1. Management of Change (BS-231)

Instructor: Prof. Vidyanand Jha, BS Group This is a second year course offered in the fourth term. There are two prerequisites for this course, viz., BS I & BS II, which are compulsory for PGP I. Apart from that a high state of mindfulness, a good deal of enthusiasm and willingness to work with oneself and in group settings would be required. The course has broadly three objectives: 1. To understand Organizational Change Process in the current context. 2. To help the participants develop a repertoire of skills needed for change management. 3 To learn from actual cases of change management. This course requires a high degree of participation from the participants who are required to make presentations, conduct discussions and exercises and do a project. It uses a number of pedagogies like group discussions, exercises, and a project work. Mode of evaluation Class participation 10% Mid Term Examination 40% Book Review/Change Leader Project 20% Organization Change Group Project 30% Session Plan 1&2 Expectation Clarification, Introduction to the Course, Introduction to Basic Change Management Concepts 3, 4, 5&6 Understanding the Context and Need for Organisational Changes Cases: Cultural Challenges of Integration: Value Creation and Daiichi Sankyo’s Indian

Acquisition Bosch Group in India: Transition to a Transnational Organization Taj Group

Readings: 1. Why good companies go bad, Sull, Donald N., Harvard Business Review, July- August 1999, 42-50.

2. Leading Change When Business Is Good, Hemp, Paul and Stewart, Thomas A.,

Harvard Business Review; Dec2004, Vol. 82 Issue 12, p60-70, 11p. 3. Leading Change without a Burning Platform, Harvard Management Update,

Jun2007, Vol. 12 Issue 6, p1-1, 1p. 4. Using Conflict as a Catalyst for Change, Lehman, Karen; Linsky, Marty. Harvard

Management Update, Apr 2008, Vol. 13 Issue 4, p3-5, 3p. 5. Change for Change's Sake. Vermeulen, Freek; Puranam, Phanish; Gulati, Ranjay.

Harvard Business Review, Jun2010, Vol. 88 Issue 6, p70-76, 7p. 7, 8 & 9

How to make Change Happen? Cases: Singareni Collieries: From Gloom to Glory Jess Westerly at Kauflauf GmbH

Readings 1. Cracking the Code of Change, Beer, Michael and Nohria, Nitin Harvard Business

Review, May- June 2000, 133-141. 2. Choosing Strategies for Change, Kotter, John P. and Schlesinger, Leonard A.,

Harvard Business Review, March- April 1979, 106-114. 3. Why Do Employees Resist Change, Strebel, Paul, Harvard Business Review,

May- June 1996, 86-92. 4. Knowing “What” to do is not Enough: Turning Knowledge into Action, Pfeffer,

Jeffrey and Sutton, Robert I., California Management Review, 42, 1, Fall 1999, 83-108.

5. Successful Change Programs Begin with Results, Schaffer, Robert H. and Thomson, Harvey A., Harvard Business Review, January- February 1992, 8--89.

6. Leading Change: Why Transformation Efforts Fail, Kotter, John P., Harvard Business Review, Mar/Apr95, Vol. 73 Issue 2, p59-67, 9p.

7. The Hard Side of Change Management, Sirkin, Harold L.; Keenan, Perry; Jackson, Alan. Harvard Business Review, Oct2005, Vol. 83 Issue 10, p108-118, 11p.

10 Change in Large Organizations Case: Indian Railways: Building a Permanent Legacy? Reading

1. Evolution and Revolution as Organizations Grow, Griener, Larry E., Harvard Business Review, May- June 1998, 55-63.

2. Meeting the Challenge of Disruptive Change, Christensen, Clayton M.; Overdorf, Michael. Harvard Business Review, Mar/Apr2000, Vol. 78 Issue 2, p66-76, 10p.

11 Reengineering Case: Otis Elevator: Accelerating Business Transformation with IT

Readings

1. How Process Enterprises Really Work, Hammer, Michael and Stanton, Steven, Harvard Business Review, November- December 1999, 108-118.

2. Deep Change. Hammer, Michael. Harvard Business Review, Apr2004, Vol. 82 Issue 4, p84-93, 10p.

12 Total Quality Management Case: Andrew Ryan at VC Brakes Readings 1. Learning from the Quality Movement: What Did and Didn’t Happen and Why?, Cole, Robert E., California Management Review, 41, 1, 43-72, Fall 1998. 2. Empowerment: The Emperor’s New Clothes, Argyris, Chris, Harvard Business Review, September- October 1996, 173-178.

13 Turnarounds

Case: Corporate Restructuring of Gujarat State Road Transport Corporation Readings 1. Leadership and the Psychology of Turnarounds, Kanter, Rosabeth Moss. Harvard

Business Review, Jun2003, Vol. 81 Issue 6, p58-67, 10p 14, 15 & 16 Change Agent Skills: Influence, Networking and Persuasion Presentations on Change Leaders Exercises On Persuasion Readings

1. How to Save Good Ideas, Kehoe, Jeff. Harvard Business Review, Oct2010, Vol.

88 Issue 10, p129-132, 4p. 2. Change Through Persuasion, Garvin, David A.; Roberto, Michael A. Harvard

Business Review, Feb2005, Vol. 83 Issue 2, p104-112, 9p. 3. Radical Change, the Quiet Way, Harvard Business Review, Oct 2001, Vol. 79

Issue 9, p 92-100, 9p. 4. How Leaders Create and Use Networks, Ibarra, Herminia; Hunter, Mark. Harvard

Business Review, Jan 2007, Vol. 81, Issue 1, p 40-47, 8p.

17, 18&19

Presentations of Organization Change Projects 20 Review and Feedback

2. Designing Corporate Citizenship Initiatives (BS-235)

Designing Corporate Citizenship Initiatives

Instructor: Dr. Nimruji Prasad J

IV Term optional course

Course Objective

In recent years, businesses have been compelled to look at social responsibility as not just an add-on but as an

integral part of corporate strategy. The bottomlines now include not just profit but people and planet as well.

This course is aimed at providing an understanding about how to integrate social responsibility into the strategy

of a business. The degree to which it can be done, the ways in which it can be done and issues involved in

implementing chosen social responsibility strategies. The course begins with an examination of the foundation

of CSR and progressively moves towards developing abilities for integrating CSR into corporate strategy and

designing and implementing CSR programs. It sums up by examining some of the issues surrounding evaluation

of CSR and its relationship with investment.

Pedagogy

The course will follow the case m