The notes, lecture notes, textbooks and other study materials for the 1st year MBA Subject which is Organizational Change and Development has been provided below in PDF Format. We need you to know that the core courses in an MBA Course is Accounting, Finance, Marketing, Human Resources, Operations and Statistics. The Study materials of MBA 1ST Year Organizational Change and Development has been provided below in downloadable format in pdf format. You can download the results which has been provided below.
Organizational Changes and Development Study Materials for MBA
In the history of the development of organizations, the history is rich with behavioral scientists as well as practitioners. Here, systematic organization development activities have a history which has been recently discovered. This is the process using which organizations move from their present state to future state with the motive of increasing effectiveness and this is called organizational change. Organizational development is a systematic process in order to apply behavioral scientific principles and practices which are used in organizations in order to increase individual and organizational effectiveness.
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Recommended Authors and Books for study materials
- S. Ramanarayan, T.V. Rao, Kuldeep Singh, Organisational Development Interventions and Strategies.
- French & Bell, ORGANISATIONAL DEVELOPMENT, McGraw-Hill.
- Dipak Bhattacharyya, ORGANIZATIONAL CHANGE AND DEVELOPMENT, Oxford University Press, New Delhi, 2011.
- Organization Change: Theory & Practice by Burke, W.W, Thousand Oaks, CA Sage
- Reframing Organizations: Artistry, Choice, and Leadership by L. Bolman and T. Deal, Jossey-Bass Publishers
- Kondalkar, ORGANIZATION EFFECTIVENESS AND CHANGE MANAGEMENT, PHI Learning, New Delhi,2009
- Organization Development and Change by T. G. Cummings and C. G. Worley. South Western College Publishing
- Cummings, Thomas G. & Christopher G. Worley (C & W), Organization Development and Change, West Publishing Co. Minneapolis/St. Paul.
- Hatch, Mary J. (1997), Organisation Theory, New York: OUP.
- Senge, Peter M. (1990), The Fifth Discipline: The Art and Practice of LearningOrganisation, New York: Doubleday.
- Singh, Kavita, Organisation Change and Development, Excel Books Private Limited.
- Sinha, Dharni P. (1986), T-Group, Team Building and Organisation Development, New Delhi, India: ISABS.
MBA Organizational Change and Development Syllabus MBA 1ST year
UNIT 1: AN OVERVIEW AND INTRODUCTION TO ORGANISATIONAL DEVELOPMENT & CHANGE
1.0 Introduction, 1.1 Unit Objectives, 1.2 Defining Organisation Development, 1.3 Nature and Scope of Organisation Development, 1.4 Features of Organisation Development, 1.5 Characteristics of Organisation Development, 1.6 Objectives of Organisation Development, 1.7 Assumptions, Values and Belief in Organisation Development, 1.7.1 Organisation Development Assumptions, 1.7.2
Values and Belief of Organisation Development 1.8 System Theory of Organisation Development, 1.8.1 Nature of System, 1.8.2 Congruence among System Elements, 1.9 Socio-Technical System Theory and Open System Planning, 1.10 Implications of Organisation Development Values, 1.11Summary,
1.12 Key Terms, 1.13 Exercises and Questions, 1.14 Further Readings
UNIT 2: AN INTRODUCTION TO PLANNED CHANGE
2.0 Introduction, 2.1 Unit Objectives, 2.2 Meaning of Change, 2.3 Stimulating Forces for Change, 2.3.1 External Forces, 2.3.2 Internal Forces, 2.4 Change Programmes, 2.4.1 Individual Level Change, 2.4.2 Group Level Change, 2.4.3 Organisational Level Change, 2.5 Managing Planned Change, 2.5.1 Planning for Change, 2.5.2 Assessing Change Forces, 2.5.3 Implementing Change, 2.6 Summary, 2.7 Key Terms, 2.8 Exercises and Questions, 2.9 FurtherReadings
UNIT 3: MODELS OF CHANGE
3.0 Introduction, 3.1 Unit Objectives, 3.2 Characteristics of Effective Change Programmes, 3.3 Models of Change 3.3.1 Systems Model of Change, 3.3.2 Lewin’s Force Field Analysis Model, 3.3.3 The Continuous Change Process Model, 3.3.4 Change and Transition Management Model, 3.3.5 Organisational Growth Model, 3.4 Summary, 3.6 Keywords, 3.5 Exercises and Questions, 3.6 Further Readings
UNIT 4: PROCESS OF ORGANISATIONAL DEVELOPMENT
4.0 Introduction, 4.1 Unit objectives, 4.2 The Evolution of Organisation Development, 4.3 Why is change needed in organization?, 4.4 Meaning of Change Agents, 4.5 Types of Change Agents, 4.6 Characteristics of Successful Change Agents, 4.7 Levels of Change Leadership Skills, 4.8 Advantages and Disadvantages of Internal and External Change Agents, 4.9 Steps in organisation
the development process, 4.10 Process Consultation, 4.11 The Process of Organisation Development, 4.12 Summary, 4.13 Key Terms, 4.14 Exercises and Questions, 4.15 Further Readings
UNIT 5: ENTERING, CONTRACTING, AND DIAGNOSING
5.0 Introduction, 5.1 Unit objectives, 5.2 General Model of Planned Change, 5.3 Entering, Contracting and Diagnosis, 5.4 Managing the Process, 5.4.1 Problem Identification and Diagnosis, 5.4.2 Planning Strategy for Change, 5.4.3 Intervening in the System, 5.4.4 Evaluation and Making Modifications, 5.5 Action Research: A Process and an Approach, 5.6 History of an Action Research, 5.7
Varieties of an Action Research, 5.8 Summary, 5.9 Key Terms, 5.10 Exercises and Questions
UNIT 6: DESIGNING OD INTERVENTIONS
6.0 Introduction, 6.1Unit objectives, 6.2 Organisation Development InterventionNeed and Nature, 6.3 Characteristics of Organisation Development Interventions, 6.4 Classification of OD Interventions, 6.4.1 Structural Intervention, 6.4.2 Designing Organisational Structures, 6.5 Principles of Organisation Structure, 6.6 Departmentalization, 6.7 Decentralisation and Centralisation, 6.8 Strategic Interventions, 6.9 Sensitivity Training, 6.10 Team Building, 6.11 Summary, 6.12 Key Terms, 6.13 Exercises and Questions, 6.14 Further Readings
UNIT 7: TEAM AND GROUP INTERVENTIONS
7.0 Introduction, 7.1 Unit objectives, 7.2 Team Building, 7.3Team Interventions, 7.4 Broad Team Building Interventions, 7.4.1 Varieties of Team Building Interventions in a Formal Group, 7.5 A Gestalt Approach toTeam Building, 7.6 Inter Group Interventions, 7.7 Third Party Peace making Interventions, 7.8 Personal Interventions, 7.9 Interpersonal and Group Process Interventions, 7.10 Summary, 7.11 Key Terms, 7.12 Exercises and Questions, 7.13 Further Readings
UNIT 8: COMPREHENSIVE INTERVENTIONS
8.0 Introduction, 8.1 Unit objectives, 8.2 Steps in Organisational Development Interventions, 8.3 Comprehensive OD Interventions, 8.4 Beckhard’s ConfrontationMeetings, 8.5 Strategic Management Activities 8.6 Grid OrganisationDevelopment, 8.6.1 Process of Grid Organisation Development, 8.6.2 Evaluation of Grid Organisation Development, 8.7 T r a n s – o r g a n i s a t i o n a l
Development, 8.8 Summary, 8.9 Key Terms, 8.10 Exercises, and Questions, 8.11 Further Readings
UNIT 9 : STRUCTURAL INTERVENTIONS
9.0 Introduction, 9.1 Unit objectives, 9.2 Selected Structural Intervention, 9.3 Summary, 9.4 Key Terms, 9.5 Exercises and Questions, 9.6 Further Readings
UNIT 10: IMPLEMENTATION AND ASSESSMENT OF OD
10.0 Introduction, 10.1 Unit objectives, 10.2 Organisation Assessment, 10.3 Basic Components of Assessment of OD, 10.4 Criteria for Assessment, 10.5 Measurement, 10.6 Prerequisites to Success of OD, 10.7 Failures in OD Efforts, 10.8 Assessment of OD and Change in Organisational Performance, 10.8.1 Goal Setting, 10.8.2 Performance Appraisal, 10.8.3 Reward Systems, 10.9
Impact of OD, 10.10 Key Points for Implementation of OD, 10.11 Summary, 10.12 Key Terms, 10.13 Exercises, and Questions, 10.14 Further Readings
UNIT 11: ISSUES AND ETHICS IN CONSULTANT – CLIENT
11.0 Introduction, 11.1Unit objectives, 11.2 The Client System, 11.3 Issues, 11.3.1 Entry and Contracting, 11.4 Trust Issues, 11.5 Nature of the Consultant’s Expertise, 11.6 Diagnosis and Appropriate Interventions, 11.6.1 Depth of Intervention, 11.7 Consultants as a Model, 11.8 Action Research and the ODProcess, 11.9 Implications of OD for the Client, 11.10 Power and Control Issues in Organisations, 11.11 The Concept of Organisational Politics, 11.12 Implication of Power and Politics for the Practice of OD, 11.13 Ethics in OD 11.14 Summary, 11.15 Key Terms, 11.16 Exercises and Questions, 11.17 Further Readings
UNIT 12: FUTURE TRENDS IN OD
12.0 Introduction, 12.1 Unit objectives, 12.2 Future Trends, 12.3 Macro system Trends, 12.4 Interpersonal Trends, 12.5 Individual Trends, 12.6 The Future of OD, 12.7 Embrace Transformative Change for Relevance of OD in Modern Organisations, 12.8 Summary, 12.9 Key Terms, 12.10 Exercises, and Questions,
12.11 Further Readings
Important Questions of MBA Organizational Change and Development
- Compare and contrast planned versus unplanned Change.
- Explain three basic responses an individual has to
- Does Quantum have a problem or not?
- How would you respond to Bill?
- Examine the pros and cons of the various actions.
- What do you think Quantum should do?
- What are a different school of thoughts of Organisation
- How can you distinguish OD and planned change from
other forms of organizational change?
- How does OD differ from a single change technique such as
- Identify and demonstrate the uses of the psychological
- Contrast the difference between pivotal and peripheral
- OD is not a micro approach to change. Comment
- How would you define “organization development?”