OCD-X09

OCD-X09
PGDM-PT-2009-12: Term-VIII

Organisation Change and Development

Instructor: S. Peppin, PhD
E-mail: peppin@ximb.ac.in
Tel: 0674-3983719
Course Assistant: Mr.Digambar Rath
E-mail: digambar@ximb.ac.in, Tel: 0674-3983842

1. Course Description and Scope: Organisation Change and Development (OC&D) is a planned process aimed at developing the organisations’ capacity to make and manage changes and meet the future challenges. The changes the OC&D process address are at the level of individual, groups and teams and organisations. The organisations which have been embracing changes are those which have strong leadership and a culture of learning and un-learning. This course is designed to provide you with the basic concepts and the competencies you will need in order to develop passion for change and act as a leader or agent of change in the organisation in which you work.

2. Course Objectives

: This course will enable the participants to:

acquire a demonstrable understanding of the concept, principles and practices of OC&D

discover and develop personal OC&D competencies and values

be inspired by the life of leaders who have changed the world and organisations

discover and celebrate the changes they have initiated in their organisations

3. Pedagogy

A combination of interactive lecture sessions, case analysis, simulation exercises, and structured learning exercises will be used.

Course Requirements

4.1

Individual Assignment

: Write a case study on your organisation indicating at least three major changes your organisation has embraced in the last 5 years. The case study should include brief profile of your organisation.

Last date: 20th September 2011

4.2 Group Assignment

: Participants will be divided into groups (depending on the number of students registered for the course) and each group will be requested to work on an OD Intervention and present the same in the class.

Last date for submission: 15th September, 2011

4. Evaluation Criteria

Individual Assignment : 30 %

Group Assignment : 20 %

End Term : 40 %

Participation in learning : 10%

ORGANISATION CHANGE AND DEVELOPMENT
Course Outline

Session No.	Topic(s)	Readings
1.	Evolution of Organisations	History of Ford, Shell, British Airways, Tata, SBI and Microsoft. *(Will be given in the class for discussion)* *Roger Martin: Changing the Minds of the Corporation, BHR, Nov-Dec.1993*
2.	Organisation Change and Development: Basic concepts, principles, foundations and values	*Rothwell and Sullivan: Organisation Development Hamel and Prahalad*: Competing for the Future, HBR, Juy-August 1994
3.	Leaders / Champions of Organisational Change and Development	Life history of founders of some of the leading organisations from the corporate and social sector. *(Will be given in the class for discussion)* *Eisenstat, Beer, Foote, Fredberg and Norrgren: The Uncompromising Leader, BHR, 2008 Applebaum and Paese: What Senior Leaders Do: The Nine Roles of Strategic leadership, DDI Kleiner*: The Man Who Saw The Future
4.	Framework for Scanning and Diagnosis	*Cummings and Worley*: Diagnosing organisations
5.	Changing Face of Organisational Culture	*Edgar Schein*: Taking Organisation Culture Seriously
6, 7& 8.	OD Interventions: Process, Methods and Tools	*Pareek, Scherer and Brinkerhoff: Person-Centred OD Interventions Cummings and Worley:* Designing Interventions *Foss et al: Practicing Internal OD Peppin and Snigdha*: Widening the Boundaries of Appreciative Inquiry for Building a Culture of Organisational Excellence: A Case Study
9 & 10.	Consultant Models and Competencies and Values of OC&D Practitioners	*William, Rothwell and Sullivan: Competencies of OD Practitioners Egan and Gellermann: Values, Ethics and Practice in the Field of OD Tannenbaum and Eisen*: The Personhood of the Consultant: The OD Practitioner as Human Being
11, 12 & 13.	Making and Managing Change: Paradigms and Practices	*Jeanie Daniel Duck:* Managing Change: The Art of Balancing, HBR, Nov-Dec.1993 *John P. Kotter:* Leading Change: Why Transformation Efforts Fail, HBR, March-April 1995 *Robert et al: Successful Change Programmes Begins with Results, BHR, Jan-Feb.1992 Paul Strebel*: Why Do Employees Resist Change, HBR, May-June 1996
14.	Learning Organization	*Garvin, Edmondson and Gino: Is Yours a Learning Organisation?, HBR, 2008 Levitt and James*: Organisational Learning
15	Personal Action Plan and Concluding session

Basic References

1. French, Wendell L., Cecil H., Organisation Development: Behavioural science Interventions for Organisation Improvement. VI th Edition, Prentice Hall of India, Pvt.Ltd. New Delhi, 1996

2. Senge M. Peter., The Fifth Discipline: The art and practice of learning organization. Doubleday, New York, 1990

3. David Bernstein: How to Change the World

4. David et al., Leading Change Management: Leadership Strategies that Really Work, Kogan Page, New Delhi, 2009

5. Robert et al., Immunity to Change,: How to Overcome it and Unlock the Potential in Yourself and Your Organisation, Harvard Business Press, Boston

6. Sinha P. Dharni., T-Group, Team Building and Organisation Development. ISABS, New Delhi, 1986

7. Hatch J. Mary., Organisation Theory. OUP, New York, 1997

8. Huse, Edgar and Thomas G. Cummings, Organisation Development and Change, West Publishing Co., New York, 1985

9. HBR on Knowledge Management, HBR Press, 1998

10. Cook, Sarah and Hilary, Coldicot, Change Management Excellence, Kogan Page, 2004

11. Senge M. Peter and et al., Presence: Exploring Profound Change in People, Organisations and Society, Nicholas Brealey Publishing, 2005

12. Sumantra Ghoshal, Gita Piramal and Sudeep Budhiraja: World Class in India

13. Rothwell J. William., Sullivan Rolland., Practicing Organisation Development: A Guide for Consultants, 2 nd Edition, Pfeiffer, USA, 2005

Additional References:

1. Senge et al., The Dance of Change: The Challenges to Sustaining Momentum in Learning Organisations,

2. Quinn E. Robert., Discovering the Leader Within

Created By: Debasis Mohanty on 08/19/2011 at 12:25 PM
Category: ExPGP-III Doctype: Document

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