POST-GRADUATE PROGRAMME 2011-13
Core Elective
Leadership and Change Management
Course Objective and Course Structure
Faculty
Narendra M Agrawal
Phone: 2699 3037 (O), 2699 3161 (R); Fax: 2658 4050
E-mail: agrawal@iimb.ernet.in
Office: D-003 / PGSEM Office – D Block
INDIAN INSTITUTE OF MANAGEMENT BANGALORE
Bannerghatta Road, Bangalore 560 076
CONTENT
Cases
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
12.
Case- Dipesh – the project manager
Case- reflections of a software professional
Telephone installations and maintenance at AT&T
Management and the greens
SavitaDeshpande
Bob Knowlton Story
Laxmi
National Machinery Corporation of India
The four some dilemma
Nipun
Alok
McKinsey & Company: Managing Knowledge and
Learning
Exercise
1. LEAD Questionnaire
2. Role Efficacy Scale
3.
Leadership Stories
4. Visioning Exercise
Sl. No.
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
Learning Diary
Article
Managing oneself
On the journey toward wholeness in leader
theories
What leaders really do
What makes a leader
Developing work cultures for high involvement,
high performance work organizations
Managing the delayering process
Managing knowledge workers: Benchmarking
Indian IT organizations
The difference a manager can make:
Organizational justice and knowledge worker
commitment
Executing strategic change
Determinants of inter-generation conflicts in
organizations
The quick wins paradox
-
Ravi Rammurthy
Christopher A. Barlett
Pual Hersey and Blanchard
UdayPareek
VrindaKhattar
Narendra M Agrawal
Author(s)
Peter F Drucker
Constance R. Campbell
John P. Kotter
Daniel Goleman
N M Agrawal
N M Agrawal
Narendra M Agrawal
Marc Thompson and Paul
Heron
Arnoud Franken, Chris
Edwards, Rob Lambert
N M Agrawal
Mark E. Van Buren and Todd
Safferstone
2
12.
Growth issues in knowledge organizations
13.
Managing growth: Human resource management
challenges facing the Indian software industry
14.
Developing human capital for sustaining the
growth of Indian software industry
Nature and importance of soft skills in software
project leaders
How GE teaches teams to lead chage
Creating organizational culture for knowledge
management
The Concept of “Ba”: Building a foundation for
knowledge creation
Communities of commitment: the heart of learning
organizations
15.
16.
17.
18.
19.
Narendra M Agrawal
Sourav Mukherji
Narendra M Agrawal
NareshKhatri
R Srinivasan
Narendra M Agrawal
M R Rao
Narendra M Agrawal
Mohan Thite
Steven Prokesch
Narendra M Agrawal
IkujiorNonaka and Noboru
Konno
Fred Kofman and
Peter M. Senge
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Indian Institute of Management Bangalore
Elective – OBHRM Area
Leadership and Change Management
Faculty: Narendra M Agrawal
Term: PGP 2011-13 III Term
Credits: 3
1. Objectives of the Course:
The course will facilitate the participants to understand about what it means to be a leader
and how to effectively provide leadership at various levels in corporate organizations.
The course will strive to help the participant to achieve the following specific objectives:
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
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To learn what it means to be a leader and why they would like to be a leader.
To learn leadership skills and processes
To learn frameworks for change management and skills for being a change agent
2. Contents of the Course:
Part A: Leadership processes and functions
 Visioning
 Institutionalizing Values and CultureBuilding
 Inspiring and empowering the team members
 Networking
 Creating A Learning Organization and Knowledge Management
 Mentoring and Coaching
 Team Working
Part B: Theories of Change Management and Case Studies
 Force Field Theory of Kurt Lewin
 Understanding and Managing Resistance to Change
 Organizational Development Interventions
Part C: Learning from Life of Leaders
The class in small groups will study life of a leader and make presentation about the
leader and the leadership processes used by the leader. The learning groups will choose
the leader they wish to study and the leader could be a political, religious, social or
corporate leader. They will submit a written assignment and few groups will be invited to
make a presentation based on their learning. The study will be based on primary as well
as secondary data.
Some of the leaders who could be studied are as follows:
 ICICI - MrVaghul / Mr. Kamath/ ChandaKochar- moving from being a long term
lending organization to a universal financial services organization.
 Reliance – Late Mr. DhirubaiAmbani/ MukeshAmbani- creating the largest
private sector organization with unique competencies.
 TISCO - the largest, oldest and the healthiest steel manufacturing company in
India.
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Infosys - one of the most respected software company – Mr Narayan Murthy
Titan - One of the most respected Indian Brand
Nirma - A small family managed business, which gave tough competition to wellrespected MNCs HLL and others in the Indian market.
Ranbaxy and Dr. Reddy' Laboratory - Two most respected Indian Pharma
companies which can be considered as first Indian MNCs.
Bajaj Auto- One of the most respected Indian company in the two-wheeler sector.
Bajaj Auto, which was known for the family scooter for the three decades and has
now, established itself in the motorbike segment.
Hero Honda - The largest motorbike manufacturing company in the country.
TVS Group/ Sundaram Fastener
ADA - Light Combat Aircraft - Dr. Harinarayan Kota
As a part of the term paper you can also study a sector as listed below and discuss the unique
challenges of the sector:
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Leadership challenges in bureaucracy
Leadership challenges in public sectors
Leadership challenges in family businesses
Leadership challenges in the small scale sector
Leadership challenges in education sector
Leadership challenges at the middle management level
Leadership challenges in political systems
3. Learning Structure and Assignments:
Sl. No.
Assignment
Group
Structure
1
Weightage
1.
Pre-Course Assignment – My experiences of
leadership in my journey of growth
2.
Class Presentation and Learning Contribution
to the Class including attendance
5 % for attendance – Individual
5 % for the class-participation
Term Paper
- Learning from the life of a leader or
Leadership challenges in a sector
1
10%
4
30%
4.
Book Review – A fiction or non-fiction book
2
20%
5.
Final Examination – closed book examination
1
30%
3.
10%
Submission
Date
To be
submitted in
the first week
of the course
-
To be
submitted by
the tenth week
end
To be
submitted by
the fifth
week-end
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Detailed Learning Schedule
Module 1: Understanding and Being a Leader
Session 1: Leadership – The Course Philosophy, Purpose and the Approach
 Defining Learning Agenda,
 Expectations and Psychological Contract.
 Defining Roles.
Questions to be discussed in the Class: Please come prepared with the answers to
these questions. We will spend some time discussing these questions in small
learning groups, followed by presentation by each group for about 2-3 minutes.
1. What do I want to learn from the course?
2. What does leadership mean to me?
3. The person whom I consider as a leader and why.
Readings:
1. Yukl (2006) – Chapter 1: Introduction: The Nature of Leadership
2. Peter F. Drucker (1999): Managing Oneself
3. Constance R. Campbell (2007): On the journey toward wholeness in leader theories
Session 2: Challenges of Growing as a Leader
Cases:
1. Dipesh - The Project Manager
Readings:Goleman, Daniel (1998): What Makes A Leader?
Session 3: What Leaders Do
Questions to be discussed in the class.
1. How to understand leadership and leadership processes?
2. Leadership as an influence process.
3. Leaders and managers – Are they different and if so how?
Case: Reflections of a Software Professional
Readings:
1. Kotter, John P.: What Leaders Really Do
2. Yukl (2006): The nature of managerial work
3. Bennis, Warren: The future has no shelf life.
Module 2: Leadership Styles
Session 4 and 5: Participative Leadership, Delegation and Empowerment
 Improving role efficacy
 Goal setting
 Job-related instructions
 Resource allocation and management
 Job enrichment and job characteristics model
 Facilitating performance
 Expectancy of efforts and instrumentality of efforts
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Exercise: TowerBuilding
Reading:
1. Yukl (2006): Chapter 4: Participative leadership, delegation and empowerment
2. Agrawal, Narendra M.(1996): Managing Delayering Process. IIMB Management Review.
Jan – March, 82-84.
3. Agrawal, Narendra M.: Developing work culture for high involvement, high performance work
organizations. Vikalpa, 18 (2), April-June 1994, 31-35
Session 6:Contigency Theories of Leadership
Case:SavitaDeshpande
Exercise: LEAD
Reading:
1. Yukl (2006): Chapter 8: Contingency Theories of Leadership
Session 7& 8:Talent Management
Case:
1. Laxmi
Reading:
1. Agrawal, Narendra M.: Managing Knowledge Worker: Benchmarking Indian IT Organizations
2. Marc Thompson and Paul Heron (2005): The Difference a Manager Can Make: Organizational
Justice and Knowledge Worker Commitment. International Journal of Human Resource
Management. 16:3, 383-404.
Module 3: Change Management
Session 9 & 10: Charismatic and Transformational Leadership
Case: National Machinery Corporation of India
Questions for Discussion:
1. Examine how Mr. Gupta brought changes in NMCI?
2. What were the influence processes used by Mr. Gupta?
3. Based on the case, identify the major elements of a change management process.
4. What are the capabilities a leader should have as a change agent?
Readings:
Yukl (2006): Chapter 9: Charismatic and Transformational Leadership
Yukl (2006): Chapter 10: Leading Change in Organizations
Session 11: Managing Change
Case:
1. The foursome Dilemma
2. Nipun
3. Alok
Questions for Discussion:
1. Identify the elements of change process as emerging from the cases.
Session 12: Models of Change Management
Readings:
1. Arnoud Franken, Chris Edwards and Rob Lambert (2009): Executing Strategic Change:
Understanding the Critical Management Elements That Lead to Success. California
Managemetn Review, 51(3), 49-73.
2. Mark E. Van Buren and Todd Safferstone (2009): The Quick Wins Paradox. Harvard
Business Review, January, 55-61.
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Module 4: Leadership Challenges in Different Business Sector
Session 11:Leadership Challenges in Professional Service Firms
Major elements of a professional service organization. Unique aspects of professional service
organizations.
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Managing clients, staff, knowledge and learning processes
Managing growth – moving from efficiency based services to expertise based services.
Managing productivity and profitability – improving quality and rate of learning and
effective delegation.
 Managing the conflict of interest between clients, professionals and professional firms
Readings:
1. David H. Maister (1993): Chapter 1 to 4: pp 1 – 52
2. Narendra M. Agrawal and Sourav Mukherjee (2000): Growth issues in knowledge
organizations. Working Paper.
Session 12:Leadership Challenges in Indian Software Industry
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Challenges of Managing Growth
Growing up on the value chain and non-linear growth
Managing virtual teams and the tension between on-site and offshore staff
Readings:
1. Agrawal, Narendra M, Naresh Khatri, R. Srinivasan (2011): Managing growth: Human
resource management challenges facing the Indian software industry. Journal of World
Business (in Press).
2. Agrawal, Narendra M. & M R Rao (2002): Developing Human Capital For The Growth
Of Indian IT Industry. Human Resource Development in Asia, edited by Pareek, Udai
et.al., New Delhi – Oxford HBH, 2002.
3. Agrawal, Narendra M. & Mohan Thite (2006): Nature and importance of soft skills in
software project leaders.Asia Pacific Management Review, 11(2), 93-102.
Session 13: Leadership Challenges in Indian Manufacturing Industry
A round table with invited speaker
Session 14: Leadership Challenges in Indian Banking and Financial Sector
Invited Speakers:
Dr. Anil Khandelwal – Ex-CMD, Bank of Baroda (To be confirmed)
Module 4: Leadership Processes
Session 16: Visioning
Exercise: Preparation of A Personal Vision Statement; Process of Visioning. Linking vision,
mission and values
Readings: (To be announced)
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Session 17: Team Working – Influence in Group Settings - (Groups of 15 each) – 3 hour
session
Problems and Challenges in Team Work; Team Roles.
Exercise: Group Decision Working – Video Recording of the Exercise
Readings:
1. Yukl (2006): Chapter 11: Leadership in Teams and Decision Groups
2. Steven Prokesch (2009), How GE Teaches Teams to Lead Change. Harvard Business
Review. January. 99-106.
Session 18: Mentoring and Coaching
Exercise: Coaching Role-Plays
Reading:
1. James Waldroop and Timothy Butler (1996): Executive as A Coach. Nov – Dec. 111117.
Session 19: Knowledge Management, Managing Knowledge Workers and Creating A
Learning Organization
Case:
1. McKinsey and Company
Readings:
1. Agrawal, Narendra M. (2001): Creating Organizational Culture for Knowledge
Management. IIMB Management Review, June-August, 13 (2), 74-82
2. NonakaIkujiro and Noboru Konno (1998): The Concept of “Ba”: Building A Foundation
for Knowledge Creation. California Management Review, 40(3). 40-54.
3. Fred Kofman and Peter M. Senge (1993): Communities of Commitment: The Heart of
Learning Organizations. Organizational Dynamics, Autumn93, Vol. 22 Issue 2, p4-23
Session 20: Project Presentations
20 minutes per group for presentation. 10 minutes for discussion.
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Brief Curriculum Vitae of Prof. Dr. Narendra M. Agrawal
Prof. Narendra M. Agrawal is a Professor in Organizational Behaviour and Human Resource
Management at Indian Institute of Management (IIM) Bangalore, India. He is the Chairperson for
Center for Software and IT Management and for Post-Graduate Programme for Software
Enterprise Management. Prior to joining IIM Bangalore, Professor Agrawal worked for 24 years
with an aircraft manufacturing company, Hindustan Aeronautics Limited, Bangalore on shop
floor and at HAL Corporate University.
Prof. Agrawal is a mechanical engineer and doctorate in management. He has been a British
Council Scholar and had studied the training and learning processes in some of the high
performing British Companies such as British Aerospace and Roll-Royce. He is a regular visiting
faculty at St. Gallen University, Switzerland for last ten years and has been co-supervisor for ten
doctoral students. In addition, Prof. Agrawal has delivered guest lectures at Gothenburg
University, Sweden; AESE, Lisbon; IESE, Madrid; PUC, Chile; MCI, Innsbruck; and PIM,
Colombo, Sri Lanka.
Professor Agrawal’s areas of research interests are essentially organization focused and multidisciplinary in nature. His current research interests are human challenges of Indian IT and
ITES enterprises, innovative learning processes in high performing Indian organizations,
leadership and change management, developing leadership pipeline, managing knowledge
workers, creating learning and innovative organizations, and designing effective training
systems. Professor Agrawal is a consultant to a large number of public and private sector
enterprises, and to central and state governments in India and abroad. He has conducted more
than five hundred management development programmes in India and abroad.
Contact Address:
Dr. Narendra M. Agrawal
Professor, OB & HRM Area
Indian Institute of Management Bangalore
Bannerghatta Road
Bangalore- 560 076, India
Telephone: 00-91-80-2699 3037 (O); 00-91-80-2699 3161/2659 0125 (R);
00 – 91- 974 222 1301 (Mobile)
Fax: 00-91-80-2658 4050 ; e-mail: agrawal@iimb.ernet.in
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