Grand Asian University, Sialkot

Faculty of Sciences
Department of Business Administration & Economics

Change Management
For MBA

Instructor: Email:
Office: Cell:
Class Time and Place: Room No:
Consulting Hours Online Office Hours:

1: Course Description
This course provides a comprehensive understanding of change management, focusing on the
strategies, tools, and techniques used to effectively implement and manage organizational change.
Students will explore the dynamics of change, from identifying the need for change to executing
and sustaining change initiatives. Key topics include the role of leadership in change, overcoming
resistance, stakeholder engagement, and the impact of organizational culture on change processes.
Through case studies, discussions, and practical applications, students will develop the skills to
manage change in diverse organizational settings and learn to navigate challenges associated with
change at individual, team, and organizational levels.
2: Course Objectives
1. Understand why change is both a creative and a rational process.
2. Understand the importance of organizational images and mental models.
3. Identify different images of managing and of change outcomes.
4. Understand environmental pressures propelling organizations towards change.
5. Understand the distinction between first-order and second-order change
6. Understand the role of diagnostic models
7. Understand and identify reasons for resistance to change
3: Course Learning Outcomes
1. Identify and outline different images of managing and of change outcomes.
2. Outline alternative concepts of change.
3. Identify a range of common changes that confront organizations such as downsizing,
introducing new technologies, and mergers and acquisitions.
4. Articulate arguments about why not all organizations are affected equally by such
pressures.
5. Outline a range of issues internal to organizations that push them towards change.
6. Recognize the strengths and weaknesses of various approaches to the management of
resistance to change.

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4: Course Pre-requisite/s
1. Principles of Management
2. Organizational Behavior
5: Recommended Textbooks and Journals
Pathak, H. (2017). Organizational change. Pearson Education
6: Course Reference Readings
Senior, B., & Fleming, J. (2017). Organizational change (5th ed.). Pearson Education.
Paton, R. A., & McCalman, J. (2008). Change management: A guide to effective implementation.
Sage.
7: Course Evaluation Criteria
Assignments: 05
Presentation: 10
Quizzes: 05
Mid Term Examination: 25
Final Examination: 50
Total: 100
8: Plagiarism Policy
ZERO Plagiarism Tolerance Policy
9: Assignment/Presentation/Case Study Briefings
 There will be no make-ups for any assignments, quizzes or exams.
 There will be surprise quizzes in the class with no prior intimation.
 The assignments will be given in the last class of week and you are supposed
to submit your assignments a day before the first class of next week.
 No make up for quizzes.
 No late assignments will be accepted.
10: Class Attendance and Missed Exam Policy
Students are required to attend all classes in the course. Students who miss classes are far likely to
meet the requirements of the course. If a student does not attend minimum of 70% of total
classes, he/she will not be permitted to take final examination in the course.
Students are advised not to miss any exam under any circumstances. A makeup exam will be
allowed only under very special circumstances and that too only after the approval of the
Chairperson of the department.

Sixteen Weeks Plan

We Cla Course Contents/Activities Readi *Teachi Deadli
ek ss ng ng nes
Method
1 Introduction to participants and
1 course contents
2 What is Change?
2 3 1 Business Organization: The Pathak Lecture,
Domain of Change Ch 1 Discussio
1.1 Introduction: Meaning of n
Business as a Domain for
Change
1.2 Organization: The Key Area for
Change
1.3 Organizational Structure
1.4 Forms of Business Organization
1.5 Tools for designing Sound
Business Organizations
4 1.6 Organization and Environment
1.7 Environmental Factors Leading
to Change

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 1.8 Dimensions of Environment
1.9 Nature of organization-
Environment Interface for
Change
1.10 Role of Three Basic Circles
for Organizational Change
Case Study: It Smells Like Money
5 2. Organizational Culture and Pathak Lecture,
Change Ch 2 Discussio
2.1 Introduction n
2.2 Sources of Cultures
2.3 Types of Culture
2.4 Significance of Culture during
Change
2.5 Concept of Global
Organizational Culture
3
2.6 Organizational Climate
6 2.7 Functionalities and
Dysfunctionalities of Culture
2.9 Top Management and
Organizational Culture
2.10 A Proactive Approach to
Culture and Change
Case Study: Nokia Crisis (Barbara
Ch 1)
7 3 Concept of Change Pathak Lecture,
3.1 Introduction Ch 3 Discussio
3.2 Meaning of Organizational n
Change
3.3 Nature of Organizational
Change
3.4 Pressure for Change
3.5 Planned Change
3.6 Types of Planned Change
3.7 Levels of Change
8 3.8 Change Cycle
4 3.9 Organizational Barriers to
Change
3.10 Performance Driven
Organizational Change
3.11 Rate of Change
3.12 Different States of Change
3.13 Creating Change
3.14 Implementation of Change
3.15 General Guidelines for
Effective Change
QUIZ 1
Case Study
5 9 4. Organizational Resistance to Pathak Lecture,
Change Ch 4 Discussio
4.1 Introduction n
4.2 Core Facts of Resistance to
Change
4.3 Individual and Group Resistance
to Change

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 10 4.4 Overcoming Resistance to
Change
4.5 Strategies for Introducing
Planned Change
4.6 Techniques to Manage
Resistance during Change
Case Study
11 5. Organizational Change and Pathak Lecture,
Change Agents Ch 5 Discussio
5.1 Introduction n
5.2 Change Agent: Definition and
Meaning
5.3 Types of Change Agent
5.4 Key Roles in Organizational
Change
12 5.5 Difference Between External and
6
Internal Change Agents
5.6 Characteristics of Good Change
Agent
5.7 Timing and Entry of The
Agent/Consultant into The
Organization
5.8 What Can A Change Agent
Change?
Case Study
13 6. Strategic Management of Pathak Lecture,
Change Ch 6 Discussio
6.1 Introduction n
6.2 Three Basic Definitions
6.3 Strategic Management of
Change
6.4 Sequential Process of Change
7 6.5 Change Process as a Problem-
solving and Problem-finding
Approach
6.6 Change Management: Skill
Requirements
6.7 Change Management: Four
Basic Strategies
14 QUIZ 2 and Case Study
15 6.8 Factors in Selecting Change
Strategies
6.9 Change Strategy Formulation
and Implementation
6.10 Evaluation in Strategic
8 Change Process
6.11 Process of Transformational
Change
Guidelines to Management of
Effective Change
16 Case Study
17&
9
18
10 19 7. Organizational Diagnosis Pathak Lecture,
7.1 Introduction Ch 6 Discussio

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 7.2 Concept of Organizational n
Diagnosis
7.3 Methodological Planning
20 7.4 Collection of Data
7.5 Selection of Appropriate
Method for Data Collection
Case Study
21 8. Organizational Development Pathak Lecture,
8.1 Introduction Ch 7 Discussio
8.2 OD Interventions and Their n
Classification
11
22 8.3 OD Interventions Techniques
8.4 Prerequisites for Effective Use
of OD
Case Study
23 9. Manager as Catalyst of Pathak Lecture,
Change Ch 8 Discussio
9.1 Introduction: Role of a Manager n
9.2 Developmental Supervision
9.3 Responsibilities of a Manager
9.4 Motivation as The Soul of The
Manager
9.5 Manager As Motivator of
Employees
9.6 Using Power and Empowering
Employees
12 24 9.7 Managerial Control
9.8 Coping Behavior of a Manager
9.9 Consultant Support During
Change
9.10 Manager and Group
Dynamics
9.11 Obstacle in the Middle of
Change and How to Overcome
Them
9.12 Classic Skills for an
Effective Change Manager
Quiz3
13 25 10. Learning Organization: The Pathak Lecture,
Ultimate Objective of Ch 9 Discussio
Management of Change n
10.1 Introduction
10.2 Nature of Learning
Enterprises
10.3 Building a Learning
Organization
10.4 Features of Learning
Organization
26 10.5 Total Quality Management
and Learning Organization
10.6 Blueprint of Learning
Organization
10.7 Managing and Sustaining
Change in a Learning
Organization

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 10.8 Basis of Learning Approach
in An Organization
Case Study
27 11. Some Models of Organizational Pathak Lecture,
Change Ch 10 Discussio
11.1 Introduction n
11.2 Individualistic Model
11.3 Role-oriented Model
11.4 Group (Team)-oriented
Model
11.5 Organization-oriented Model
11.6 Lewin’s three-step Model
11.7 Equation Model of
Organizational Behavior and
Performance
28 11.8 Satellite Model of
14
Organizational Performance
11.9 Achieve Model of
Performance
11.10 Johari’s Window Model
11.11 Managerial Grid/9:9 Grid
Model
11.12 3-D Model of Leadership for
Change
11.13 S.P.S.T. Model of
Organizational Culture
11.14 Rover’s Learning Process
Model
Case Study
29 Left over topics
15 Quiz 4
30 Case Study
31 Presentations
16
32 Presentations
End-term Examination
*Lecture, Discussion, Class Seminar, Case Study, Presentation etc.

Signature Signature
Course Instructor Coordinator Specialization

Signature Signature
Chairperson, Department of Dean, Faculty of Management and
Management Sciences Administrative Science

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