INSTITUTE OF MANAGEMENT STUDIES GHAZIABAD

PGDBM (F/T) IV TERM (20011-13) BM-HR03 Management of change& Organizational Effectiveness Instructor: Dr. Anita Singh E-mail - anitasinghims@yahoo.com Course Objective:
All types of organizations are in permanent white-water, with ever increasing demands for change and flexibility. The process for analysis and preparation of new business strategies often leads to important changes in organization. These changes are often inevitably based on specific individuals. An organizations capacity for developing its sustainable competitive advantage depends on its capacity for preparing coherent, unique strategies and on its capacity for assimilating the changes into said strategies. Change Management is an extremely delicate process of human engineering moving psycho social characteristics of the organizations personnel and structure, the system of underlying suppositions that make up the culture of the organization and the dominant management mechanisms. Organization of every nature manufacturing, service, hospitals, schools, government are being compelled to undergo rapid change, driven by increasing pressure to remain competitive and viable. Forces for change include globalizations, merger and acquisition and changing demographics / needs / values / expectation of workers, clients and the public. New theories and models of organization may help deal with this seeming chaos. . The course has been designed to familiarize students with the change and organizational development theories to improve organizational performance and create healthy places to work, and organizational intervention practices that encourage learning and change The learning objectives are to:
o o o

Develop the ability to use different lenses to understand organizations Increase understanding of the OD practitioners role as a change agent Increase awareness of different tools that are used to diagnose organizations as well as interventions used to bring about change through hands-on experience Enhance skills in facilitation, OD skills, group process, communication, and collaboration.

Learning outcomes: Upon completion of this course students should be able to:

Describe and explain the steps involved to effectively manage organizational change in a variety of contexts and settings.

Distinguish between different types and terminologies of organizational change. Describe the process of organizational change from multiple theoretical vantage points (e.g. life cycle, teleological, dialectic, evolutionary). Identify the type and significance of various drivers of organizational change. Identify the nature and significance of various impediments to organizational change (e.g. organizational inertia, resistance to change). Explain the nature of the relationship between organizational change drivers and impediments. Explain organizational change processes from multiple role perspectives (e.g. change agent, change target, leader, middle-manager). Recognize an improvement in their ability to synthesize, articulate, and disseminate information and knowledge concerning organizational change to others through dialogue and critic

Detailed Session Plan:

Session 1, 2-3 Overview of the change concepts

An Introduction to Change Management Forces for Change, Types of Change Models of Change, Change agents Change Options Resistance to Change Strategies for Managing Change

Session 4, 5-6
OD & Intervention Techniques Organizational Development concepts Underlying Principles of OD Intervention Techniques

Case 1 Change Management @ICICI

Session 7, 8-9
Organizational Climate & Culture Concepts Changing Organization Culture Strategies for merging Organizational Culture Strategies for strengthening Organizational Culture

Case 2: Southwest Airlines Organizational Culture

Session10-11,
Organizational Socialization Concepts Dimensions Stages Model Strategies for managing Socialization process

Session 12, 13-14

Organizational Power & Politics Concepts Sources Contingency approach Contingency model Political implication Strategies for managing political activities

Session 15, 16 -17

Diagnosis of Organizational Conflict Concepts Types of conflicts Frustration Model Analyzing interpersonal conflict (Johari window) Conflict management style Strategy for minimizing dysfunctional conflict

Session 17, 18 -19

Organizational Structure and Design Concepts Types Emerging form of structures Contingencies of Organizational Design

Case: Sears tries to stop its Market-Share Slide

Session 20, 21- 22

Project Presentation

Pedagogy:
The pedagogy will be a combination of lectures, experience sharing, real life case discussion, assignments and industry / research based projects. The course is focused on strategic issues with cases as the primary vehicle for learning.

Assessment Details:

Project & Presentations Case study Quizzes Mid Term End Term

: : : : :

10% 10% 10% 20% 50%

Group Project: (submission deadline: 14th Aug. 2012)

The group projects will be one of the most important learning tools of the course. Each group will comprise of only 2 3 students. This is a highly interactive project, which requires a high degree of analysis and correlation of a lot of easily available secondary data about the various sector of the industry with research data especially collected from the players of the industry. You may like to select a company of your choice and prepare a proposal in consultation with the faculty and company and do following: Analysis of change management strategies of a company Analysis of change management process Analysis of resistance patterns in managing change Analysis of issues and dilemmas facing in managing change Writing a case study on restructuring process of an organization. The changing nature of Indian business; impact of traditional culture on the management of Indian businesses Entrepreneurship problems and prospects in India The digital divide and the impact of the technological revolution in India Foreign domestic investment and foreign trade Research and development by Indian companies Emerging market opportunities in India

 Evaluating the risks and rewards of doing business in India Key Indian values: common denominators in a diverse nation Building effective multi-cultural work teams Government support for economic growth Indian business etiquette and social culture Information technology in India Private equity and real estate investment in India Indian management philosophy Building an Indian global brand Business outsourcing processes Cross-cultural management Knowledge management and learning in emerging economies Management of creativity and innovation Corporate governance in India Corporate social reporting, psychological empowerment amongst Indian managers Behaviour of Indian consumers Ethical stances in Indian management culture

Assignments
1. Text reading assignment 2. Short case analysis and presentation 3. Additional homework problems will be given during the course

Recommended Text Books:

1. Organizational Change &Development- kavita Singh 2. Organisational Behaviour- Stephen P. Robins. 3. Organisation Development- French& Bell

Additional Readings:
1. Managing in a Great Time of Change: Peter F. Drucker 2. Organisational Behaviour- Robins, Judge,Sanghi, 3. Organisational Behaviour - Luthans,Fred 4. Managing Organizational Change: V. Nilakant & S. Ramnarayar 5. Organization Development: Intervention & StrategiesL S. Ramnarayar 6. How to Implement Change in Your Company: John Spencer. Adrian Press 7. Management of Change: S.K. Bhatia 8. Change at Work: Peter Caphelli, Laws Bassi, and Harry Katz. 9. The Change Riders: Managing the Power of Change Gary D. Kissler

Journals / Magazine:
1. 2. 3. 4. Journals of Change Management Strategic Management Journals HRM Review Human Capital