The document provides a lesson plan for a course on Performance Management and Competency Mapping. It includes: - 8 modules covering topics such as performance appraisal, competency mapping procedures, and developing competency models. - Allocation of lecture hours and percentage of course coverage for each topic. A total of 56 hours are allocated across the 8 modules. - Recommended and reference books for each part of the course. - Details on internal assessment including tests, assignments, presentations and term papers. - A question bank with sample 3, 7 and 10 mark questions for each topic. The lesson plan outlines the key topics, allocation of time, assessment details and learning resources for a

1. MBA Department
LESSON PLAN – Human Resource Management
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
% Cumula
Mod Duration
Topics Covered Cover tive
ule (Hours)
age %
1 Organization: Nature & Scope – Definitions – overview of
various components & structure, Evolution of Organization
theory, Organizational Theories – images of Organization.
6 11% 11%
Organizational Effectiveness – Definition – importance &
approaches to organizational Effectiveness – the goal attainment
approach – the system approach – the strategic approach
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 7 12% 23%
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
3 Structural Dimensions of Organization design: Organization
Design - Components of Organization Design - Dynamic
Balance - Organization structure, dimension - division of labour,
standardization, horizontal Differentiation, Advantages & 5 9% 31%
disadvantages of Departmentalization; Vertical Differentiation,
Span of Control, Centralization, Formalization, Implication of
High Formalization, Flexibility.
4 Contextual Dimensions & Structural Options: Contextual
Factors, types of structure, Influence of: Environment, Strategy,
10 18% 50%
Size & Technology and Power & Politics on Structure, Flat
structure
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
10 18% 68%
of OD, Participation and Empowerment, Teams and teamwork,
Parallel learning structures, A normative-re-educative strategy of
changing, Applied Behavioural science, Action research.
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
6 11% 79%
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 III Semester (2010 to 2012 Batch)

2. MBA Department
LESSON PLAN – Human Resource Management
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, 6 11% 90%
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;
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 6 10% 100%
consultant-client relationship, Power, Politics & OD, Research
on OD
56
TOTAL 100 100
HOURS
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)

3. 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 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 14.28 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
Collective Bargaining in India: Definition, Essential conditions for the
success of collective bargaining, functions of collective bargaining 14.28 28.56
collective bargaining process, prerequisites for collective bargaining,
trends and conclusions, Techniques of negotiation, Workers Participation
in Management.
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 14.28 42.84
union movement in India, Rights and responsibilities, paradigm shift in
Trade Union Environment in India.
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 14.28 57.12
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
An overview of the following labour enactments covering the definitions,
applicability, provisions, registers and returns; penalties.
 Factories Act 1948, 10.71 67.83
 Industrial Disputes Act, 1947,
 Payment of Gratuity Act 1972,
 Payment of Bonus Act, 1965.
MODULE 6
 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)

4. MBA Department
LESSON PLAN – Human Resource Management
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
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)

5. 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 Hours: 3 hours
Exam Marks: 100 Total no. of Lecture Hrs: 56
Course Coordinator: Priyanka Sharma
Topics ( Part –A) Duration % Cumulative
(Hours) %
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 8 14.28 14.28
process, performance management and strategic planning.
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 17.85
contextual performance, choosing a performance measurement
32.13
approach. Measuring results and behaviors, gathering
10
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 8.92
developmental tool, performance management & reward
5 41.05
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 49.97
5 8.92
improvement department.
Part -B
Session: July 2011 to Dec 2011 III Semester (2010 to 2012 Batch)

6. MBA Department
LESSON PLAN – Human Resource Management
MODULE 5
Competency method in Human Resource Management-
Features of competency methods, historical development,
6 10.71 60.68
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, 8 14.28 74.96
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
6 10.74 100
expression, validating the competency models
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
Session: July 2011 to Dec 2011 III Semester (2010 to 2012 Batch)

7. MBA Department
LESSON PLAN – Human Resource Management
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?
Session: July 2011 to Dec 2011 III Semester (2010 to 2012 Batch)

8. 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 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?
Session: July 2011 to Dec 2011 III Semester (2010 to 2012 Batch)

9. MBA Department
LESSON PLAN – Human Resource Management
Subject: Personal Growth and Interpersonal Effectiveness
Faculty: Prof. Smitha Srinivasan
Dura % Cumul
Mod Topic Learning Outcomes Activities Reading tion Cove ative
(Hrs) rage %
 Human relations in
Personal growth: Meaning  Knowing the need for self - Discussion
organizations-Lussier (page
of personal growth, Self awareness - Who am I exercise
84-88)
1 awareness and self esteem,  Understanding different - An instrument for 5 8.93 8.92
 Auxiliary learning material
Life roles, social and roles in life and the need knowing the level of
organizational roles self awareness  Understanding OB-Udai
for role efficacy
Pareek (page 345-359)

Understanding the
Feeling, thinking and meaning of personality  Auxillary Learning Material
behaviours: Personality and concept of personality  Understanding OB-Udai
- Presentation
theories-Carl Jung‟s theory,
development Pareek (page 290-293)
- Self analysis
2 MBTI  Describing the  Emotional Intelligence by 6 10.74 19.6
through MBTI
Trait theories- Guilford contributions of Guilford Daniel Golman
Instrument
Peogut, Emotional and Peogut  OB –Fred Luthans (page
intelligence  Realizing the importance 228-233)
of EI
 Knowing the difference  Auxiliary Learning Material
between androgogy and  OB –Fred Luthans (page
Pedagogy and Androgogy:
pedagogy 375-383)
Adult Learning Process,
 Recognizing the different  OB-Udai Pareek
Learning Theories, - Presentation and
3 theories on learning (page 177-187) 8 14.28 33.9
Learning Styles, discussion
Learning and personality
&learning styles  Human Relations in
development  Understanding how organizations Lussier (page
learning is related to 51-55)
personality development
Session: July 2011 to Dec 2011 III Semester (2010 to 2012 Batch)

10. MBA Department
LESSON PLAN – Human Resource Management
Test 1
 Understanding the meaning
and how attitudes influence  OB McShane (page 100-
Attitudes, beliefs, Values human behaviour. 102)
and their impact on  Describe how attitudes affect  OB –Fred Luthans
behaviour: Attitudes- work and understand how - Discussion (page 135-141)
Formation, Functions , attitudes can be changed - Case Study  OB-Udai Pareek 10.7
4 6 44.64
Changing Attitudes, Values  Importance of values - Presentation and (page 324-333) 1
and its importance, Personal  Knowing how our habits are Discussion  Auxiliary Learning
Change, Social adjustment formed and how we adjust to Material
and Habit formation surroundings  Seven Habits of Highly
 Improving personal Effective People
effectiveness through habits
Basic functions of  To understand importance of -Presentation and
Creativity discussion  David Whetton, 3e, pp
mind (178-198)
 Creativity and  To recognise personal -Case: “Creativity @
conceptual blocks Apple”  ------“----------
Innovation
 To enhance one‟s creativity -Skill assessment:  OB Mc Shane,3e, 14.2
5  Blocks to creativity 8 58.93
“How creative You pp(250) 8
 Creativity Process 
are?” ------“---------
 Convergent/Divergent -Experiential Learning  Lecture notes and class
thinking ppts
 NLP
Session: July 2011 to Dec 2011 III Semester (2010 to 2012 Batch)

11. MBA Department
LESSON PLAN – Human Resource Management
Interpersonal  To understand interpersonal
relations and relations
personal growth  To know one‟s personality -Presentation and  David Whetton, 3e, pp
through FIRO instrument discussion
 Motivation and (330-336)
Behaviour  To understand the need for - Self Assessment  Lecture notes and class 10.7
6 self disclosure through FIRO-B 6 69.64
 Interpersonal needs - Self Assessment
ppts 1
 Understand how and why we  ------“---------
 FIRO –B Johari window
exhibit different behaviours in
 JOHARI window groups
 Defence Mechanisms in
Groups
Test II
Transactional Analysis  Understand how and why
 Transactional Analysis we exhibit different
behaviours in groups
 Ego states and life Presentation--Use of
positions  Define various TA instrument for self
7 transactions and explain analysis Auxiliary Learning material 7 12.5 82.14
 Scripts and games
why TA is used Role Play
 Describe various life
positions and ego states
with which we interact
Experience learning  T-group
methodologies  sensitivity training
8  T-Groups  encounter groups Presentation Role Play
Auxiliary Learning material
1 17.8
100
 sensitivity training  human process labs 0 5
 encounter groups
 human process labs
Test III
Session: July 2011 to Dec 2011 III Semester (2010 to 2012 Batch)

12. 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 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?
Session: July 2011 to Dec 2011 III Semester (2010 to 2012 Batch)

13. 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 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.
Session: July 2011 to Dec 2011 III Semester (2010 to 2012 Batch)

14. 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)