Indian Institute of Management

Lucknow

Post Graduate Programme in Management

COURSE NUMBER (SM01205)
MANAGEMENT OF CHANGE AND TRANSFORMATION
COURSE OUTLINE
TERM V, 2017-2018

Instructor and Contact Information

NAME: PROF. AMITA MITAL
E-MAIL: AMITA@IIML.AC.IN
OFFICE: 138 CHINTAN
OFFICE TEL: 6659

COURSE CREDIT (ONE):

COURSE DESCRIPTION

Organizations function in continuously changing environments, which they have to manage to compete
successfully. While on the one hand changes in the political and socio-economic environment provide
impetus for organizations to change, the urge to achieve a desired leadership position in the industry also
triggers some thought on how internal changes in the organization could influence the competitive arena.
Certain breakthrough ideas give some direction to change, but what is even more significant is the translating
of those ideas into action at an equally rapid pace. The CEO at the helm of affairs has to be sensitive to such
changes within the environment as well as at competitor level and lead the organization through such
phases. This course sensitizes the participants to such organizational and environmental triggers that shape
change strategies in organizations. Development of change strategies, understanding change processes,
handling resistance and implementing change, turnaround and rejuvenation are some of the highlights of
this course.

COURSE OBJECTIVE

The objective of this course is to explore how the challenge of change in organizations can be managed
effectively. The basic premise of the course is that change is often precipitated by external drivers such as
technological innovation, deregulation, industry consolidation, new political priorities, and/or persistent
performance problems. The challenge is to recognize the drivers and to develop and implement strategies
to meet them effectively. The course attempts to
1. facilitate participants attain a sharp focus on change and transformation concepts;
2. familiarize participants with triggers of change, process of change and change strategies;
3. how to deal with resistance to change;

-1-
 4. understanding the transformation of industries
5. discuss the causes of organizational decline and challenges of turnaround;
6. explore the Indian context of environmental discontinuities and their impact on organizations; and
7. identify creative responses to decline and the rejuvenation process of organizations

COURSE LEARNING OUTCOMES

By the end of the course the student should be able to:

1) Understand nature and scope of change pressures
2) Learn to align organization with environment
3) Know the different types of organizational change
4) Develop ability to design change strategies and a process to implement them
5) Understand how industries transform
6) Apply the conceptual learning to business situations
7) Understand intricacies of change through a real organization based project

ALIGNMENT OF INTENDED PROGRAM & COURSE LEARNING OUTCOMES

Sn. Programme Objectives(these are fixed) Course Learning (CL)

outcomes
1 To acquire knowledge and skills in key functional areas
CL 1-5
2
To internalize the knowledge and skills in key functional areas CL 1-5; 7
3 To integrate and apply business knowledge CL 6,7
4 To develop a global perspective Case Study sessions 4-12
5 To inculcate values of professionalism, ethical leadership and Case study session 12
social responsiveness
6 To master relational and interpersonal communication skills PRESENTATIONS

REQUIRED COURSE MATERIALS AND READINGS

JOURNAL ARTICLES & CASES

These are made available in the polycopy.

EVALUATION
Exams: There will be two examinations Mid-Term and End-Term.
Group Project Report: Each group comprising 5 students will work on a live project
Class Participation: Each student is expected to come prepared to class with the reading and
case assigned for the session.
Quiz: Surprise quizzes may be taken on any of the class days during the session

-2-
GRADING SCHEME

Mid Term Exam 25

30
End Term Exam
20
Quizzes & Participation
25
Group Project
100
Total

ACADEMIC DISHONESTY

Academic dishonesty or misconduct is cheating that relates to an academic activity. It is a violation of

trust between the Institute and its stakeholders. Plagiarism, fabrication, deception, cheating and sabotage
are examples of unacceptable academic conduct. Please consult the PGP Manual for the section on academic
dishonesty

COURSE SCHEDULE

Session Topics to be Readings and Book Chapter Assessment

covered in the Criteria
course
1-3 Introduction to Kanter, R.M., Stein, Barry A. & Jick, Class Participation
change Todd D. (1992), The Challenge of and discussion of
management Organizational Change, pp. 3-59, the case
Nature and scope The Free Press, NY Rebuilding The
of change pressures House of BILT
4 Fit Between Kanter, R.M., Stein, Barry A. & Jick, Class Participation
Organization and Todd D. (1992), The Challenge of and discussion of
Environment Organizational Change, Chapter 3, the case Rockport
Fitting or Creating the Environment : Shoe Company
Macro Evolutionary Change pp. 63-
79, The Free Press, NY
5 Types of Change Nadler, David A. and Tushman, Discussion &
Michael L. (1989), Organization-al Proposal
Frame Bending: Principles for Presentations
Managing Reorientation, Academy
of Management Executive 3 (3),
194-203

-3-
Session Topics to be Readings and Book Chapter Assessment
covered in the Criteria
course

6 Triggers to Change Kotter, John P. (1996), Leading Class Participation

Change, Chapter 2, pp.17-31, and discussion of
Harvard Business School Press, the case Harley
Boston, MA Davidson
7 Change Strategies Greiner, Larry E. (1976), Evolution and Class Participation
Revolution as Organizations Grow, and discussion of
Harvard Business Review, May-June, the case Grupo
1998 Bacardi
Kotter, John P. and Schlesinger,
Leonard A., Choosing Strategies for
Change, Harvard Business Review,
July-August 2008
8 Change Process Kotter, John P., Leading Change : Why Class Participation
Transformation Efforts Fail, Harvard and discussion of
Business Review, January 2007 the case Deutsche
Telkom
9 Resistance To Lawrence, Paul E., How to deal with Class Participation
Change Resistance to change, Harvard and discussion of
Business Review, January-February the case
1969 Lufthansa
10 Organizational Nilakant V. & Ramnarayan S. (1998), Class Participation
Transformation Managing Organizational Change, and discussion of
Chapter 7, pp.251-303, Response the case
Books, New Delhi Smashing the
Cube
11 Leadership for Kanter, Rosabeth Moss, Leadership Class Participation
change For Change: Enduring Skills for and discussion of
Change Masters the case Harvey
Golub/Guest

-4-
 Session Topics to be Readings and Book Chapter Assessment Criteria
covered in the
course

12 Change HBS Note- Implementing Change Class Participation and

Implementation discussion of the case
Big Sky Inc.: Magasco
Paper Mill (A)
13 Industry McGahan, Anita, How Industries Class Participation and
Transformation Change, Harvard Business Review, discussion of the case
October 2004 Melodies of Hindusthan
Porter, Michael and Rivkin, Jan W., Musical Products
Industry Transformation HBS Note
14-16 Turnaround Bibeault, Donald B. (1982), Class Participation and
Corporate Turnaround, Chapter 3-5, discussion of the cases
pp.23-48, McGraw Hill, NY ASDA & TVS Motor Co.
Khandwalla, Pradip N. (1995),
Innovative Corporate Turnarounds,
Chapters 3-4, pp.72-126
Bibeault, Donald B. (1982),
Corporate Turnaround, Chapter 10,
pp.91-110, McGraw Hill, NY
17 Corporate Khandwalla, Pradip N. (2001), Class Participation and
Rejuvenation Turnaround excellence, Chapter 14, discussion of the case
pp.338-385 Banking on Conquering
New Heights
18-19 Project Presentations

20 Integration, Review and Summing UP

Some cases may be changed

DETAILS OF GROUP PROJECT

Project will be undertaken in groups of five. Each group will identify one organization in Lucknow for
studying change / transformation / turnaround and recommending a way forward. Each group will make a
proposal after selecting the organization and taking permission for the study. Details will be discussed in
class.
-5-