mct2011 course outline
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Managing Change & TransformationIIM Kozhikode – eEPSM Oct-Dec 2011
Instructor Dr. S. Jeyavelu
Contact [email protected] (for all course related communication)
Introduction
The course takes a competency building approach to organizational change. Sessions would create an awareness of the change dynamics and facilitate the participants to acquire skills and competencies to diagnose, develop a change plan and implement it effectively. The course will be highly interactive and require participants to read, conceptualize, discuss and take decisions. Participants would be expected to work in teams and learn through practice.
Objectives
Understand the change dynamics and apply change models Learn to diagnose an organization, design change strategy and implement the same Acquire competencies for implementing change
Pedagogy:
Case discussions, role plays, self reflection, and individual & group projects
Evaluation Scheme:
Quizzes / Assignments 10%Cast Study Presentations 15%Individual Project 25% End term 50%
Session Plan:
1 29th Sept Topic Introduction to Change & TransformationReading Palmer, Dunford Akin,
Chapter 1 – Introduction: Stories of Change & Chapter 2 – Images of Managing Change
2 29th Sept Topic Why & What Changes in Organizations Reading Palmer, Dunford Akin,
Chapter 3 – Why Organizations ChangeChapter 4 – What Changes in Organizations
3 1st Oct Topic Organizational Diagnosis Reading Palmer, Dunford and Akin, Chapter 5 – Diagnosis for Change
Radha Sharma, Chapter 3 Models of ChangeCase ASDA (A) Harvard Business School Ref no 9-498-005Assignment What are the real problems in ASDA?
Group submission: Form groups and email PPTs of analysis before 2 PM on 1st Oct.
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20th Oct Topic Models of Change, Managing Change Process & Implementing Change
Reading Radha Sharma, Chapter 3 Models of ChangePalmer, Dunford and Akin, Chapter 8 – Implementing Change
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Case BPCLAssignment What were the problems in BPCL?
What is unique about the change in BPCL?If you were in Mr. Soundarajan’s role what would you have done?Group submission: Email PPTs before 2PM on 20th Oct.
6 22nd Oct Topic Culture Change Reading Chapter on Organizational Culture from OB2 textbook.
Palmer, Dunford and Akin, Chapter 5 – Diagnosis for ChangeRadha Sharma, Chapter 3 Models of Change
Case Clash of Culture Assignment Analyze the case and identify the problem(s), give a detailed plan
how you would manage the resistance to change if you were the head of HR. Group submission: Email PPTs before 2PM on 22nd Oct.
7 17th Nov Topic Resistance to Change Reading Palmer, Dunford, & Akin, Chapter 6 – Resistance to Change Assignment Identify instances where you faced resistance to change in your
workplace and the way you managed it.8 17th Nov Topic Change Plan
Reading Palmer, Dunford and Akin, Chapter 8 – Implementing ChangeCase ASDA (A)Assignment Design a change plan with short, medium and long term actions
Specifically detail the actions to be completed on 1st day, 1st week, and 1st quarterGroup submission: Email PPTs before 2PM on 17th Nov.
9 19th Nov Topic Change Communication Reading Palmer, Dunford, & Akin,
Chapter 10 – Strategies for Communicating ChangeChapter 11 – Skills for Communicating Change
Case Clariant (A)Assignment Analyze the case, identify the problems, and decide a change plan
Group submission: Email PPTs before 2PM on 22nd Oct.10 24th Nov Topic Role of Middle Manager in Organizational Change
Change Competencies Reading Note on Change CompetenciesAssignment What role did you play in change initiatives in your organization?
Reflect and share.11 24th Nov Topic OD & Appreciative Inquiry
Reading Palmer, Dunford, & Akin, Chapter 7 – Implementing Change: OD, AI & Sensemaking ApproachesIndira Parikh & Jeyavelu, 2002. New Trends in Sensitivity Training.
12 26th Nov Topic Review & Project Presentations Reading Integrate all the readings given beforeAssignment Optional Submission: Email PPT of your individual project before
2PM on 26th Nov.3-4 participants will be given 10 minutes each to make a presentation.
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Text Books Palmer, I., Dunford, R., & Akin, G. (2006) Managing Organizational Change: A Multiple
Perspective Approach. Tata McGraw-Hill: New Delhi.
Additional Text Book Sharma, Radha R. (2007) Change Management: Concepts and Applications. Tata
McGraw-Hill: New Delhi.
Case Study Presentations Weight 15%
Participants should form groups (not more than 6 members) and prepare for the classes and case analysis and presentations as a group. Each group will have to submit minimum three PPTs and make one presentation out of the three on the platform. The PPTs should be emailed to [email protected] before 2PM on the specific day. The groups with the best PPTs will be called to present on the platform. If you feel you have done a good analysis, or feel you can add value to the class you can request to present in the email.
Individual Project Weight 20%
Important Instructions
The paper should be written in your own words and should not include any copy - paste material. Every paper would be run through software for checking plagiarism. Any report found to be plagiarized would be given F grade. The core of the paper can be between 5 to 10 pages in length. All figures, tables and other relevant material can be included as appendix, which has a maximum limit of 30 pages. Ensure that citations are given for all published material referred to and give the list of references at the end.
Core paper maximum 10 pagesCore paper minimum 5 pages Appendix maximum 30 pages
A participant may choose from one of the four options mentioned below.
Option 1 Organizational Diagnosis
One can conduct a diagnosis of an organization (preferably where one is working) based on the various models given in the textbook and write a report. Refer chapter 5 in Palmer, Dunford and Akin ‘managing organizational change’ and chapter 3 in Radha Sharma ‘change management’.
Option 2 Case Study of a Change Implementation
A participant may choose to write a case study of a change initiative that was implemented. The case study should give details of the objective, the diagnosis of the situation, people, various change actions, leadership, and the effectiveness. This case study should be based on real life experience of the participant and not from any published material.
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Option 3 Live Implementation of Change
A participant may choose to do a live project. One can do a diagnosis of the organization / department / team, conceptualise a change intervention and implement the same. The report should highlight the diagnosis, change plan, implementation and the results achieved.
Option 4 Literature Review & Essay A participant may choose this option if there is a topic which he/she is interested in and would like to make an in depth study. This is meant for only the most serious, studious and rigorous participants. Topics may be organizational restructuring and ERP, culture change and leadership, role of middle managers in change efforts, organizational culture, identity and change in M&A, change & identity in Indian international acquisitions, leader personality and change choices, change competencies for Indian organizations, etc. This list is indicative; participants may decide the topic based on their interests.
Participants choosing this option should take the permission of the instructor by submitting a one page proposal to [email protected] before 20th Oct. Projects that were not sanctioned would not be evaluated.
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