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Course Code: W CREDIT
Credit Units: 03 3 0 - - 3

Semester: II

Course Objectives: The Objective of the course is to equip students with the development and maintenance of changes and its impact on the development of the
Organization. The course aims to educate students in the problems and with sufficient role of compliance along with discretionary organizational requirements
in the matter. In addition to learning concepts, approaches, techniques and terms, students will examine the underlying reasons and forces shaping changes in,
plans and policy.


• Basic Knowledge of OB, HRM (The students need to be clear with all the functional heading of HR i.e. HRM, HRD, Personnel)

Student Learning Outcomes:

After completing this chapter the student should be able to:

 Impart a theoretical framework to identify, distinguish and develop inferences about change, in general and planned change (in particular) in organizations.
 Provide the student with a conceptual framework based on the classic models of planned organizational change.

 Increase your ability of using diagnostic skills in organizations for critical thinking and working out a solution for the situation-in-hand.

 Cultivate student’s abilities and skills for learning the robes of a change agent.
 Sensitize the students with various challenges of client-consultant relationship that act in a subtle manner.
 Introduce the skill of using various organizational development interventions at individual, group and organizational level.
 Increase your ability in drawing connect, develop and infer about OD-HRD Interface.
 Heighten the student’s awareness when confronted with different/adverse situations those are the order-of-the-day in modern organizations.
 Increase your skill as future mangers for identifying the mindset to discriminate between different behavioral and attitudinal aspects, which affects members while
managing organizations change
Course Contents/Syllabus:

Module I : Introduction to Change and OD Weightage (%)

 What is Change 25%

 Change vs. Planned Change;
 Context of Change; Types of Change
 Factors causing & Need for Change,
 OD: Nature, Basic Assumptions, Characteristics & Techniques,
Module II: Models of Change:

 Kurt Lewin’s model of change; Force Field Analysis, 20%

 Weisberg Six-Box Model;
 Systems’ Theory;
 Action Research: As Process and Approach

Module III: Diagnosis

 Organizational Diagnosis: Survey Feedback; 20%

 Role, Skills and Styles of Change Agents,
 Issues in Client-Consultant Relationship.

Module IV: OD Interventions

 Typology of OD Interventions 25%

 Organization Interventions designed at Individuals, Dyads, and Triads,
 Teams & Group Interventions;

Module V: Future of OD

 Organization Development and Human Resource Development: OD-HRD Interface; 10%

 Organization as Learning Systems; BPR; TQM
 Implications for Future Managers.
Pedagogy for Course Delivery:

Classes focus on a combination of lectures and participatory dynamics. The structure of each unit would includes, case study, role plays, stimulation exercises, and
focus group discussion.

Lab/ Practicals details, if applicable:

List of Experiments:

Assessment/ Examination Scheme:

Theory L/T (%) Lab/Practical/Studio (%) End Term Examination

100 100

Theory Assessment (L&T):

Continuous Assessment/Internal Assessment End Term Examination

Components (Drop Project Mid Sem Attendance


Weightage (%) 15 10 5 70

Lab/ Practical/ Studio Assessment:

Continuous Assessment/Internal Assessment End Term Examination

Components (Drop down

Weightage (%)

• Organisational Development And Change By Cummings And Worley (7th Edition)
• Organisational Development By French And Bell (6th Edition)


• Thomas G. Cummings and Christopher G. Worley (2002). Organizational Development and Change,Thompson learning - India
• Palmer I, Dunford R, Akin G, (2010), ‘Managing Organizational Change - A Multiple Perspectives Approach Tata McGraw Hill.
• Wendell L. French and Cecil N. Bell Jr., (2008),Organization Development and Transformation, Prentice Hall India