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Course : Organizational Change and Development

Faculty : Dr. Nilanjan Sengupta
Batch :2018-20
Term : IV
Credits :3

Objectives: To help students learn about the various behavioral interventions that can used to
manage planned change and contain conflicting situations within organizations. In this course the
emphasis would be on outlining the entire process of OD from an interventionist perspective of a
consultant who initiates the OD process by entering into a contract with client organizations and
helps them to initiate planned changes.

Alignment of OD Course Objectives with the SDMIMD Vision and Mission:

Business Leadership: OD techniques and interventions would help the management student to
manage various individual, group and organizational issues to lead the business.

Organizational Excellence: People will become more sensitized towards the requirement of bringing
change in the processes, structure etc., which in turn will lead to organizational excellence.

Value Creation: OD techniques will help individual employees to enhance the performance, by
meeting the business needs and value creation for the organization.

Name of Course Term PEO 1 PEO 2 PEO 3 PEO 4 PEO 5

Organizational Development IV Low High High High High

Pedagogy: Lecture sessions followed by quiz to comprehend the conceptual clarity, , case
applications, to assess students’ ability to apply OD interventions based on organizational situations,
written examination to test descriptive capability and apply concepts or frameworks to situations
will be used. In addition role plays will be conducted for helping students to get a simulated
experience of the OD process and understand the role of the OD practitioner.

Course Evaluation Components and Weightages:

Component % marks Remarks

Quiz 20 A set of MCQ quizzes to comprehend conceptual clarity

Mid-term exam 20 Descriptive examination

Case applications 20 Examination to assess students’ ability to apply OD
interventions, based on organizational situations
Role plays 10 Application of OD techniques and processes
End-term Exam 30 Descriptive examination
Total 100

Assessment Rubric for the Vision & Mission Elements and Evaluation Components:

Table of Applicability

Evaluation Quiz Descriptive Case

Component/ examinations applications
Vision & Mission Element and role
plays
Business Leadership Yes Yes Yes
Organizational Excellence Yes Yes Yes
Value Creation Yes Yes yes

Quizzes

Exceptional Excellent Accomplished Unacceptable

Common attributes Answering 90 – Answering 71 – Answering 50 – Answering 35-
100% questions 89% questions 70% questions 49% questions
correctly correctly correctly correctly
Vision & Mission
Element
Business Leadership , Answers 90 – Answers 71 – Answers 50 – 70% Answers 35-49%
Organizational 100% questions 89% questions questions questions
Excellence, Value correctly correctly correctly correctly
Creation

Descriptive Examinations

Exceptional Excellent Accomplished Unacceptable

Common structured answer, structured Unorganized Inappropriate
attributes relevant concepts, answer, answer , answer, no
relevant examples relevant relevant example
concept, concept, no
without example
example
Vision & Mission
Element
Business Explains relevant Explains Explains No relevant
Leadership, concepts and theories, relevant relevant concepts and
Organizational provides relevant concepts and concepts and theories are
Excellence, Value illustrations, provides theories, theories explained
Creation own interpretation of provides
the concept & own relevant
concluding remark illustrations

Case applications

Element Exceptional Excellent Accomplished Unacceptable

Common Structured and timely Structured and Late submitted Late submission,
attributes submitted write ups, timely write ups, relevant no relevant
relevant concepts, own submitted write concepts concepts
interpretation of the ups, relevant
case concepts
Vision and
Mission Element
Business Explains relevant Explains Explains relevant Incoherent
Leadership, concepts and theories, relevant concepts and explanation of
organizational interprets the case concepts and theories, interprets theories and
excellence, facts, own concluding theories, the case facts case facts
value creation remark, provides interprets the
additional information case facts, own
relevant to the case. concluding
remark

Role plays

Element Exceptional Excellent Accomplished Unacceptable

Common Appropriate adaptation Appropriate Inappropriate Lack of
attributes of OD techniques and adaptation of adaptation of OD understanding
processes through role OD techniques techniques and of the OD
plays in the given and processes processes through requirements
context, and within through role role plays in the altogether,
time limit provided plays in the given context leading to faulty
given context, role play
but
overshooting
time limit
Vision and
Mission Element
Business Demonstrate the Demonstrate Inappropriate Faulty role play
Leadership, ability to understand the ability to demonstration of
organizational the OD process and understand the the ability to
excellence, change management OD process and understand the OD
value creation and align with the change process and change
organizational management management
outcome and but the
alignment with
the
organizational
outcome is
lacking

Session No. Topics

1-2 (Module 1):

An understanding of Organization change process
 Content and process theories of change
 Organization change, transformation and renewal
 Change triggers
 Key elements for success in organizational change
 Case application

3-4 (Module 2):

Organization Development and Managing Change

 Planned versus Emergent change

 Definition of OD
 The significance of OD practitioner
 Case application

5-6 (Module 3):

Models of OD
 Force field analysis
 Leavitt’s model
 Open systems model
 Weisboard’s six box model
 Action research model

7-9 (Module 4):

The Process of OD
 Entering in to a contract
 Diagnosing at organizations, groups and individual levels
 Collecting and analyzing diagnostic information
 Feeding back diagnostic interventions
 Designing interventions
 Leading and managing change
  Evaluating and institutionalizing OD interventions
 Case application

(Module 5):

Types of OD Interventions

8-10 1. Interpersonal and group approaches

 Process consultation
 Third party
 Team building
 Case applications
11-13 2. Organization process approaches
 Organization confrontation meeting
 Inter-group relations interventions
 Case applications
14-16 3. Strategic Interventions
 Mergers and acquisitions
 Networked organizations
 Downsizing
 Employee involvement
 Case applications

17-20 (Module 6):

Applications of OD Concepts and process

Simulation activity- Role play sessions

Recommended text Book:

Organization Development by Cummings and Worli, Cengage Publications, India, latest edition.
Reference books:
1. Organization Development: The Process of Leading Organizational Change Paperback ,by
Donald L Anderson , Sage South Asian Edition, Price ( in Amazon.com) –INR 374/-
2. Organization Development by S Ramnarayan and T.V. Rao, Sage Publications, 2011
3. Organizational change and Development by Dipak Bhattacharya, Oxford publications, Third
impression, 2014
Journals:
1. International journal of Organization Development
2. Harvard Business Review
*Case studies will be made available as and when necessary by faculty
** Extra reading materials will be given to students in soft copy format.