shukla, PHI , 2005 2. Organization theory-David Jaffee, McGraw-Hill International REFERENCE BOOKS: 1. Organization Structure, Design and applications: Stephen Robbins Pearson, PHI, 3/e 2. Organization Theory & Design, Richard L Daft, Cengage Learning, 8th Edition 3. Organizational theory, Design, and Change-Gareth R. Jones, 5th Edition, Pearson Education 4. Organization theory-Mary Jo Hatch, 2nd Edition, Oxford University Press. ORGANIZATION DEVELOPMENT RECOMMENDED BOOKS: 1. Organization Development, Behavioural science interventions for Organization Improvement, Wendell L.French, Cecil H.Bell, Veena, Jr, Pearson, PHI. 2. Organizational Design and Development-Concepts and Applications-Dr. Bhupen Srivastava, Biztantra REFERENCE BOOKS: 1. Organizational designs for excellence, Pradip N. Khadwalla, TMH, 2005 2. Organization Theory & Design, Richard L Daft, Cengage Learning, 8th Edition. 3. Organization Development, & Transformation, Managing Effective Change, Wendell L.French, Cecil H.Bell, Jr, TMH 4. Organizational, Design, and Change-Gareth R. Jones, 5th Edition, Pearson Education Session: July 2011 to Dec 2011 III Semester (2010 to 2012 Batch)

MBA Department
LESSON PLAN Human Resource Management
Course Code: 10MBAHR342 No of Hrs / week: 4

Course: Legal Environment & Industrial Legislations

Course Coordinator: Prof. Nagaraj Shenoy Topics MODULE 1 % Cumulat ive %

Introduction: Background of Industrial Relations - understanding or appreciating Industrial legislations/employee relation, approaches to Industrial relations, forms of industrial relations, theories of industrial 14.28 relations; Changing profiles of major shareholders of industrial relations in India - Trade Unions, Employers Associations and role of state in IR.
MODULE 2

14.28

Collective Bargaining in India: Definition, Essential conditions for the success of collective bargaining, functions of collective bargaining 14.28 collective bargaining process, prerequisites for collective bargaining, trends and conclusions, Techniques of negotiation, Workers Participation in Management.
MODULE 3

28.56

Trade Unions: Meaning, Historical perspective of trade union movement in India, functions of trade unions, objectives of important trade unions, union structure, problems of trade unions, measures to strengthen trade 14.28 union movement in India, Rights and responsibilities, paradigm shift in Trade Union Environment in India.
MODULE 4

42.84

Grievance procedure and Discipline management: Grievance, meaning and forms, approaches to grievance machinery, Grievance procedures, model grievance procedure. Discipline - Judicial approach to discipline, Domestic enquiries, Disciplinary procedures, approaches to manage 14.28 discipline in Industry. Industrial Conflicts: Nature of conflicts and its manifestations causes and types of Industrial conflicts, prevention of Industrial conflicts and settlement of Industrial conflicts.
MODULE 5

57.12

An overview of the following labour enactments covering the definitions, applicability, provisions, registers and returns; penalties. Factories Act 1948, Industrial Disputes Act, 1947, Payment of Gratuity Act 1972, Payment of Bonus Act, 1965.
MODULE 6

10.71

67.83

Trade Union Act, 1926, Payment of Wages Act, 1936,

7.14

74.97

Session: July 2011 to Dec 2011

III Semester (2010 to 2012 Batch)

MBA Department
LESSON PLAN Human Resource Management
MODULE 7

Employees State Insurance (ESI) Act, 1948, Employees Provident Fund and Miscellaneous Provisions Act 1952;
MODULE 8

14.28

89.25

Payment of Gratuity Act 1972, Payment of Bonus Act, 1965.

10.75

100

Test 1: Module 1, 2 Test 2: Module 3, 4 & 5 Test 3: Module 6, 7 &8

For Part A ( Modules 1 to 4)

RECOMMENDED BOOKS 1. Industrial Relations Emerging Paradigms B D Singh, Excel Books 2. Arun Monappa - Industrial Relations, Tata McGraw Hill Publishing Company Ltd. 2002. REFERENCE BOOKS 1. P R N Sinha et al Industrial Relations, Trade Unions & Labour Legislation, Pearson Education 2. R S Davar - Personnel Management and Industrial Relations, Vikas Publishin House, Mumbai, 1e, 2005 3. Myers, A Charles and Karnnappan S - Industrial Relations in India, Asia Publication House, Mumbai 4. Industrial Relations-Venkata Ratnam, Oxford University Press

For Part B ( Modules 5 to 8)

RECOMMENDED BOOKS 1. Labor Laws for Managers, BD Singh, Excel Books 2. Industrial Relations and Labor laws, 5th Edition, SC Srivatava, Vikas Publications

REFERENCE BOOKS 1. P R N Sinha et al Industrial Relations, Trade Unions & Labour Legislation, Pearson Education 2. Bare acts

Session: July 2011 to Dec 2011

III Semester (2010 to 2012 Batch)

MBA Department
LESSON PLAN Human Resource Management
Course Code: 10MBAHR343 No. of Hours/Week: 4

Course Title: PERFORMANCE MANAGEMENT AND COMPETENCY MAPPING IA Marks: 50 Exam Marks: 100 Course Coordinator: Priyanka Sharma Exam Hours: 3 hours Total no. of Lecture Hrs: 56

Topics ( Part A)
MODULE 1
Introduction:

Duration (Hours)

Cumulative %

Definition of performance Management, the performance management contribution, dangers of poorly implemented PM systems, aims and role of PM Systems, characteristics of an ideal PM systems, performance management process, performance management and strategic planning.

14.28

14.28

MODULE 2 Performance appraisal system implementation: Defining performance, determinants of performance, performance dimensions, approaches to measuring performance, diagnosing the causes of poor performance, differentiating task from contextual performance, choosing a performance measurement approach. Measuring results and behaviors, gathering performance information and implementing performance management system. Conducting Staff Appraisals: Introduction, need, skills required, the role of the appraiser, job description & job specification, appraisal methods, raters errors, data collection, conducting an appraisal interview, follow up & validation, present thoughts & future directions. MODULE 3 Performance management & employee development: Personal Development plans, 360 degree feed back as a developmental tool, performance management & reward systems: performance linked remuneration system, performance linked career planning & promotion policy MODULE 4 Performance Consulting: Concept, the need for performance consulting, role of the performance consulting, designing and using performance relationship maps, contracting for performance consulting services, organizing performance improvement department.

17.85 32.13 10

8.92 5 41.05

8.92

49.97

Part -B

Session: July 2011 to Dec 2011

III Semester (2010 to 2012 Batch)

MBA Department
LESSON PLAN Human Resource Management MODULE 5 Competency method in Human Resource ManagementFeatures of competency methods, historical development, definitions, approaches to mapping and case studies in competency mapping. MODULE 6 Competency mapping procedures and steps- business strategies, performance criteria, criteria sampling, tools for data collection, data analysis, validating the competency models, short cut method, mapping future jobs and single incumbent jobs, using competency profiles in HR decisions. MODULE 8 Developing competency models from raw data- data recording, analysing the data, content analysis of verbal expression, validating the competency models

10.71

60.68

14.28

74.96

10.74

100

RECOMMENDED BOOKS:
Performance Management

1. Performance Management, Herman Aguinis, Pearson Education, 2007. 2. The Talent Management Hand Book, Lance A. Berger & Dorothy R. Berger, Tata McGraw Hill
COMPETENCY MAPPING

1. Competency Based HRM, Ganesh Shermon, TMH, 1st Edition, 2004 2. A handbook of Competency mapping Seema Sangvi, Response Books, 2004 REFERENCE BOOKS:
Performance Management

1. Appraising & Developing Managerial Performance-.T. V. Rao, Excel Books 2. 360 degree feedback & assessment & development Centres, Volume I, II and III, TV Rao,Et all, Excel Books 3. Performance Management, Dixit Varsha, Ist edition, Vrinda Pubilcations Ltd.
COMPETENCY MAPPING

1. Competence at work (1993) by Lyle M. Spencer, Signe M. Spencer. John Wiley and Sons Inc 2. 360 Degree feedback, Competency Mapping and assessment Centers, Radha R Sharma, Tata Mc-Graw Hill

Session: July 2011 to Dec 2011

III Semester (2010 to 2012 Batch)

MBA Department
LESSON PLAN Human Resource Management

Break-up for Internal Marks

Test Attendance Guest Lecture Assignment Presentation Term Paper Book Review - 20 Marks - 5 Marks - 5 Marks - 2*3=6 Marks - 6 Marks - 5 Marks - 3 Marks

Question Bank 3 Marks Questions 1. Define performance management. 2. What is performance Appraisal? 3. What are the determinants of performance? 4. Define competency. 5. For which HR decision competency profiles are used? 6. What is data analysis? Differentiate between task and contextual performance. 7. Explain the concept of personal development. 8. Who is performance consultant? What is the primary role in any organization? 9. Compare and contrast competence and competency. 10. Mention the characteristics of corporate strategy. 11. List the rationale of using a reporter grid technique. 12. Define performance. 13. Name the key elements of performance Appraisal. 14. What is appraisal interview? 15.What is job analysis? 16.Define performance criterion. 17.What is competency model? 7 Marks Questions 1. 2. 3. 4. 5. 6. List the contribution of performance management. How do you diagnose cause of poor performance? What are the characteristics of 360 degree performance appraisal? What are the components of appraisal form? What are the features of competency methods? What are the reasons for resistance to develop competency model?
III Semester (2010 to 2012 Batch)

Session: July 2011 to Dec 2011

MBA Department
LESSON PLAN Human Resource Management

7. Briefly elaborate the contribution of performance management system to any organization. 8. What are the characteristic features of personal development plan 9. Illustrate the factor affecting job performance. 10.What are the features of competency method? Explain 11.How do you map future jobs? 12.Briefly explain critical incidence interview technique. 13.What are dangers of poorly implemented performance management system? 14.What are the different approaches to measures performance? 15.What are the benefits of 360 degree feedback system? 16.What are the benefits of performance based reward system? 17.Differentiate between core and job specific competencies. 18.What s repertory grid? 19.What is behavioral event interview? 10 Marks questions 1. What are the characteristics of an ideal performance Management system? 2. What are the raters errors? Explain 3. What is the role of a performance consultant? 4. What are skills required by an appraiser? 5. What are the various data collection methods of map competency? 6. Explain the critical incidence technique. 7. Differentiate between task and contextual information. 8. Briefly explain the major contextual performance behaviors. 9. Explain the various types of performance dimensions. 10.Explain the tools used in competency identification and competency assessment. 11.Elaborate the steps in conducting a behavioral event interview. 12.Explain the process of performance appraisal. 13.How performance information is gathered? 14.Explain different appraisal methods. 15.Explain competency development process. 16.Explain performance relationship maps. 17.How to develop competency model from raw data? 18.What are the various data collection models to map competency?

Session: July 2011 to Dec 2011

III Semester (2010 to 2012 Batch)

MBA Department
LESSON PLAN Human Resource Management Subject: Personal Growth and Interpersonal Effectiveness Faculty: Prof. Smitha Srinivasan
Dura tion (Hrs) % Cove rage Cumul ative %

Mod

Topic Personal growth: Meaning of personal growth, Self awareness and self esteem, Life roles, social and organizational roles

Learning Outcomes Knowing the need for self awareness Understanding different roles in life and the need for role efficacy

Activities - Discussion - Who am I exercise - An instrument for knowing the level of self awareness

Reading Human relations in organizations-Lussier (page 84-88) Auxiliary learning material Understanding OB-Udai Pareek (page 345-359) Auxillary Learning Material Understanding OB-Udai Pareek (page 290-293) Emotional Intelligence by Daniel Golman OB Fred Luthans (page 228-233) Auxiliary Learning Material OB Fred Luthans (page 375-383) OB-Udai Pareek (page 177-187) Human Relations in organizations Lussier (page 51-55)

8.93

8.92

Understanding the meaning of personality and concept of personality development Describing the contributions of Guilford and Peogut Realizing the importance of EI Knowing the difference between androgogy and Pedagogy and Androgogy: pedagogy Adult Learning Process, Recognizing the different Learning Theories, theories on learning Learning Styles, &learning styles Learning and personality Understanding how development learning is related to personality development Feeling, thinking and behaviours: Personality theories-Carl Jungs theory, MBTI Trait theories- Guilford Peogut, Emotional intelligence Session: July 2011 to Dec 2011

- Presentation - Self analysis through MBTI Instrument

10.74

19.6

- Presentation and discussion

14.28

33.9

III Semester (2010 to 2012 Batch)

MBA Department
LESSON PLAN Human Resource Management Test 1 Attitudes, beliefs, Values and their impact on behaviour: AttitudesFormation, Functions , Changing Attitudes, Values and its importance, Personal Change, Social adjustment and Habit formation Understanding the meaning and how attitudes influence human behaviour. Describe how attitudes affect work and understand how attitudes can be changed Importance of values Knowing how our habits are formed and how we adjust to surroundings Improving personal effectiveness through habits To understand importance of Creativity To recognise personal conceptual blocks To enhance ones creativity - Discussion - Case Study - Presentation and Discussion

OB McShane (page 100102) OB Fred Luthans (page 135-141) OB-Udai Pareek (page 324-333) Auxiliary Learning Material Seven Habits of Highly Effective People

10.7 1

44.64

Basic functions of mind

Creativity and Innovation Blocks to creativity Creativity Process Convergent/Divergent thinking NLP

-Presentation and discussion -Case: Creativity @ Apple -Skill assessment: How creative You are? -Experiential Learning

David Whetton, 3e, pp (178-198) ---------------OB Mc Shane,3e, pp(250) --------------Lecture notes and class ppts

14.2 8

58.93

Session: July 2011 to Dec 2011

III Semester (2010 to 2012 Batch)

MBA Department
Interpersonal relations and personal growth
Motivation and Behaviour Interpersonal needs FIRO B JOHARI window
Defence Mechanisms in Groups

LESSON PLAN Human Resource Management To understand interpersonal relations -Presentation and To know ones personality David Whetton, 3e, pp discussion through FIRO instrument (330-336) - Self Assessment To understand the need for Lecture notes and class through FIRO-B self disclosure ppts - Self Assessment Understand how and why we --------------Johari window
exhibit different behaviours in groups

10.7 1

69.64

Test II

Transactional Analysis Understand how and why we exhibit different Transactional Analysis behaviours in groups Ego states and life
7

positions Scripts and games

Define various transactions and explain why TA is used Describe various life positions and ego states with which we interact

Presentation--Use of TA instrument for self analysis Role Play

Auxiliary Learning material

12.5

82.14

Experience learning methodologies

T-Groups sensitivity training

encounter groups human process labs

T-group sensitivity training encounter groups human process labs

Presentation Role Play

Auxiliary Learning material

1 0

17.8 5

100

Test III

Session: July 2011 to Dec 2011

III Semester (2010 to 2012 Batch)

MBA Department
LESSON PLAN Human Resource Management

RECOMMENDED BOOKS: 1. Organizational Behaviour - Human Behavior at work by John.W.Newstrom and Keith Davis Tata McGraw Hill, l1/e, 2003 2. Human Relations in organizations. Robert N. Lussier, 6th edition, Mc-Graw Hill Education 3. Development Management Skills, Whetten & Cameron, 7th Ed. Pearson, PHI.

REFERENCE BOOKS: 1. Understanding OB Udai Parek, Oxford University Press. 2. Theories of Personality Calvin S Hall Et Al, Wiley Publication 3. Seven Habits of Highly Effective People, Stephen R Covey, Simon & Schuster 4. Training in Interpersonal Skills tips for managing People at work, Stephen Robbins, Et al, Pearson, PHI.

Question Bank
Q.1. What is the meaning of personal growth and development? Explain the concept of personal growth Q.2. Explain the prerequisites of personal growth. Q.3. What are the goals of a personal growth and effectiveness lab? Q.4. What do you mean by personal change? Q.5. Briefly explain different life style choices? Q.6. What is interpersonal behaviour? Q.7. What are values? How are they formed? Q.8. Explain factors influencing an individuals value system. Q.9. Explain the importance of personal values and value system of employees in organizations. Q.10. Attitudes serve four important functions for individuals. What are these functions? Q.11. What are attitudes and explain the three types of attitudes relevant for organizations?

Session: July 2011 to Dec 2011

III Semester (2010 to 2012 Batch)

MBA Department
LESSON PLAN Human Resource Management Q.12. What is job satisfaction? Explain the factors influencing job satisfaction. Q.13. Explain and differentiate between job satisfaction and job involvement. Q.14. Write a note on organizational commitment? Q.15. What is personality and explain the factors influencing it. Q.16. How does the study of personality help in understanding OB? Q.17. What behavioural predictions might you make if you knew that an employee had i) a high mach score ii) a Type A personality Q.18. Explain Locus of control in the context of personality attributes. Q.19. What is MBTI? Explain the personality features that can be identified by MBTI.

Q.20. Explain applications of MBTI. Q.21. Define learning. Q.22. Explain and differentiate between Pedagogy and Andragogy. Q.23. What is Learning Curve? Explain. Q.24. Briefly explain Kolbs learning cycle. Q.25. Explain the principles of learning. Q.26. What is social learning? Q.27. Explain different learning styles and the organizational suitability of each of them. Q.28. Explain adult learning process in an organization. Q.29. Define a group? What are the different mechanisms in groups? Q.30. What is the meaning of interpersonal effectiveness? Q.31. What is Johari window? Explain. Q.32. Explain the lifestyle approach of managerial personality. Q.33. What is motivation? Q.34. What is personal change? Q.35. Describe various defensive and confronting behaviours observed in an organization. Q.36. What are the contributions of Jean Piaget to the field of cognitive development? Explain his key ideas. Q.37. Explain the Structure of Intellect (SI) theory as proposed by J. P. Guilford. Q.38. What is FIRO B? What are its three dimensions? What are different types of behaviour types under FIRO-B? Explain. Q.39. What do you mean by conflict? Explain conflict process. Q.40. Explain different levels of conflicts.

Session: July 2011 to Dec 2011

III Semester (2010 to 2012 Batch)

MBA Department
LESSON PLAN Human Resource Management Q.41. Explain the various sources of conflict? Q.42. Define Assertiveness. Explain assertive behavior. Q.43. Explain various techniques and methods for developing self-confidence and more assertive behaviour. Q.44. Explain different Ego States? Q.45. Explain the different life positions? Q.46. What is transactional analysis? Explain different types of transactions with examples. Q.47. Define Emotional Intelligence. Explain the dimensions of EI. Q.48. Compare and contrast IQ with EQ. Q.49. What do you mean by Emotionally Intelligent Organization? How can an organization become so? Q.50. Explain personality ethics and character ethics as mentioned in Seven Habits of Highly Effective People. Q.51. What is Paradigm? Explain paradigm shift. Q.52. Explain each of the Seven Habits of Highly Effective People with appropriate examples.

Session: July 2011 to Dec 2011

III Semester (2010 to 2012 Batch)