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MGMT625 : Change Management

Course Overview

Course Synopsis

This course focuses on the importance of change management in an organization. The main aim of this course is to identify the need for change and then evaluate and plan the change process to ensure that, if a change is made, it is done in the most efficient way possible, following the established procedures and ensuring the quality and continuity of the organizational activities at all times. It will also help students in learning different techniques and models to overcome resistance to change process

Course Learning Outcomes

At the end of the course, you should be able to:

  • Describe and explain the significance of Change Management
  • Discuss the principles of change management
  • Explain various practical models of managing change
  • Develop analytical skills and hence its application specifically in context of business organization

Course Calendar

Course Orientation1Handout1-4
Benefits and Significance of Change Management2Handout5-7
Kurt Lewin Model: Assumptions and Implications3Handout8-11
Implications of Kurt Lewin Model4Handout12-14
Some Basic Concepts and Definitions5Handout15-17
Transactional Vs. Transformational Leadership6Handout18-20
Theories of Change in Organizations7Handout21-21
Life Cycle Theory8Handout22-24
Teleological Theories of Change9Handout25-26
Dialectical Theories of Change10Handout27-28
A Dialectical Approach to Organizational Strategy and Planning11Handout29-30
Quiz No. 01
Limitation of Dialectics; DA and DI12Handout31-32
Application of Evolutionary Theory14Handout35-35
Graded Discussion Board (GDB)
Further Application of Evolutionary Theories15Handout36-37
Greiner’s Model of Organizational Evolution and Revolution16Handout38-39
Growth Rate of the Industry17Handout40-41
Phase 4: Coordination18Handout42-43
Quiz No. 2
Organization Ecology19Handout44-45
Classification of Organizational Species20Handout46-47
Footnotes to Organizational Change21Handout48-50
Some Complexities of Change22Handout51-53
Grand Quiz
Organizational Adaptation23Handout54-56
Skeletal Model of Adaptation25Handout60-62
Strategic Change26Handout63-65
Management Styles and Roles27Handout66-68
Symbolic Processes28Handout69-71
Strategic Change (Continued)29Handout72-74
Strategic Change (Continued)30Handout75-76
Strategic Change (Continued)31Handout76-77
Quiz No. 03
Determinants of a Successful Change Management32Handout82-85
Higgins 08 S Model – An Adaptation from Waterman’s Seven S Model33Handout86-88
Implementation and Strategic Change: Constraining Forces in the Implementation of Strategic Change (Case Study of xyz Company)34Handout89-96
Implementation and Strategic Change: Constraining Forces in the Implementation of Strategic Change (Case Study of xyz Company)35Handout97-101
Why Implementing Strategic Change is So Difficult?36Handout102-105
Implementation Approaches37Handout106-109
Implementation: Radical or Transformative Change38Handout110-112
Implementation: Radical or Transformative Change39Handout113-121
Implementation: Radical or Transformative Change40Handout122-125
Quiz No. 04
Implementation: Radical or Transformative Change41Handout126-128
Implementation: Punctuated Equilibrium Model42Handout129-131
Change Implementation: OD Models43Handout132-137
Culture, Values and Organizational Change44Handout138-140
Organizational Values, Culture and Organizational Change45Handout141-143
Final -Term Examination
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