1.

Management of Change (BS-231)

Instructor: Prof. Vidyanand Jha, BS Group

This is a second year course offered in the fourth term. There are two prerequisites for this
course, viz., BS I & BS II, which are compulsory for PGP I. Apart from that a high state of
mindfulness, a good deal of enthusiasm and willingness to work with oneself and in group
settings would be required.
The course has broadly three objectives:
1.
To understand Organizational Change Process in the current context.
2.
To help the participants develop a repertoire of skills needed for change
management.
3
To learn from actual cases of change management.
This course requires a high degree of participation from the participants who are required
to make presentations, conduct discussions and exercises and do a project.
It uses a number of pedagogies like group discussions, exercises, and a project work.
Mode of evaluation
Class participation
Mid Term Examination
Book Review/Change Leader Project
Organization Change Group Project

10%
40%
20%
30%

Session Plan
1&2
Expectation Clarification, Introduction to the Course, Introduction to Basic Change
Management Concepts
3, 4, 5&6
Understanding the Context and Need for Organisational Changes
Cases: Cultural Challenges of Integration: Value Creation and Daiichi Sankyos Indian
Acquisition
Bosch Group in India: Transition to a Transnational Organization
Taj Group
Readings:
1.

Why good companies go bad, Sull, Donald N., Harvard Business

August 1999, 42-50.

2.

Leading Change When Business Is Good, Hemp, Paul and Stewart, Thomas A.,

3.
4.
5.

Harvard Business Review; Dec2004, Vol. 82 Issue 12, p60-70, 11p.

Leading Change without a Burning Platform, Harvard Management Update,
Jun2007, Vol. 12 Issue 6, p1-1, 1p.
Using Conflict as a Catalyst for Change, Lehman, Karen; Linsky, Marty. Harvard
Management Update, Apr 2008, Vol. 13 Issue 4, p3-5, 3p.
Change for Change's Sake. Vermeulen, Freek; Puranam, Phanish; Gulati, Ranjay.
Harvard Business Review, Jun2010, Vol. 88 Issue 6, p70-76, 7p.

7, 8 & 9
How to make Change Happen?
Cases:

Review, July-

Singareni Collieries: From Gloom to Glory

Jess Westerly at Kauflauf GmbH

Readings
1.

Cracking the Code of Change, Beer, Michael and Nohria, Nitin Harvard Business
Review, May- June 2000, 133-141.
Choosing Strategies for Change, Kotter, John P. and Schlesinger, Leonard A.,
Harvard Business Review, March- April 1979, 106-114.
Why Do Employees Resist Change, Strebel, Paul, Harvard Business Review,
May- June 1996, 86-92.
Knowing What to do is not Enough: Turning Knowledge into Action, Pfeffer,
Jeffrey and Sutton, Robert I., California Management Review, 42, 1, Fall
1999, 83-108.
Successful Change Programs Begin with Results, Schaffer, Robert H. and
Thomson, Harvey A., Harvard Business Review, January- February 1992,
8--89.
Leading Change: Why Transformation Efforts Fail, Kotter, John P., Harvard
Business Review, Mar/Apr95, Vol. 73 Issue 2, p59-67, 9p.
The Hard Side of Change Management, Sirkin, Harold L.; Keenan, Perry; Jackson,
Alan. Harvard Business Review, Oct2005, Vol. 83 Issue 10, p108-118, 11p.

2.
3.
4.

5.

6.
7.

10
Change in Large Organizations
Case: Indian Railways: Building a Permanent Legacy?
Reading
1. Evolution and Revolution as Organizations Grow, Griener, Larry
Business Review, May- June 1998, 55-63.
2.

E., Harvard

Meeting the Challenge of Disruptive Change, Christensen, Clayton M.; Overdorf,

Michael. Harvard Business Review, Mar/Apr2000, Vol. 78 Issue 2, p66-76, 10p.

11
Reengineering
Case: Otis Elevator: Accelerating Business Transformation with IT
Readings
1.
2.

How Process Enterprises Really Work, Hammer, Michael and Stanton, Steven,
Harvard Business Review, November- December 1999, 108-118.
Deep Change. Hammer, Michael. Harvard Business Review, Apr2004, Vol. 82
Issue 4, p84-93, 10p.

12
Total Quality Management
Case: Andrew Ryan at VC Brakes
Readings
1.
Learning from the Quality Movement: What Did and Didnt Happen and Why?,
Cole, Robert E., California Management Review, 41, 1, 43-72, Fall 1998.
2.

Empowerment: The Emperors New Clothes, Argyris, Chris, Harvard Business

Review, September- October 1996, 173-178.

13
Turnarounds
Case: Corporate Restructuring of Gujarat State Road Transport Corporation
Readings
1.

Leadership and the Psychology of Turnarounds, Kanter, Rosabeth Moss. Harvard

Business Review, Jun2003, Vol. 81 Issue 6, p58-67, 10p

14, 15 & 16
Change Agent Skills: Influence, Networking and Persuasion
Presentations on Change Leaders
Exercises On Persuasion
Readings
How to Save Good Ideas, Kehoe, Jeff. Harvard Business Review, Oct2010, Vol.
88 Issue 10, p129-132, 4p.
2. Change Through Persuasion, Garvin, David A.; Roberto, Michael A. Harvard
Business Review, Feb2005, Vol. 83 Issue 2, p104-112, 9p.
3. Radical Change, the Quiet Way, Harvard Business Review, Oct 2001, Vol. 79
Issue 9, p 92-100, 9p.
4. How Leaders Create and Use Networks, Ibarra, Herminia; Hunter, Mark. Harvard
Business Review, Jan 2007, Vol. 81, Issue 1, p 40-47, 8p.
1.

17, 18&19
Presentations of Organization Change Projects
20
Review and Feedback

2.

Designing Corporate Citizenship Initiatives (BS-235)

Designing Corporate Citizenship Initiatives
Instructor: Dr. Nimruji Prasad J
IV Term optional course

Course Objective
In recent years, businesses have been compelled to look at social responsibility as not just an add-on but as an
integral part of corporate strategy. The bottomlines now include not just profit but people and planet as well.
This course is aimed at providing an understanding about how to integrate social responsibility into the strategy
of a business. The degree to which it can be done, the ways in which it can be done and issues involved in
implementing chosen social responsibility strategies. The course begins with an examination of the foundation
of CSR and progressively moves towards developing abilities for integrating CSR into corporate strategy and
designing and implementing CSR programs. It sums up by examining some of the issues surrounding evaluation
of CSR and its relationship with investment.
Pedagogy
The course will follow the case m