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
INDIAN INSTITUTE OF MANAGEMENT BANGALORE
Bannerghatta Road, Bangalore 560 076
CONTENT
Sl. No.
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Article
What leaders really do
The Future has no shelf life
Case- Dipesh – The Project Manager
Case- Reflections of A Software Professional
What Makes A Leader?
Case- National Machinery Corporation of India
Case – Xerox Corporation
Change Agentry for TQM
Creating Learning and Innovative Organizations
A causal model of organizational performance
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Creating readiness for organizational change
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The human side of organizational change
Why change programs don’t produce change
Why do employees resist change?
Managing Oneself
Questionnaire – Personal Values
Case- Bob Knowlton Story
Case- McKinsey & Company: Managing
Knowledge and Learning
Creating organizational culture for knowledge
management
The Concept of “Ba”: Building a foundation for
knowledge creation
Knowledge Work and The Future of Management
Management Practices in Learning Organizations
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How Can Organizations Learn Faster? The
Challenge of Entering the Green Room
James March on Education, Leadership and Don
Quixote: Introduction and Interview
The Power of Organizational Story Telling
Self-design for high involvement: A large scale
organizational change
Author(s)
John P. Kotter
Warren Bennis
Daniel Goleman
Ravi Rammurthy
John F Cooney
Narendra M Agrawal
Narendra M Agrawal
W. Warner Burke and George
H. Litwin
Achiles A. Armenakis, Stanley
G. Harris and Kevin W.
Mossholder
John Iacovini
Michael Beer
Paul Strebel
Peter F Drucker
Christopher A. Barlett
Narendra M Agrawal
Ikujior Nonaka and Noboru
Konno
Davenport, Thomas H.
McGill, Michael E., John W
Slocum, Jr. & David Lei
Schein, Edgar H.
Augier, Mie
Kaye, Beverly and Jacobson,
Betsy
Gerald E. Ledford and Susan
Albers Mohrman
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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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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 Culture Building
 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 - Mr Vaghul / Mr. Kamath / Chanda Kochar- moving from being a long
term lending organization to a universal financial services organization.
 Reliance – Late Mr. Dhirubai Ambani / Mukesh Ambani - creating the largest
private sector organization with unique competencies.
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TISCO - the largest, oldest and the healthiest steel manufacturing company in
India.
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:
Yukl (2006) – Chapter 1: Introduction: The Nature of Leadership
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: Tower Building
Cases: Management and the Greens and Installation of telephones at AT & T.
Reading:
1. Yukl (2006): Chapter 4: Participative leadership, delegation and empowerment
Session 6: Contigency Theories of Leadership
Case: Savita Deshpande
Exercise: LEAD
Reading:
1. Yukl (2006): Chapter 8: Contingency Theories of Leadership
Session 7 & 8: Talent Management
Case: Laxmi & Bob Knowlton
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: TQM for Managing Change
Case: Xerox Corporation
Questions for Discussion:
1. Identify the elements of change process as emerging from the case.
2. What is the difference between the change initiatives in NMCI versus Xerox Case?
Readings:
Agrawal, Narendra M.: Change Agentry for TQM
Agrawal, Narendra M: Creating Innovative Organizations
Session 12: Models of Change Management
Readings:
1. Burke, W. Warner and George H. Litwin (1992): A Causal Model of Organizational
Performance and Change
2. Armenakis, Achiles A., Stanley G. Harris and Kevin W. Mossholder (1993): Creating
Readiness for Organizational Change
3. Iacovini, John (1993): The human Side of Organizational Change
4. Beer, Michael (1990): Why Change Programs Don’t Produce Change
5. Strebel, Paul (1996): Why Do Employees Resist Change?
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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.
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:
Agrawal, Narendra M, Naresh Khatri, R. Srinivasan (2011): Managing growth: Human resource
management challenges facing the Indian software industry
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)
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
Session 18: Mentoring and Coaching
Exercise: Coaching Role-Plays
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Session 19: Knowledge Management, Managing Knowledge Workers and Creating A
Learning Organization
Case:
1. McKinsey and Company
2. Wipro – A Learning Organization
Readings:
1. Agrawal, Narendra M.: Creating Organizational Culture for Knowledge Management
2. Nonaka Ikujiro and Noboru Konno: The Concept of “Ba”: Building A Foundation for
Knowledge Creation
3. Davenport, Thomas H.: Knowledge Work and The Future of Management
4. McGill, Michael E., John W Slocum, Jr. & David Lei: Management Practices in Learning
Organizations
5. Schein, Edgar H.: How Can Organizations Learn Faster? The Challenge of Entering the
Green Room
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 cosupervisor 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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