OC&D-W09

OC&D-W09
(PGDM PT-W 2009-12 : Term-VII)

Organisation Change and Development

Instructor: S. Peppin, PhD
E-mail: peppin@ximb.ac.in
Tel: 0674-3983719
Course Assistant: Ms. Madhu Chhanda Panda
E-mail: Madhu@ximb.ac.in, Tel: 0674-3983713

1. Course Description and Scope: The study on organisation change and development (OC&D) has gained considerable importance due to the fast and ever changing nature of business and society. Survival and development of organisations today in the ever increasing competitive world largely depends on their ability manage change. The challenges the OC&D process address are at the level of individual, groups & teams and organisations. 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 participate as a leader or agent in the process of managing change.
2. Course Objectives: This course will enable the participants to:
· acquire a demonstrable understanding of the concept, principles and practices of OC&D
· scan and diagnose organisational environment
· appreciate and apply appropriate OD intervention tools and methods
· discover and develop personal OC&D competencies and values
· be inspired by the life of leaders who have changed the world and organisations
3. Pedagogy

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

Course Requirements

4.1

Three page Summary of an Article:

From the articles (given by the instructor), you will be required to submit a three page typed summary.

Last date for submission: Will be announced

4.2

Profiling personal OC&D Competencies and Values

: Each participant will be required to submit a 20 page typed paper describing and evaluating your own OC&D competency base and values.

Identify one change you have introduced or you are one of the key players responsible for the change. Ask 20 of your colleagues/customers to fill up the OC&D Competency Inventory and submit a 20 page computer typed report.

Last date for submission: Will be announced

4. Evaluation Criteria

· Thre page article summary : 10 %

· OC&D competencies and values : 30 %

· End Term : 40 %

· Participation in learning : 20%

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.	Understanding the Dynamics of Change	*Herold and Fedor: The Realities of Change* *And What is Changing and Where? in Leading Change Management, Stanford Business Books, Kogan Page, India, 2009*
4.	Changing Face of Organisational Culture	*Edgar Schein*: Taking Organisation Culture Seriously
5.	Framework for Scanning and Diagnosis	*Cummings and Worley*: Diagnosing organisations
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&11	Making and Managing Change: Paradigms and Practices	*Harvard Business Essentials: Are You Change Ready and Helping People Adapt, Harvard Business School Press, Boston, 2003* *Herold and Fedor: People’s Capacity for Change and Leading Others Through Change* *in Leading Change Management, Stanford Business Books, Kogan Page, India, 2009* *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
12 & 13.	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
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 Bornstein., How to Change the World, Penguin Books,New Delhi, 2005

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

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

6. HBE., Managing Change and Transition, Harvard Business School Press, Boston, 2003

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

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

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

10. 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: Bijoy Kar on 04/07/2011 at 06:24 PM
Category: ExPGP-NR-III Doctype: Document

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