ELECTIVES - HUMAND RESOURCE MANAGEMENT

Semester – IV
CHANGE MANAGEMENT

L T P C
3 0 3

Objectives: To impart the students to understand the concept of Labour Legislation. The legal issues and
the solution for the particular problem, and precautions to avoid the issues.

Outcome: After completing the course, the student can be able to understand Labour Legislation with various
parameters in Industry
UNIT—I: ORGANISATIONAL CHANGE 9
Introduction -Importance– Imperative – Forces: Internal & External - Determining Factors – Planned &
Unplanned Internal changes – Types of Changes – Steps in change – Dramatic or radical change in one
fell swoop – Barriers to organizational change – case studies
Unit – II: Models of Changes & Implementation 10
Characteristics of Effective change programmes – systems model of change – Lewin’s Force Field
Analysis model – Continuous charge Process model – changes and Transition management –
Organizational Growth – Overcoming Resistance to change – Minimizing Resistance to change – Charge
and the person – change and the manager – organization culture and dealing with change - Making sense
of organizational change – De’ja’ Vu – Change – Problems, formation, resolution – consideration of
change – case studies
Unit – III: Approaches to change and OD 9
Effective change Management – Ten key factors in effective change management – systematic Approach
– keys to mastering change – classis skills far leaders – Designing change – Organization Development
(OD) – Definition, Characteristics, Evolution, Model – Action Research – Process, Feature – case
studies.
Unit IV: DIAGNOSTIC STRATEGIES AND SKILLS 8
Diagnosis – Process – diagnostic models - Diagnostic skills – Methods of obtaining Diagnostic
Information – Change Agent – Golden rules of the change Agent – Client – Consultant Relationship –
Ethics in OD – power and Control Issues in organizations – case studies.

Unit – V OD INTERVENTION 9
OD Intervention – Definition, selection, Classification– OD Interpersonal Intervention - OD Team
Development Interventions – OD Inter group Development Interventions – Executive Development –
Key factors for success – Executive Development: Global companies, Small business applications – case
studies
Total Hours 45
Text Book:
1. Kavita single, organization changes and Development, Excel Books, 1st Edition, New Delhi,
2005.
2. Kotter, John P, Leading Change, Harvard Business School Press, 1996.
Reference Books
1. Adam, J., Hages J., Hopsen, B, Transitions understanding and Managing Personnel change,
Oxford: Martin Robertson, 1976.
2. Burner.B., Managing change : A strategic Approach to organizational Dynamics, 2 nd ed,
Pitman, London, 1996.
3. Pettigrew A.M., Whipp. R. Managing change for corporate success, Basil, Blackwell,
London, 1993.
4. Richardson. P., Denton, K., Communicating change, Human resource management, summer,
1996.
5. Kanter. R.M., stein, B.A., Jick, T.D, The challenge of organizational change, Free press,
New york, 1992.
6. Ramnarayan S., Grover.P. “Dynamics of planned change: A check List for OD
Practitioners" in organization Development, Intervention & strategies (eds) by
S.Ramanaryan, T.V. Rao Y Kuldeep sing, Respone Book, NewDelhi-1998.
7. Beer.M., Orgnaisation change and Development : A System view, Santh Monica, Calif:
Good year, 1980.