CORPORATE RESTRUCTURING – HUMAN DIMENSIONS
Name of the Course
: Corporate Restructuring – Human
Dimensions
Course Coordinator
:
V. Anand Ram
Course Credits
:
1.5
Term
: VI B (PGP)
INTRODUCTION:
In a fast moving economic environment organizations in every sector have to change, just
to stand still. Increased global competition and the effect of customer choice are driving
organizations to reinvent themselves and compete on the basis of speed, cost, quality
innovation, flexibility and customer responsiveness. The traditional means of becoming
more competitive –making better products, pricing goods lower than competition and
incorporating innovations into manufacturing are necessary but not sufficient. In the face
of such a situation managers and decision makers need to anticipate change and to be in a
position to respond to the challenges of change as and when it occurs. Many companies
are becoming aware of the link between the human dimension and competitiveness. The
course addresses the implementation of strategy and the importance of aligning human
resource practices so that they are internally consistent and produce the skills and
behaviors required to make a given strategy work. The present course will explore the
challenges in aligning human resources with chosen strategy.
COURSE OBJECTIVES:
The objectives of the course are:
1. To provide insights about the relationship between a firm’s competitiveness and its
Human Resources.
2. Develop skills for assessing how well a company’s internal processes are geared to
meet external demands. The course will also help students to develop consulting
skills for managing organizational change
3. Provide learning on effective implementation of restructuring through success and
failure experiences of companies.
4. Examine the demands on the role of a CEO/Profit center head in the light of emerging
changes.
TOPICS:
1. Introduction to the course; the concept of organizational capability; Corporate
restructuring in India – Anticipated and realized benefits; Framework for
understanding corporate restructuring and organizational transformation.
2. Managing discontinuous change; the nature of growth and aging in organizations;
reenergizing mature organizations – Challenges for managers.
3. Managing organizational turnarounds; Surgical and humane approaches;
Turnaround in public systems and large organizations.
4. Managing downsizing; Downsizing the company without downsizing the morale;
Simulation exercise; Best practices in implementing downsizing.
5. Driving transformational change; Aligning employee and company interests;
Trust through transparency.
6. Organizational diagnosis and development; The Role of a Consultant;
Consultancy skills and styles; Careers in consulting.
7. The strategic importance of HR; Using HR to build organizational capability; the
coherence premium; HR as a business partner.
8. Managing organizational life cycles; the makings of a successful CEO; Leading
change when business is good.
METHODOLOGY:
The Course will use a combination of lectures, cases, presentations and group discussion
for facilitating learning. The activities that a student will be involved are designed to give
content knowledge of corporate restructuring and organizational transformation and also
give an appreciation of the skills and tools and techniques used by organizational
consultants working in this area. This course is probably the best opportunity you will
have to learn about human resources from a general management perspective—a subject
that will be increasingly important as your career develops.
Learning in the course is expected to take place through
READINGS: A variety of readings will be selected from scholarly and practitioner
oriented sources to be used in the class. All students will be expected to read the material
thoroughly
PARTICIPATION: All students who enroll in the course will be expected to actively
participate in the class discussions and to contribute to class learning
TEAM PROJECT: Teams will be formed to research an organizational change program
based on material gathered from published and also primary sources
EVALUATION:
Assignments /Quizzes: 40%
Team Project Work: 20%
Final Examination: 30%
Class participation and attendance: 10%
READINGS: A list of readings for each session the course will be provided to the
students at the time of commencement of the course .In addition the following books will
be used as source material
1) Creative Corporate Turnarounds
Pradip Khandwalla
Sage Publications
2) Results
Gary Nielsen and Bruce Pasternak
Crown Business, New York
3) The Essential Advantage
Paul Leinwand and Cesare Mainardi
HBS Press
4) The Management of Corporate Greatness
Pradip Khandwalla
Pearson Publications
Class Schedule
Session
Topic
1
Introduction to the Course; The Concept
of Organizational Capability; The
Boundary less Organization; A
Framework for Understanding Corporate
Restructuring and Organizational
Transformation.
Readings
1. Capitalizing on Capabilities,
Dave Ulrich and Norm Smallwood
2.The Coherence Premium
Paul Leiwand and Cesare Mainardi
3. Restructuring Indian
Organizations:Challenges and
Responses
V.Anand Ram
.
2
Managing Discontinuous Change – The
Challenges for Managers and
Organizations; The Nature of Growth
and Aging in Organizations.
1. Meeting the Challenge of Disruptive
Change,
Clayton M. Christensen and Michael
Overdorf.
2. The Ambidextrous Organization,
Charles A. O’Reilly III and Michael
L. Tushman.
3. Why entrepreneurs don’t scale
John Hamm
3
Managing Organizational Turnarounds:
Transformations in Public Systems:
Surgical and Humane Turnarounds.
1. Cracking the Code of Change,
Michael Beer and Nitin Nohria
2. Breaking the Functional Mindsets in
Process Oriented Organizations,
Ann Majchrzak and Qianwei Wang.
4
Managing Downsizing; Downsizing the
Company Without Downsizing Morale;
Best Practises in Implementing
Downsizing; Managing Transitions.
1. Organizational Downsizing – From
Concepts to Practices,
Sanghamitra Bhattacharyya and
Leena Chatterjee.
2. Organizational Downsizing – Indian
Perspectives,
V. Anand Ram
5
Driving Transformational Change;
Aligning Employee and Company
Interests.
1. Employee Engagement; Journey
from Good to Great.
V.Anand Ram
2. Execution without Excuses.
Interview with Michael Dell
6
Emerging Organizational Forms:
Innovations in Organizational Design.
3.The India Way: Lessons for the U.S
Peter Capelli, Harbir Singh et.al
1. Managing Without Managers,
Ricardo Semler.
2. Changing Role of the Top
Management: Beyond Structure to
Process,
Sumantra Ghoshal and
Christopher A. Barlett
3. Changing Role of the Top
Management: Beyond Systems to
People,
Christopher A. Barlett and
Sumantra Ghoshal
7
Managing the Revitalization Process;
Roles of Managers in Managing
Innovation.
1. New Management Job: The
Integrator,
Paul R. Lawrence and Jay W.
Lorsch.
2. Introducing T-Shaped Managers,
Morten T. Hansen and Bolko von
Oetinhger.
3.Aligning your Organization with the
Market
George Day
8
Managing Organizational Life Cycles;
Managing Change in Successful
Organizations; The Makings of a
Successful CEO.
1. Leading Change When Business is
Good,
2.Your Company’s secret Change
agents
Richard Pascale and Joseph Sternin
9
10
Organizational Diagnosis: Competing on
Capabilities; Auditing Organizational
Strengths and Weaknesses. Consulting
Skills for Organizational Change
Managing Cultural Change in
Organization; The Role of Followers;
Tribal Cultures and Change.
1. Understanding your Organization’s
Character
Roger Harrison
2.The Passive Aggressive Organization
Gary Nielsen, Bruce Pasternak et al
1, What Holds the Modern Company
Together?
Robert Goffee and Gareth Jones.
2. In Praise of Followers,
Robert E. Kelley.