BME 3508 Organizational Change and Development

Course Unit Code BME 3508
Course Unit Title Organizational Change and Development
Number of Credits 5
Academic Year 3

In this day and age of “globalization,” which has been prompted by quantum leaps in the field of Information and Communication Technology, companies have been faced with a situation of rapid changes. Further, present day organizations have become more human than ever before. Survival and growth within the said environment while being highly human within the process of achieving organizational goals is a challenging task. Thus, corporate leaders are often caught in a dilemma over how to implement the required changes effectively. Successful organizations are those which adapt themselves quickly to the challenges posed by the constantly changing environment. Organizational Development (OD) is the application of behavioral science knowledge to improve organization performance and functioning.  It can also be present as a process that is complex, not being linear or even cyclical in nature. This course is designed to provide a sound theoretical knowledge of OD while enabling them to understand how theory relates to practice. Thus, students who comprehend this course will learn about change – its meaning and concepts, who or what causes it, who manages it, who or what is managed and how to manage it.

At the end of this course students should be able to;

  • Have an awareness regarding the theories and concepts of OD and be able to reflect on the application of such to contemporary organizational change processes.
  • Understand the dynamics of the change process and resistance to change in organizations.


Be familiar with a range of OD interventions and techniques and to have an understanding of their appropriate application, capabilities and limitations in a given context.

On successful completion of this course, students should be able to:

  • Gain knowledge of the historical evolution of the field of organizational development and change.
  • Understand the nature of planned change, its concepts and practices, and the role of values and ethics in the organizational change process.
  • Discuss the process of change management with particular interest to the logic behind the stages of the process.
  • Develop diagnostic and analytical skills for dealing with complex organizational situations.

Apply the change and development concepts and theories to the current organizational context.

Main Topics Sub Topics No. of Hours
1. Introduction to organization development


1.1 Define organization development

1.2 The growth and relevance of OD

1.3 History and evolution of OD

2. The nature of planned change


2.1 Lewin’s change model

2.2 Action research model

2.3 Contemporary action research model

2.4 General model of planned change

2.5 Types of planned change

3.The organization development practitioner 3.1 Competencies of an organization development practitioner

3.2 Role of an organization development practitioner

3.3 Values and ethics of organization development practitioner

4. Entering and contracting 4.1 Entering into an OD relationship

4.2 Developing a contract

5. Diagnosing organizations


5.1 Define diagnosis (in the organization development context)

5.2 The need for a diagnostic models

5.3 The open systems model

5.4 Diagnosing jobs, groups and organizations

5.5 Building a change culture

6. Collecting and analyzing information


6.1 Data collection methods

6.2 The relevance and significance of sampling

6.3 Techniques for analyzing data

6.4 Quantitative tools

6.5 Qualitative tools (content analysis & force field analysis)

7. Feeding back diagnostic information 7.1 Determine the content of the feedback

7.2 Characteristics of the feedback process

8. Designing interventions 8.1 What are effective interventions?

8.2 How to design effective interventions?

9. Leading and managing change 9.1 Different change activities

9.2 Managing the transition

9.3 Sustaining Momentum

10. Evaluating and institutionalizing of interventions 10.1 Evaluating organizational development interventions

10.2 Institutionalizing organizational change

11. Human process interventions


11.1 Interpersonal and group process approach

11.2 T-groups

11.3 Process consultation

11.4 Third party interventions

11.5 Organizational process approach

11.6 Organizational confrontation meeting


12. Human resource management interventions 12.1 Performance management

12.2 Goal setting

12.3 Performance appraisal

12.4 Reward systems



13. Techno structural interventions


13.1 Restructuring organizations

13.2 Structural design

13.3 Down sizing

13.4 Reengineering

13.5 Work design

13.6 Employee involvement

14. Strategic interventions 14.1 Environmental types

14.2 Organizational responses

15. Future directions in organization development 15.1 Trends within organization development

15.2 Trends in the context of organizational development

Evaluation Final examination  will be held
  • Cummings, T. and Worley, C. (2012) Organizational Development and Change, 9th Edition, South-Western College Publishing.
  • Burnes, B. (2004) Managing Change, 4th Edition, United Kingdom: Pearson Education Limited.

Kotter. J.P. (1996), Leading Change, Boston: Harvard Business School Press