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Course Outline

Course: Organizational Behavior and Leadership
Class Code:
Instructor: Dr. Shahid Raza Mir

Class details
Class Timing and Room As Per Schedule
Session Day(s) Daily

Credit Hours: 3 Credit Hours

Course Prerequisites: None
Consultation Time 11:00 am to 01:00 pm or by appointment
Contact # IBA #: 111-422-422 Ext. 2621, Cell #: 0336-833 786 9

Course Description
There are lots of misconceptions about how to manage people and run a thriving organization.
This course will provide a foundation that you can use to evaluate organizational phenomena
and managerial practices. This course is specifically intended to focus on the role of “human”
resources in the functioning, success, and failure of organizations. Having a great product
idea, coupled with well designed financing arrangements, and a masterful marketing plan,
will be of limited value unless organizational members can actually do their jobs effectively.
In fact, whether or not an organization even has a “great product idea” a “well-designed
financing arrangement” or a “masterful marketing plan” in the first place is really a reflection
of the successful performance of individuals who work for and with the organization, rather
than the organization itself.
The primary goal of this course will be to improve your understanding of how people behave
in the context of an organizational structure. Having a greater knowledge of human behavior
will help you to better understand attitudes and behaviors of your co-workers, subordinates,
supervisors, and clients. Most importantly, this course will help also you to better understand
your own past and future behaviors as a member and manager (leader) within an organization.
The course on OB and Leadership provides an opportunity for students to understand the
individual processes and the interdependence of these processes within the organizational
framework. An integral part of this course is to develop students’ analytical skills, leadership
and interpersonal skills, through experiential exercises, case discussions and through self
assessment tools.

interaction.  To review leadership and examine leadership role in organization change processes at different organizational levels.  To review organization culture and cross culture management.  Group project to practice and for application of concepts.  To examine power and political influence tactics within the organizations. case discussions. All readings and case studies must be read before the class sessions. Course Objective  To understand personality and differences. vision and mission statement To explore and analyze organization external environment. perceptions and its influence over behavior and performance. This course rests on several components – self-study. employee motivation. attitudes and values. The LMS-SAKAI provides related readings.  To develop understanding about different organizational models and rationale for organization design.  To understand team development and group dynamics within the large organization and at the unit level. generate ideas and questions.  Direct interaction between student and instructor before the class during the Group Discussions. . case studies and assignments.  To examine and develop the understanding and the skills to formulate organization purpose. case studies and article assignments. finding of examples. Teaching and Learning Methodology This course will build on presentations.  Discussion of selected questions.  Preparation of short assignments by students before class.  Final report project (and then class discussion) on a selected topic.  Case study Analysis / Student-Instructor Interaction in the class. and technological changes influencing structure and strategy of the organization. answering of questions etc. videos. as well as implementing Quality Management philosophies to practice and application especially in a Supply Chain:  Self-Study: Preparation in self-study by students before class to become familiar with new material and to stimulate thinking. readings.

Case Studies: To be provided by the instructor 5.10 (SR) Case # HBR 9403131 Chp. Cowen Chp 3 (SR) Satisfaction HBR Case# 402028 3 Perception – Case: Jamie Turner Chp. Organizational Behavior. Leadership. 13th Edition by Stephen Robbins (SR) 2. 9 (RD) Communication Case # HBR 9303061 12 Charismatic and Case: HP at a Strategic Chp. Articles on How to How to Solve a Case? Solve a Case. 1 & 2 (RD) 2 Attitudes and Job Case: S.G. Course Plan Sess # Topics Cases Chapters/ Readings 1 Introduction Presentation on the Subject. 6 (SR) Top Case # HBR 9398061 5 Personality and Values Case: Merck Sharp and Chp. 6 (SR) Assumptions and Case # 4254 Expectations 4 Decision Making Case: Decision Making at the Chp.5 (SR). 17 (SR) Stress Management Case # HBR 9394111 10 Activity Class Activity 11 Leadership Failure/ Case: Mount Everest Chp. Learning by the Case Method An Introductory Note HBR Case # 376-241 on the Case Method Chp. 12 (RD) Transformational Crossroads – 2005 Leadership Case # HKU418 Case: People Cried FINAL Text Book and Pre Course Reading Material and Videos etc. 11th Edition by Fred Luthans (FL) 3. Articles: To be provided by the instructor 6. Organizational Behavior. Dohne Chp. Students are also encouraged to collect reading material on the topics . 5th Edition by Richard Daft (RD) 4. 1. 10 (RD) 9 Work related Stress and Case: Kathryn McNeil Chp. 6 (RD) Case # HBR 9398033 6 Movie Invictus MID TERM 7 Leadership Styles Case: Leadership Styles Reading: Article by Case # ESMT -13-0104-1 Danial Goleman 8 Working in Teams Case: The Army Crew Team Chp.

. Weak (0-1)  Poor class participation. mostly cold calls  Wrong facts / data in class about the case  Creating disruption and not allowing other participants to speak 2. Very Good (2-3)  Shows advance level of case knowledge  Shows basic competence in synthesis and critical thinking  Logically organized ideas  Clear thoughts about the case issues and analysis of different alternatives  confidently defending argument and position in the class discussion 4. basic facts/knowledge of the case during the discussion 3. Excellent (3-4)  Well organized and structured ideas without errors  Shows clear understanding about case concepts (both core Issues and conceptual issues)  Strong evidence of critical thinking and intellect  Ability to perform critical analyses. Adequate to Good (1-2)  Shows comprehension of the case and the reading  Speaks coherent manner and understandable way  Presents ideas and argument clearly  Provides key elements of the case. identification of dilemmas. Prerequisite Skills and Knowledge to take this Course None Marks Distribution Marks Head Total Frequency Total Marks /Head Class Participation 1 30 Mid Term Paper 1 20 Written Analysis of 1 10 Cases (WACs) Final Paper 1 40 Total Marks 100 Class participation 1. and tensions points.

report. Absolutely no plagiarism/ cheating in any examination. .Lab with Internet Access. Students are required to attend lectures. Each case is decided on its own merit in accordance with notified plagiarism policies. Exceptional in all respect (4-5)  Original thinking and creative ideas and sound action Planning abilities  Generated new thinking in the class and added new dimension in the class discussion about the case  Very high level of synthesis of ideas and application  Extension of the case / class contents / objectives  Demonstrates very high level of intellectual rigor in the class Comments and/or Suggestions Students may see the faculty any time in case of any problem or issue that needs attention.  Able to identify paradoxes and presents arguments around it  Ability to present arguments from thinking two opposite ideas at the same time during the class discussion  Shows ability to Synthesis – connections of various ideas  Shows ability to develop an idea. seminars and fieldwork as may be specified for a course each semester. Attendance Policy A distinguishing feature of the IBA is its adherence to the academic calendar. Permission to attend to emergencies is to be obtained from the respective faculty. build content and Substance and able to develop real application and action plan 5. he/she is not permitted to sit for the final examination. especially near class rooms are not allowed. A detailed program is provided on the first day of every semester. Technology Requirements Multi Media . quiz. All classrooms are cell phone free zones. assignment. 4 in a 75 or 90-minute course and 3 during a summer course. If a student accumulates more than the permissible number of absences. Late comers are marked absent even if they are late by a minute. Attendance is recorded at the beginning of each session. Full- time students are allowed 6 absences in a 1 hour course. MS Excel Academic Conduct At IBA academic honesty is mandatory. and/or presentation by any student is tolerated. Part-time/evening students are allowed 7 absences in a regular semester (75-minute) course and 5 in a summer semester course. Sports / music playing and /or other activities on campus during class timings. No excuses are accepted. laboratory sessions.

Plagiarism manifests itself in various forms. posters. Withdrawal Policy Full-time students are allowed to withdraw from one course in a semester if such withdrawal helps the student in improving his/her performance in the remaining courses. The withdrawal must be sought on prescribed forms within one week of the second term examination result. once a student has accumulated more than the permissible absences in any course. writings. Part-time students are allowed to withdraw from some or all of the courses for which they have registered in a semester. photographs. such as equations or illustrations that are not common knowledge or copying or purposely paraphrasing sentences without citing the source. not applying quotation marks correctly) and /or not citing the source correctly”. digital images. The punishment for the offence ranges from a warning to expulsion from IBA for a period of three years. drawings. designs models / displays of any sort. presentations and tracing. that is. • "The unacknowledged use of computer programs. IBA stipulates a minimum of 90% attendance for full-time students and 75% for part-time students. computer software in all forms. maps. Plagiarism Policy IBA considers plagiarism as "taking and using the thoughts. and inventions of another person as one's own" (Concise Oxford Dictionary). mathematical deviations and calculations. music / composition of any sort. mathematical / computer models /algorithms. web pages. diagrams." IBA aims to help all stakeholders recognize and avoid plagiarism. Students are not allowed to remain absent on the first and last day of the semester. Serious action is taken against those who violate this rule. These include but are not limited to the following: • “Verbatim copying.In general. fine art pieces or artifacts. works of art of any sort. he/she is not allowed to withdraw from that course and is awarded an ‘F’. computer-aided design drawings. or purposely paraphrasing portions of another author's paper or unpublished report without citing the exact reference. Withdrawal from a course is not treated as failure. databases. For further details please consult IBA’s handbook on plagiarism. the verbatim or near-verbatim re-use of significant portions of one's own copyrighted work without citing the original source. macros. However. tables. spreadsheets." • "Self-plagiarism.g. • Verbatim copying portions of another author's paper or from reports by citing but not clearly differentiating what text has been copied (e. Permission to withdraw from a course must be made on the prescribed form available from the Evening Program office within one week of the second term examination result or within one week after the announcement of midterm examination results in the summer semester . near-verbatim copying. GIS files. • Copying elements of another author's paper. graphs.