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Change Management

COURSE ORIENTATION:Course objectives, Reading material, Scope of the subject
BENEFITS AND SIGNIFICANCE OF CHANGE MANAGEMENT:Traditional management domain
KURT LEWIN MODEL: ASSUMPTIONS AND IMPLICATIONS:Change Movement, Refreeze
IMPLICATIONS OF KURT LEWIN MODEL:Sequence of event also matters, A Critical Look
SOME BASIC CONCEPTS AND DEFINITIONS:Strategic change, Logical incrementalism
TRANSACTIONAL VS. TRANSFORMATIONAL LEADERSHIP:Micro-changes, Organisation Development
THEORIES OF CHANGE IN ORGANISATIONS
LIFE CYCLE THEORY:Unit of Change, Mode of change, Organisation death
TELEOLOGICAL THEORIES OF CHANGE:Unit of change, Mode of Change, Limitations
DIALECTICAL THEORIES OF CHANGE:Unit of Change, Strategic planning
A DIALECTICAL APPROACH TO ORGANISATIONAL STRATEGY AND PLANNING:
LIMITATION OF DIALECTICS; DA AND DI:Overview of application of dialectics
THEORIES OF CHANGE IN ORGANISATIONS
APPLICATION OF EVOLUTIONARY THEORY:Managerial focus
FURTHER APPLICATION OF EVOLUTIONARY THEORIES:Criticism
GREINER’S MODEL OF ORGANISATIONAL– EVOLUTION AND REVOLUTION
GROWTH RATE OF THE INDUSTRY:CREATIVITY, DIRECTION, DELEGATION
COORDINATION:COLLABORATION, The Crisis
ORGANISATION ECOLOGY:Structural Inertia, Internal Structural Arrangements, External Factors
CLASSIFICATION OF ORGANIZATIONAL SPECIES:Extent of Environmental Selection, Determinants of Vital Rates,
FOOTNOTES TO ORGANISATIONAL CHANGE:Stable Processes of Change, Rule Following, Conflict
SOME COMPLEXITIES OF CHANGE:Superstitious Learning, Solution Driven Problems
ORGANIZATIONAL ADAPTATION:The Entrepreneurial problem, The Administrative Problem
PROSPECTORS:Analyzer, Reactors, Adaptation and Strategic Management
SKELETAL MODEL OF ADAPTATION:Determinants of Adaptive ability, The Process of Adaptation
STRATEGIC CHANGE:Nature of Change, The Importance of Context, Force field Analysis
Management Styles and Roles:Change Agent Roles, Levers for managing strategic Change
SYMBOLIC PROCESSES:Political Processes, COMMUNICATING CHANGE, Change Tactics
STRATEGIC CHANGE:Pettigrew & Whipp’s Typology, Context on X-axis (Why of change)
STRATEGIC CHANGE:Attributes of SOC Model, Implications for Management
STRATEGIC CHANGE:Flow of Information, Recruitment, SOC Process
Determinants of a Successful Change Management:Environmental, Management Orientation, Management Orientation
Higgins 08 S Model – An Adaptation from Waterman’s Seven S model:Strategy, Systems and Processes, Resources
IMPLEMENTATION AND STRATEGIC CHANGE: CONSTRAINING FORCES IN THE IMPLEMENTATION OF STRATEGIC CHANGE (CASE STUDY OF XYZ COMPANY)
IMPLEMENTATION AND STRATEGIC CHANGE: CONSTRAINING FORCES IN THE IMPLEMENTATION OF STRATEGIC CHANGE (CASE STUDY OF XYZ COMPANY)
WHY IMPLEMENTING STRATEGIC CHANGE IS SO DIFFICULT?:Change Typology, Technical Change
IMPLEMENTATION APPROACHES:Attributes of incremental change,
IMPLEMENTATION: RADICAL OR TRANSFORMATIVE CHANGE
IMPLEMENTATION: RADICAL OR TRANSFORMATIVE CHANGE:Definition of Leadership, Follower Work Facilitation
IMPLEMENTATION: RADICAL OR TRANSFORMATIVE CHANGE:Recognize the challenge
IMPLEMENTATION: RADICAL OR TRANSFORMATIVE CHANGE
IMPLEMENTATION: PUNCTUATED EQUILIBRIUM MODEL:Features of Radical Change, Theory of P-E model
CHANGE IMPLEMENTATION: OD MODELS:The Transactional Factors
CULTURE, VALUES AND ORGANIZATIONAL CHANGE:Significance and Role of Values, Values Compete
ORGANIZATIONAL VALUES, CULTURE AND ORGANIZATIONAL CHANGE:Issues in Change Management

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