human resource management specialization

MBA Department

LESSON PLAN – Human Resource Management

Session: July 2011 to Dec 2011 III Semester (2010 to 2012 Batch)

LESSON PLAN

ORGANIZATION DESIGN & DEVELOPMENT

Sub Code : 10MBAHR341 IA Marks : 50

No. of Lecture Hrs /week : 04 Exam Hours : 3 hours

Total no. of Lecture Hrs : 56 Exam Marks : 100

Course Coordinator : Dr. S.H. Kennedy

Mod

ule Topics Covered

Duration

(Hours)

%

Cover

age

Cumula

tive

%

1 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

6 11% 11%

2 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

7 12% 23%

3 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.

5 9% 31%

4 Contextual Dimensions & Structural Options: Contextual

Factors, types of structure, Influence of: Environment, Strategy,

Size & Technology and Power & Politics on Structure, Flat

structure

10 18% 50%

5 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.

10 18% 68%

6 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.

6 11% 79%

MBA Department



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

7 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 inter-

group human relations): Individual based: coaching,

counseling, training, Behavioural modeling, delegating, leading,

morale boosting, mentoring, motivation, etc.,

Group based: conflict management, dialoging, group facilitation,

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;

6 11% 90%

8 The Future and OD: The changing environment, Fundamental

strengths of OD, Implications of OD for the client, ethical

standards in OD, OD‟s future, OD Consultant‟s role, issues in

consultant-client relationship, Power, Politics & OD, Research

on OD

6 10% 100%

TOTAL

56

HOURS 100 100

MBA Department



Course Code: 10MBAHR342 No of Hrs / week: 4

Course: Legal Environment & Industrial Legislations

Course Coordinator: Prof. Nagaraj Shenoy

Topics %

Cumulat

ive %

MODULE 1 Introduction: Background of Industrial Relations - understanding or

appreciating Industrial legislations/employee relation, approaches to

Industrial relations, forms of industrial relations, theories of industrial

relations; Changing profiles of major shareholders of industrial relations

in India - Trade Unions, Employers Associations and role of state in IR.

14.28

14.28

MODULE 2 Collective Bargaining in India: Definition, Essential conditions for the

success of collective bargaining, functions of collective bargaining

collective bargaining process, prerequisites for collective bargaining,

trends and conclusions, Techniques of negotiation, Workers Participation

in Management.

14.28

28.56

MODULE 3 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

union movement in India, Rights and responsibilities, paradigm shift in

Trade Union Environment in India.

14.28

42.84

MODULE 4 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

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.

14.28

57.12

MODULE 5 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.

10.71

67.83

MODULE 6

Trade Union Act, 1926,

Payment of Wages Act, 1936,

7.14

74.97

MBA Department



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

MODULE 7 Employees‟ State Insurance (ESI) Act, 1948,

Employees‟ Provident Fund and Miscellaneous Provisions Act 1952;

14.28

89.25

MODULE 8

Payment of Gratuity Act 1972,

Payment of Bonus Act, 1965.

10.75

100

MBA Department



Course Code: 10MBAHR343 No. of Hours/Week: 4

Course Title: PERFORMANCE MANAGEMENT AND COMPETENCY MAPPING

IA Marks: 50 Exam Hours: 3 hours

Exam Marks: 100 Total no. of Lecture Hrs: 56

Course Coordinator: Priyanka Sharma

Topics ( Part –A) Duration

(Hours)

% Cumulative

% MODULE 1 Introduction: 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.

8

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.

10

17.85

32.13

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

5

8.92

41.05

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.

5

8.92

49.97

Part -B

MBA Department



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 Mc-

Graw 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

MODULE 5

Competency method in Human Resource Management-

Features of competency methods, historical development,

definitions, approaches to mapping and case studies in

competency mapping.

6 10.71 60.68

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.

8 14.28 74.96

MODULE 8

Developing competency models from raw data- data

recording, analysing the data, content analysis of verbal

expression, validating the competency models

6

10.74

100

MBA Department



Break-up for Internal Marks Test - 20 Marks

Attendance - 5 Marks

Guest Lecture - 5 Marks

Assignment - 2*3=6 Marks

Presentation - 6 Marks

Term Paper - 5 Marks

Book Review - 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. List the contribution of performance management. 2. How do you diagnose cause of poor performance? 3. What are the characteristics of 360 degree performance appraisal? 4. What are the components of appraisal form? 5. What are the features of competency methods? 6. What are the reasons for resistance to develop competency model?

MBA Department



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 rater’s 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?

MBA Department



Subject: Personal Growth and Interpersonal Effectiveness

Faculty: Prof. Smitha Srinivasan

Mod Topic Learning Outcomes Activities Reading Dura

tion

(Hrs)

%

Cove

rage

Cumul

ative

%

1

Personal growth: Meaning

of personal growth, Self

awareness and self esteem,

Life roles, social and

organizational roles

Knowing the need for self

awareness

Understanding different

roles in life and the need

for role efficacy

- Discussion

- Who am I exercise

- An instrument for

knowing the level of

self awareness

Human relations in

organizations-Lussier (page

84-88)

Auxiliary learning material

Understanding OB-Udai

Pareek (page 345-359)

5 8.93 8.92

2

Feeling, thinking and

behaviours: Personality

theories-Carl Jung‟s theory,

MBTI

Trait theories- Guilford

Peogut, Emotional

intelligence

Understanding the

meaning of personality

and concept of personality

development

Describing the

contributions of Guilford

and Peogut

Realizing the importance

of EI

- Presentation

- Self analysis

through MBTI

Instrument

Auxillary Learning Material

Understanding OB-Udai

Pareek (page 290-293)

Emotional Intelligence by

Daniel Golman

OB –Fred Luthans (page

228-233)

6 10.74 19.6

3

Pedagogy and Androgogy: Adult Learning Process,

Learning Theories,

Learning Styles,

Learning and personality

development

Knowing the difference

between androgogy and

pedagogy

Recognizing the different

theories on learning

&learning styles

Understanding how

learning is related to

personality development

- Presentation and

discussion

Auxiliary Learning Material

OB –Fred Luthans (page

375-383)

OB-Udai Pareek

(page 177-187)

Human Relations in

organizations Lussier (page

51-55)

8 14.28 33.9

MBA Department



Test 1

4

Attitudes, beliefs, Values

and their impact on

behaviour: Attitudes-

Formation, 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

- Discussion

- Case Study

- Presentation and

Discussion

OB McShane (page 100-

102)

OB –Fred Luthans

(page 135-141)

OB-Udai Pareek

(page 324-333)

Auxiliary Learning

Material

Seven Habits of Highly

Effective People

6 10.7

1 44.64

5

Basic functions of

mind

Creativity and

Innovation

Blocks to creativity

Creativity Process

Convergent/Divergent

thinking

NLP

To understand importance of

Creativity

To recognise personal

conceptual blocks

To enhance one‟s creativity

-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

8 14.2

8 58.93

MBA Department



6

Interpersonal

relations and

personal growth

Motivation and

Behaviour

Interpersonal needs

FIRO –B

JOHARI window

Defence Mechanisms in

Groups

To understand interpersonal

relations

To know one‟s personality

through FIRO instrument

To understand the need for

self disclosure

Understand how and why we

exhibit different behaviours in

groups

-Presentation and

discussion

- Self Assessment

through FIRO-B

- Self Assessment

Johari window

David Whetton, 3e, pp

(330-336)

Lecture notes and class

ppts

------“---------

6 10.7

1 69.64

Test II

7

Transactional Analysis

Transactional Analysis

Ego states and life

positions

Scripts and games

Understand how and why

we exhibit different

behaviours in groups

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 7 12.5 82.14

8

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

MBA Department



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 individual‟s 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?

MBA Department



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 Kolb‟s 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.

MBA Department



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.

human resource management specialization

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