Department of Management Sciences

University of Gujrat

Course Outline Spring-2019

Course Information
Course Title Organizational Course Code HRM-642
Development & Change HRM-526
Management
Credit Hours 3 Course Level M.Phil
MBA3.5 & 1.5
Instructor Information
Name Dr.Muhammad Ajmal Office Room #110
Email Dr.ajmal@uog.edu.pk Contact No. 03330465536

Course Details
1: Course Description
“Change is inevitable, it is constant, it is everywhere. Change is a necessary condition of
survival.” Change is one of the hot organizational topics.

One of the reasons why most change programs fail is the human factor. They fail because leaders
can’t handle change properly and because people resist. People resist, because they don’t
understand, they don’t know, and they are not involved. The knowledge and skills in change
management are critical not just for top managers and change agents, but for all employees. The
higher awareness of change principles within an organization, the higher probability for change
effort to be successful. Through a better understanding of why, who, when and how to change,
employees might be more supportive to change programs. And we need each and every employee
to make change happen.

The main goal of the course is to have students understand the way organizations and change
work. The intention is to have students supporting rather than resisting inevitable changes facing
Slovak businesses. The new approach will make their life easier as there is no escape from
change. We live the time and the region when and where the is really everywhere. It’s intensive
and significant. A lot needs to be done (and changed) to catch up with the western world.

Concluding on the goals, graduates of the course will be able to:

• take initiative in making things happen,
• lead organizational changes,
• cope with change,
• understand how change is made in organizations
2: Course Objectives
The following are objectives for this course
1. Demonstrate an understanding of organization development and identify the need for
change and renewal.
2. Analyze organization culture and hypothesize on the behavior of individuals in an
organization.

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 Department of Management Sciences
University of Gujrat

Course Outline Spring-2019

3. Analyze the factors contributing to an accelerating rate of change, and make
recommendations to enable individuals and groups to cope with change; Role-play an OD
consultant.
4. Research system parameters and recognize symptoms, problems, and causes to change
programs, and recommend strategies that can increase motivation to change.
5. Identify the range of 3 major OD intervention techniques and how they may be applied.
6. Compare team problems and why teams may not be operating at optimum capacity.
7. Contrast organization transformation (OT) in relation to the change process.
3: Course Learning Outcomes
This course will develop following competencies among students
Graduates are capable of managing the behavioral changes of their stakeholders based on their
knowledge on human communication and change management. Graduates are convinced that
trying first to analyze a business problem, than to apply theoretical concepts and bench-marked
ideas to develop a problem solution, and finally implementing the solution in a change oriented
manner is the key approach for any kind of business & management task.
• Reflect on the need for change in the current economic climate
• Gain a general understanding of organizational change and development concepts
• Develop an understanding of possible change instruments and their field of use
• Reflect on different leadership styles and their importance in a change process
• Apply change concepts to a real case example and transfer this knowledge to their own
working environment
4: Course Pre-requisite/s
Essentials of Management (MGT-314), Human Resource Management (MGT-318), Strategic
Management (MGT-406)
5: Recommended Textbooks and Journals
Text book
Cummings, T. G., & Worley, C. G. (2014). Organization development and change. Cengage
learning.
Research journals
1. Journal of Organizational Change Management - Emerald Insight
2. Journal of Change Management - Taylor & Francis
3. Journal of Management & Organization | Cambridge Core
4. Journal of Management Development - Emerald Insight
6: Course Readings
1.Beer, M. (1980). Organization change and development: A systems view. Scott Foresman &
Co.
2.Handy, C. B. (1996). Gods of management: The changing work of organizations. Oxford
University Press, USA.
3.Schein, E. H. (2010). Organizational culture and leadership . John Wiley & Sons.
4.Hayes, J. (2014). The theory and practice of change management. Palgrave Macmillan.
5.Paton, R. A., & McCalman, J. (2008). Change management: A guide to effective
implementation. Sage.
7: Course Evaluation Criteria
The grade for this course is composed of the mark received for each of the following
components:

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 Department of Management Sciences
University of Gujrat

Course Outline Spring-2019

Exam Type Percentage
Marks
Mid Term Exam 25
Assignments and case studies 15
Quiz 4
Project +presentations 6
Final Paper 50
Total Marks 100
8: Plagiarism Policy
Be very careful to avoid plagiarism
Material submitted for assessment in connection with coursework assignment must represent the
student's own efforts, and be his / her work (except group work). Brief quotations from the published
or unpublished work of another person may be used, but must always be attributed. quotations, or
close paraphrasing or copying from the work of another person (including another student) without
acknowledgement both at the relevant point in the text, and in any bibliography, constitutes
plagiarism, which is an assessment offence.

9: Assignment/Presentation/Case Study Briefings

The assessment approach is based on a concern for assessing the quality of the learning outcomes
achieved by the student. The assignments are structured to assess group as well as individual
performance and will involve the evaluation and application of both marketing principles to a given
business situation.

Research The report should present evidence beyond the standard textbook
material and company provided information. There should be
evidence of information and data from various sources, including
the use of literature to support argument.
Analysis The quality and quantity of the analytical input, including
application of theoretical models, frameworks and concepts,
together with logical reasoning and arguments.
Understanding Demonstration of knowledge and understanding of the subject
materials and chosen organisation in the context of their marketing
Evidence Use of evidence from literature, internet sites financial and regular
press and professional journals and similar sources to support
assertions and conclusions
Presentation Quality of standard of presentation, including the use of logical
structure, use of headings and subheadings, use of diagrams,
appropriate references, citation of published sources and
appendices. (Harvard System Preferred)
Writing Skills and Quality of the written work in terms of grammar, syntax and
Techniques spelling, and also clarity, cogency and economy for writing style
10: Class Attendance and Missed Exam Policy
Students are required to attend all classes in the course. Students who miss classes are far likely to
meet the requirements of the course. A student who misses more than 5 classes will get zero in

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 Department of Management Sciences
University of Gujrat

Course Outline Spring-2019

class participation. If a student does not attend minimum of 70% of total classes he/she will not be
permitted to take final examination in the course.

Students are advised not to miss any exam under any circumstances. A makeup exam will be
allowed only under very special circumstances and that too only after the approval of the
Chairperson of the department.

Sixteen Weeks Plan

Week Class Course Contents/Activities *Teaching Deadlines
Method
1 General Introduction to Lecture
Organization Development
Organization Development
Defined
2 A Short History of Organization Lecture
Development
Action Research and Survey
1
Feedback Background
Normative Background
Productivity and Quality-of-Work-
Life Background
Strategic Change Background
Evolution in Organization
Development
3 The Nature of Planned Change Lecture
Theories of Planned Change
Lewin’s Change Model
Action Research Model
The Positive Model
Comparisons of Change Models
4 General Model of Planned Change Lecture Assignment
2
Entering and Contracting assigned
Diagnosing
Planning and Implementing Change
Evaluating and Institutionalizing
Change
Different Types of Planned Change
Magnitude of Change
5 Critique of Planned Change Lecture
Conceptualization of Planned
Change
3
Practice of Planned Change
The Organization Development
Practitioner
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 Department of Management Sciences
University of Gujrat

Course Outline Spring-2019

6 Who is the Organization Lecture
Development Practitioner?
Competencies of an Effective
Organization Development
Practitioner
The Professional Organization
Development Practitioner
Role of Organization Development
Professionals
7 Professional Values Lecture + case Case study
Professional Ethics study assigned
Ethical Guidelines
Ethical Dilemmas
4 Case study: Kenworth Motors
8 Entering and Contracting Lecture
Entering into an OD Relationship
Clarifying the Organizational Issue
Determining the Relevant Client
9 Selecting an OD Practitioner Lecture
Developing a Contract
Mutual Expectations
Interpersonal Process Issues in
Entering and Contracting
5 10 Diagnosing Organizations Lecture Assignment
What is Diagnosis? assigned
The Need for Diagnostic Models
Open Systems Model
Organizations as Open Systems
Diagnosing Organizational Systems
11 Organization-Level Diagnosis Lecture
Organization Environments and
Inputs
Design Components
Outputs
Alignment
Analysis
6
12 Diagnosing Groups and Jobs Lecture
Group-Level Diagnosis
Inputs
Design Components
Outputs
Fits
Analysis
13 Individual-Level Diagnosis Lecture
Inputs
7
Design Components
Fits
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 Department of Management Sciences
University of Gujrat

Course Outline Spring-2019

Analysis
14 Collecting and Analyzing Lecture Case study
Diagnostic Information assigned
The Diagnostic Relationship
Case study: Peppercorn Dining
15 Methods for Collecting Data Lecture
Questionnaires
Interviews
Observations
8
Unobtrusive Measures
16 Sampling Lecture + case
techniques for Analyzing Data study
Qualitative Tools and techniques
9 17 & 18 Mid-term Examination
19 Designing Interventions Lecture
What are Effective Interventions?
How to Design Effective
Interventions
Contingencies Related to the
10
20 Change Situation Lecture
Contingencies Related to the Target
of Change
Overview of Interventions
Human Process Interventions
21 Leading and Managing Change Lecture Assignment
Overview of Change Activities assigned
Motivating Change
Creating Readiness for Change
Overcoming Resistance to Change
11
22 Creating a Vision Lecture
Describing the Core Ideology
Constructing the Envisioned Future
Managing the Transition
Sustaining Momentum
23 Evaluating and Institutionalizing Lecture + case Case study
Organization study assigned
Development Interventions
Evaluating Organization
Development Interventions
Case study : Evaluating the
12
Change Agent Program at Siemens
Nixdorf
24 Implementation and Evaluation Lecture
Feedback
Measurement
Research Design

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 Department of Management Sciences
University of Gujrat

Course Outline Spring-2019

Institutionalizing Organizational
Changes
Institutionalization Framework
25 Interpersonal and Group Process Lecture + case Case study
Approaches study assigned
Process Consultation
Group Process
Basic Process Interventions
Results of Process Consultation
Process Consultation at Action
Company
Third-Party Interventions
An Episodic Model of Conflict
Facilitating the Conflict Resolution
13 Process
Case study :Lincoln Hospital:
Third-Party Intervention
26 Team Building Lecture
Team-Building Activities
Activities Relevant to One or More
Individuals
Activities Oriented to the Group’s
Operation and Behavior
Activities Affecting the Group’s
Relationship with the Rest
of the Organization
27 Restructuring Organizations Lecture
Structural Design
The Functional Structure
The Divisional Structure
The Matrix Structure
28 The Process Structure Lecture + case Case study
The Customer-Centric Structure study assigned
14 Downsizing
Reengineering
Application Stages
Case study : City of Carlsbad,
California: Restructuring the
Public Works Department (A)
C&S Wholesale Grocers: Self-
Managed Teams
29 Employee Involvement Lecture
Employee Involvement: What Is It?
A Working Definition of Employee
15
Involvement
30 The Diffusion of Employee Lecture
Involvement Practices
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 Department of Management Sciences
University of Gujrat

Course Outline Spring-2019

How Employee Involvement Affects
Productivity
Employee Involvement Applications
Parallel Structures
31 Presentations
16
32 Presentations
End-term Examination
*Lecture, Discussion, Class Seminar, Case Study, Presentation etc

Signature Signature
Course Instructor Coordinator Specialization

Signature Signature
Chairperson, Department of Management Dean, Faculty of Management and
Sciences Administrative Science

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