Post Graduate Programme in Management 2013-14 TERM: IV TITLE OF THE COURSE: ORGANIZATIONAL CHANGE AND DEVELOPMENT CREDITS: 2 Name

of the Faculty member Prof. Ranjeet Nambudiri Faculty Block - B Room No. Email: ranjeet@iimidr.ac.inTelephone Number 2439535

COURSE DESCRIPTION Organizational Change and Development (OCD) deals with organizational processes and the impact on people during change. The course begins by understanding the classical models of planned change and provokes participants to question the need for change. The course then discusses issues like managing conflict and building consensus toward change. Participants experience the diagnosis of group and organizational processes. The course ends with a simulated exercise where participants are encouraged to examine various issues related to organizational change as they make recommendations for firm wide change.

COURSE OBJECTIVES The basic objective of this course is to provide participants with an integrated and comprehensive view of the field of Organization Development (OD). The course aims to present, in a clear and organized manner, the classical as well as contemporary approaches, concepts, and techniques of this emerging discipline. The course also aims to present OD from an experiential learning approach; that is the students not only read the concepts but also practice and experiment by using some of these techniques in a simulated organizational situation. It is expected that as the students progress into this course, the simulations will facilitate growing knowledge and experience, thereby building a foundation of management experience to carry forward into their consulting or managerial career.

PEDAGOGY/TEACHING METHOD: Every successful OD effort is the result of a concerted group effort. This course tries to imbibe the culture of group learning and effort and hence team activities will be used extensively during the course.

The course will be delivered through a combination of classroom discussions, case studies, team activity and experiential learning through simulations. It is expected that all participants come prepared in terms of reading and analyzing the case and handouts for each session. This course is not designed to be instructor-driven but rather depends on participant preparation and interaction. The onus of learning rests solely with the participants. The course is driven by student involvement and will make use of several simulations and in-class exercise. Value addition from this course is solely a function of student involvement in these activities

EVALUATION Group learning paper Case analysis Quiz Class participation End Term Total

Weightage 20 15 10 20 35 100%

SCHEDULE OF SESSIONS Module I Introduction to planned change Module Objective Mutual expectation setting between the participants and facilitator. Introduce the classical models of planned change. Challenges in organizational change, understanding the need for change. Sessions and Objective Session # 1: Expectation setting. Introduction to management of change Case: TGIF Simulated exercise:Psychological contract Session # 2: Understanding the need for change, forces for and against change Case: Roaring Dragon Hotel Reading: Change for Changes sake Session # 3: Challenges of organizational change Case: NoGo Railroad Simulated exercise: Downsizing - a consensus seeking exercise Reading: Leading Change: Why Transformational Efforts Fail, John Kotter

Module II

OD process

Module Objective The Organizational Development Process - entering into a contract with the change agent, change agent - roles and styles, diagnostic models for diagnosis of groups and organization, managing conflict and resistance to change

Sessions and Objective Session # 4: Contracting process, OD consultant roles and styles Simulated exercise: OD Practitioner styles Session # 5; Diagnosis of jobs and groups, process consulting Simulated exercise: Apex Oil Spill Reading: Helping employees cope with change in an anxious era Session # 6: Managing resistance to change Simulated exercise: Conflict styles

Module III

Interventions

Module Objective Team development interventions, organizational processes and designing organizational level interventions Sessions and Objective Session # 7: Team level interventions Case: Datavision Session # 8: Organizational level interventions Case: Trojan Technologies Inc Session #s 9 and 10 : Changing an organization Simulated exercise: The Franklin company Reading: Choosing strategies for change

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