Jaypee Business School A Constituent of Jaypee Institute of Information Technology (Deemed University) A-10, Sector 62, NOIDA, 201

307 India
MBA 2011-13 Batch; Trimester V October 3 December 29, 2012
Course Code: 12MEHR28 Course Title: Organization Development & Change Course Credit: 3 Credits Session Duration: 90 Minutes Name of the Faculty: G V P Rajan Email ID: gvprajan@yahoo.com 1. Course Introduction Organization Development is basically a planned change intervention. This is a technique used by HR professionals and practitioners to evolve new changes in organizations. The purpose of OD is to enhance both individual and organizational effectiveness. The course has been structured in four phases. The first phase focuses on understanding fundamentals of organizational development, its meaning, relevance and evolution of concept. The second phase focuses on building an approach to OD. It deals with theories, concepts and frameworks for understanding cross-cutting organizational issues. It puts the OD practitioner into perspective. This phase draws upon concepts like organizational culture, power and politics etc to bring forth the complex issues. The students are expected to apply their earlier learning from these subjects. The third phase dwells on the OD Process. It takes the diagnostic approach, whereby students will learn how to collect data and what to do with the data. Here, we also discuss various OD tools & techniques. The fourth phase deals with various forms of OD Interventions process, systems, structural and strategic.

Methodology
Power-point presentations, group discussions, role plays, case studies, student presentations, group assignments, individual assignments.

2. Course Objectives Develop an understanding of OD concepts and frameworks Sensitize the students on people dimension of change Develop an appreciation of organizational variables that interplay with planned change efforts Build awareness on OD tools and techniques Solving business cases

3. Learning Objectives To be able to analyze emerging organizational situations To be able to apply OD concepts for organizational diagnosis To be able to analyze situations, identify and apply suitable OD interventions

4. Text Book: Cummings, T., and Worley, C. Organizational Development and Change (9e); South Western Cengage Learning. 5. Reference Readings: Selected Readings from - French, Bell, Zawacki, Organization Development and Transformation: Managing Effective Change, 6th Edition, McGraw Hill. Select Chapters from - French, Bell, Vohra, Organization Development: Behavioural Science Interventions for Organization Improvement, 6th Edition. Select Case Studies from HR Transformation: Building Human Resources from the Outside In. Authors Ulrich, Allen, Brockbank, Younger & Nyman. Tata McGraw-Hill (2009). List of additional readings will be given separately. 6. Evaluation Details a. Teachers Assessment* 30% (Assignments 10%; Group Presentations-10%; Quiz-10%) b. Mid-Term Test 30% c. End-Term Test 40% 7. Session Plan Phase I Session 1 Understanding Organization Development Meaning, Relevance and Evolution of OD Chapter 1: General Introduction to Organization Development, (Book-Cummings & Worley) Reading 1: What is Organization Development, Richard Beckard, (Book-French, Bell, Zawacki) Evolution of Organizational Development Chapter 2: Definitions and Historical Overview of Organizational Development

Session 2

Phase II Session 3

Session 4

Session 5 Session 6

Phase III Session 7 Session 8

Session 9

Session 10

Session 11

Session 12

Session 13

- French, Bell, Vohra (as handout) Reading 2: A History of Organizational Development, (Book-French, Bell, Zawacki) Building an Approach to Organizational Development Role of Organizational Culture in OD Chapter 3: Values, Assumptions and Beliefs in OD French, Bell & Vohra (as handout) The Nature of Planned Change Chapter 2: The Nature of Planned Change, (Book-Cummings & Worley) Reading 5: Organization Development and Transformation, Porras & Silvers, (Book-French, Bell, Zawacki) Reading 9: Intervention Theory and Method, Argyris, (Book-French, Bell, Zawacki) Who is an OD Practitioner? Chapter 3: The OD Practitioner, (Book-Cummings & Worley) Understanding Organizational Issues Case Analysis Reading 10: Intergroup problems in organizations, Schien, (Book-French, Bell, Zawacki) Reading 11: Organizational Culture, Schien, (Book-French, Bell, Zawacki) The Process of Organizational Development Entering and Contracting Chapter 4:Entering and Contracting, (Book-Cummings & Worley) Diagnosing Organizations Chapter 5: Diagnosing Organizations, (Book-Cummings & Worley) Reading 13: Methods for finding out What's Going On, Fordyce & Well, (BookFrench, Bell, Zawacki) Reading 28: Creating Readiness for organizational change, (Book-French, Bell, Zawacki) Issues in Collecting and Analyzing Diagnostic Information Chapter 7:Collecting and Analysing Diagnostic Information, (Book-Cummings & Worley) Reading 15: When power conflicts trigger team spirit, Harrison, (Book-French, Bell, Zawacki) Appreciative Inquiry Reading 22: Appreciative Inquiry: The New Frontier, (Book-French, Bell, Zawacki) Feeding Back Diagnostic Information Chapter 8: Feeding Back Diagnostic Information, (Book-Cummings & Worley) Reading 17: Organization Mirror Interventions, (Book-French, Bell, Zawacki) Reading 26: Building a Learning Organization, (Book-French, Bell, Zawacki) Leading and Managing Change Case Analysis Chapter 9: Designing Interventions, (Book-Cummings & Worley) Institutionalizing Change

Session 14 Phase IV Session 15

Session 16

Session 17

Session 18

Session 19 Session 20
*

Chapter 10: Leading and Managing Change, (Book-Cummings & Worley) Reading 31: Choosing the depth of organizational intervention, (Book-French, Bell, Zawacki) Reading 34: Creating Successful Organizational change, (Book-French, Bell, Zawacki) Paper Presentation: Group Presentations & Discussion on Selected Papers Applying OD Interventions OD: Process Interventions Chapter 12, Interpersonal and Group Process Approaches, (Book-Cummings & Worley) Chapter 13,Organization Process Approaches, (Book-Cummings & Worley) OD: Techno-Structural Interventions Chapter 14, Restructuring Organizations, (Book-Cummings & Worley) Chapter 15, Employee Involvement, (Book-Cummings & Worley) Chapter 16, Work Design, (Book-Cummings & Worley) OD: HR Interventions Chapter 17: Performance Management, (Book-Cummings & Worley) Reading 20: Survey-Guided Development: Using Human Resources Measurement in Organizational Change, (Book-French, Bell, Zawacki) OD: Strategic Change Interventions Chapter 20: Transformational Change, (Book-Cummings & Worley) Reading 38: Are OD Interventions appropriate in turnaround situations? (Book-French, Bell, Zawacki) OD in Global Settings Chapter 23:OD in Global Settings, (Book-Cummings & Worley) OD Case Presentation: Group Presentations on Selected Companies

Teachers Assessment: For group activities, groups will be formed at the beginning of the program. These groups shall remain unchanged. Session 14: Paper Presentation: Group Presentations & Discussion on Selected Papers The students will be given selected papers on OD Interventions. The purpose is to build skills of applying OD concepts. The students are expected to read the papers and make presentations based on their understanding. The students are free to suggest alternative strategies. Each group will be given 10+5 mins. Session 20: OD Case Presentation: Group Presentations & Discussions on Selected Companies The purpose is to build OD skills. The groups will choose a company that is undergoing a change. This change can be unexpected or a planned change. The groups will be required to get as much information about the company (through newspapers/magazines/internet/company website/reports etc) and use their OD knowledge to understand the drivers of change, core organizational issues and challenges, and suggest possible OD interventions. A mid-term appraisal of progress would be done. Quiz: 3 surprise quizzes will be based on OD concepts and will have objective type questions. Students missing out on these quizzes will loose marks that cannot be adjusted elsewhere.