Organization Development and Change in 21st Century

By Prof. Ashish Pandey   |   IIT Bombay
Learners enrolled: 899
In the age of fast paced changes in the field of technology, globalization, changing nature of workforce and renewed focus on the environmental and social impacts of business the organizations and their members have to keep developing and changing themselves. The development and change is required at levels of human processes (at individual, teams, and organizational level), organization design and culture, technological choices and implementation, HR processes and systems and strategic orientation. This course will equip the participants with the approaches and methods of development and change at these aspects of organization to realize their full potential and to perform well in the market field. 

Students belonging to any discipline with interest in General Management of the organizations can take this course.

INDUSTRIES  SUPPORT     : Most of the companies of medium and of large size which have learning and Development department.
Course Status : Completed
Course Type : Elective
Duration : 8 weeks
Category :
  • Management Studies
  • Faculty Domain for Experienced
Credit Points : 2
Level : Undergraduate/Postgraduate
Start Date : 25 Jul 2022
End Date : 16 Sep 2022
Enrollment Ends : 08 Aug 2022
Exam Date : 25 Sep 2022 IST

Note: This exam date is subjected to change based on seat availability. You can check final exam date on your hall ticket.

Page Visits

Course layout

Week 1: Lecture 1 : Introduction: Management of Change
               Lecture 2 : Coping with Change and Transient Competitive Advantage
               Lecture 3 : Sustainable Development, OD and Management of Change
               Lecture 4 : Social Entrepreneurship

Week 2: Lecture 5 : Comparison of Various Planned Change Models 
       Lecture 6 : Diagnostic for Organization Development and Change
       Lecture 7 : Steps in Successful Organizational Change
       Lecture 8 : Design of Effective Interventions and their prerequisites

Week 3: Lecture 9 : Individual Level OD Interventions: A Rationale
               Lecture 10 : Different kinds of Individual level OD Interventions
               Lecture 11 : Group or Team Level OD Interventions
               Lecture 12 : Design of Specific Interventions to Tackle Different Challenges of Different Teams

Week 4: Lecture 13 : Organization Level OD Interventions
               Lecture 14 : Discussion on various large group Interventions
               Lecture 15 : Appreciative Inquiry - ‘Positive’ Turn of OD
               Lecture 16 : Managing OD and Change through Restructuring Organizations
               Lecture 17 : Different Types of Organization Designs

Week 5: Lecture 18 : New Forms of Organization Design 
               Lecture 19 : Change in the Organization Design
               Lecture 20 : Change in Organization Culture
               Lecture 21 : Can Organization Culture be Managed?: A Case Analysis

Week 6: Lecture 22 : Organization Development in Digital Transformation
               Lecture 23 : Mergers and Acquisitions - A Special Case of OD
               Lecture 24 : Stages of Mergers & Acquisitions: A Case Study 
               Lecture 25 : Transorganizational OD Intervention

Week 7: Lecture 26 : OD Interventions through Human Resource Functions
               Lecture 27 : Talent Management as OD Intervention
               Lecture 28 : Organization Learning - Relevance and Possibility
       Lecture 29 : Learning Organization - Experimentation, Knowledge Management and  Innovation
       Lecture 30 : Organizational Development - Cultural and Economic Contexts                
  Lecture 31 : Organization Development - Global and Trans-organizational Setting

Week 8: Lecture 32 : Organizational Development in the Entrepreneurial Firms
               Lecture 33 : OD Interventions in Family Owned Entrepreneurial Firms
               Lecture 34 : Organizational Development in the Not for Profit Organizations(NPOs) and Social Enterprises (SEs)
               Lecture 35 : Organizational Development in Non-Industrial Settings
       Lecture 36 : Organizational Development in Educational Institutions

Books and references


  1. Cummings, T. G., & Worley, C. G. (2014). Organization development and change. Cengage learning.

  1. Hard, W. C. I. Switch: How to Change Things When Change Is Hard
  2. Brooks, A. C. (2009). Social entrepreneurship: A modern approach to social value creation. Upper Saddle River, NJ: Pearson Prentice Hall.

  1. Boss, R. W. (2019). Preventing regression in team building. Handbook of Organizational Consultation, Second Editon, 139.
  2. Cooperrider, D. L., & Whitney, D. (2001). A positive revolution in change: Appreciative inquiry. Public administration and public policy, 87, 611-630.
  3. De la Boutetière, H., Montagner, A., & Reich, A. (2018). Unlocking Success in Digital Transformations. McKinsey & Company, October, Available Online: https://mck. co/2AzwomG
  4. Didier Casanova, Swati Lohiya, Jerome Loufrani, Matteo Pacca, and Peter Peters (2019). Agile in enterprise resource planning: A myth no more ERP transformations are never easy. Agile can help improve your results.
  5. Greiner, L. E. (1998). Evolution and revolution as organizations grow. Harvard business review, 76(3), 55-64.
  6. Gunther McGrath, R. (2013). Continuous reconfiguration in the transient advantage economy. Strategy & Leadership, 41(5), 17-22.
  7. Ionescu, G., & Negrusa, A. L. (2007). The study about organizational life cycle models. Review of International Comparative Management, 8(4), 5-17.
  8. Kim, W. C., & Mauborgne, R. (2005). How to create uncontested market space and make the competition irrelevant. Harvard Business Review, 4(13), 1-2.
  9. Moore, G. A. (2004). Darwin and the demon: Innovating within established enterprises. Harvard business review, 82(7-8), 86-92.Mumnshi, P. (2008). Trichy Police: Holistic Vision, Smart Manager, 7(1), pp. 114-119.
  10. Nidumolu, R., Prahalad, C. K., & Rangaswami, M. R. (2009). Why sustainability is now the key driver of innovation. Harvard business review, 87(9), 56-64.
  11. Pirson, Michael, Business Models and Social Entrepreneurship (October 11, 2011). SOCIALLY RESPONSIBLE FINANCE AND INVESTING, Forthcoming; Fordham University Schools of Business Research Paper No. 2012-001. Available at SSRN: https://ssrn.com/abstract=1942538
  12. Scott, M., & Bruce, R. (1987). Five stages of growth in small business. Long range planning, 20(3), 45-52.
  13. Tabrizi, B., Lam, E., Girard, K., & Irvin, V. (2019). Digital transformation is not about technology. Harvard Business Review
  14. Warren F McFarlan, W.F. and DeLacey B. Otis Elevator: Accelerating Business Transformation with IT, Harvard Business Publishing
  15. Zahra, S. A., Gedajlovic, E., Neubaum, D. O., & Shulman, J. M. (2009). A typology of social entrepreneurs: Motives, search processes and ethical challenges. Journal of business venturing, 24(5), 519-532.

Instructor bio

Prof. Ashish Pandey

IIT Bombay
Ashish Pandey is Associate Professor with Shailesh J. Mehta School of Management, Indian Institute of Technology Bombay, Mumbai. Ashish teaches the courses on organization development, human resource management, and self-mastery to the students of undergraduate and postgraduate levels for the last 10 years. The most recent recognition to the Ashish's work include Best Paper award during Indian Academy of Management Meeting, 2020, Fretzer scholarship to his two PhD students (Academy of Management, MSR division, 2020), Outstanding Reviewer (Academy of Management, MSR Division, 2019) , recognition by Fowler Centre of Case Western University for the years 2016 and 2018 (AIM2Flourish for the cases written on sustainable development based business models with his students ), and Best Paper during Doctoral Consortium with his PhD student (Indian Institute of Science Bangalore, 2018). Ashish is regularly engaged in consulting work for Organization and Leadership development with the organizations across industries. His major assignments have been with ACG, Anchor by Panasonic, Axis Bank, Birlasoft, DRDO, General Mills, Torm Shipping, VFS Global, and others. Ashish has published more than thirty research articles in reputed national and international journals and the handbooks in the field of spirituality at the workplace, mindfulness, business and society interface, and the best practices in management.

Course certificate

The course is free to enroll and learn from. But if you want a certificate, you have to register and write the proctored exam conducted by us in person at any of the designated exam centres.
The exam is optional for a fee of Rs 1000/- (Rupees one thousand only).
Date and Time of Exams: 25 September 2022 Morning session 9am to 12 noon; Afternoon Session 2pm to 5pm.
Registration url: Announcements will be made when the registration form is open for registrations.
The online registration form has to be filled and the certification exam fee needs to be paid. More details will be made available when the exam registration form is published. If there are any changes, it will be mentioned then.
Please check the form for more details on the cities where the exams will be held, the conditions you agree to when you fill the form etc.


Average assignment score = 25% of average of best 6 assignments out of the total 8 assignments given in the course.
Exam score = 75% of the proctored certification exam score out of 100

Final score = Average assignment score + Exam score

YOU WILL BE ELIGIBLE FOR A CERTIFICATE ONLY IF AVERAGE ASSIGNMENT SCORE >=10/25 AND EXAM SCORE >= 30/75. If one of the 2 criteria is not met, you will not get the certificate even if the Final score >= 40/100.

Certificate will have your name, photograph and the score in the final exam with the breakup.It will have the logos of NPTEL and IIT Bombay. It will be e-verifiable at nptel.ac.in/noc.

Only the e-certificate will be made available. Hard copies will not be dispatched.

Once again, thanks for your interest in our online courses and certification. Happy learning.

- NPTEL team

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