Master of Arts in Organisation Development, Change and Leadership) (Self Financed) | Admissions, TISS

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Tata Institute of Social Sciences

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Programme Details

Master of Arts in Organisation Development, Change and Leadership) (Self Financed)

Location: Mumbai

School: School of Management and Labour Studies

Intake: 35

Description

(This is a Self-financed programme; no fee concession or waivers are available).

Organisations must adapt to change; otherwise, they can stagnate or perish. As changes occur in economies, markets, technology and society, there is a need for professionals who can enable organisations to anticipate and effectively respond to those changes.

As a field of study, Organisation Development (OD) is especially relevant in today’s fast-paced and drastic change era. Its community and social development origins provide a firm ground for the applied behavioural sciences. Applications in industry that have followed continue to be enriched by advances in social psychology, neurosciences, behavioural economics, and the art of facilitation, which explores and expands on the emergent knowledge from human efforts in institutions.

Characteristics of OD-based change include (and are not limited to):

  • Changes to the structure, culture, strategy, and processes of an entire organisation, including the impact on individual jobs and roles.
  • The application of behavioural science knowledge and practice to facilitate performance or internal transformation within an organisation.
  • The improvement of organisational effectiveness by involving members of the organisation in understanding the challenge whilst enabling in them new skills, knowledge and ways of thinking and doing tasks in service of the organisation’s purpose and strategy.
  • The promotion of high productivity, performance, quality products, financial performance and continuous improvement.
  • The facilitation of change in a flexible, adaptive and humanistic, participative way.
  • Sustainability, so consistent change in the right direction, continues beyond the life of the initial change initiative.

Advancing the science and practice of OD-based change is at the core of the curriculum. OD also operates from a particular set of practitioner values that shape how and why the work is done. Humanism as a value enables the valuing of human potential and, therefore, the importance of understanding the systemic challenges from a range of stakeholders and then engaging those stakeholders directly in shaping the change, partly so that change is well conceived of but also so that, through wider ownership, its chance of being shared and adopted are enhanced.

Science as a value involves enabling evidence-based employee actions. Employees, as change participants themselves, are involved in the processes of data gathering, meaning-making, and democratic participation in decisions that affect individuals, groups, and the organisation as a whole. Change agentry involves informed consent and actionability as values to enhance internalisation and commitment to sustainable organisational change.

Through this programme, we aim to develop innovative and influential change agents for various institutions. The programme enables students to understand how emerging industrial revolutions usher in systems of interacting components that impact each other in significant but often unseen ways. Crucially, students focus on self-development, which is, in turn, needed to accomplish the facilitator identity in organisational change processes. The learning methods in the programme include lectures, case discussions, simulations, role-plays, fieldwork, internships, service learning, and facilitated human interaction processes. Students engage in experiential learning opportunities and reflective spaces and interact with experienced professionals, faculty and alums. In this manner, students better understand their challenges and those of organisations in various contexts involving change. One of the differentiators of this program is the opportunity for students to immerse in a real-world consulting project that intends to take them through a complete OD cycle.

During our MA in ODCL, students learn how to appreciate and proceed with the process of OD-intensive organisational change, including:

  • Understanding ‘organisation’ as an open system to infer organisational purpose and design linkages.
  • Diagnosing issues, causes, and designing approaches to enable internal renewal of capabilities of client organisations.
  • Evaluating and presenting options, developing interventions with clients and delivering them as change facilitators for sustainable change.
  • Exhibiting leadership and innovation for organisational change processes to enable organisational effectiveness.

Our programme transforms students, both personally and professionally. Students gain a deeper understanding of themselves and behavioural sciences, organisation strategy, operations and the interplay of systems and people processes. Those passionate about making a difference through OD should consider applying to our MA in Organisation Development, Change and Leadership.

Before attending the personal interview, candidates should read at least one of the following books to get a better understanding of the subject:

1.  Organization Development and Change [10th Edition] by Thomas G. Cummings and Christopher G. Worley [Cengage].

2.  Organisation Development: Behavioral Science Interventions For Organizational Improvement [6th Edition] by Wendell L. French, Cecil H. Bell Jr., and Veena Vohra [Pearson].

3.  Organisation Development: Accelerating Learning and Transformation [Second Edition] by S. Ramnarayan and T. V. Rao [Sage].

4.  HRD, OD, and Institution Building: Essays in Memory of Udai Pareek Edited by T. V. Rao and Anil K. Khandelwal [Sage].

5.  Organisation Development: A practitioner’s guide for OD and HR by Mee-Yan Cheung-Judge and Linda Holbeche [Kogan Page].

Distribution of Credit Hours:

Course Category

First Year

Second Year

Total

Basic Courses (Foundation Courses)

4

 

4

Research Courses

4

 

4

Core Courses (Multidisciplinary)

14

12

26

Thematic Courses (Choice Based Credit Courses)

4

 

4

Thematic Courses (Disciplinary electives)

 

6

6

Skill based courses

4

6

10

Community Engagement-related Course (Leadership as Service Project)

2

 

2

Research Project

 

6

6

Field work

12

12

24

Value added course (non-credited)

Yes

 

 

Total

44

42

86

Semesterwise Courses:

Sem

Course

Course Title

Credits

I

FC

Foundation Course

4

 

ODCL 01

Introduction to Organisation Development, Change and Leadership

2

 

ODCL 02

Research Methodology

2

 

ODCL 03

Organisation Theory and Design

2

 

ODCL 04

Critical Thinking and Problem Solving

2

 

ODCL 05

Operations Management

2

 

ODCL 06

Organization Behavior 1

2

 

PC 01

Human Interaction Lab

 

 

ODCL FW 01

Field Work I

6

 

 

Semester 1 Total Credits

22

II 

ODCL 07

Quantitative Research

2

 

ODCL 08

Organisation Diagnosis and Evaluation of OD

2

 

ODCL 09

Human Resources: Systems and Processes

2

 

ODCL 10

Organization Behavior 2

2

 

ODCL 11

Leadership: Theory and Practice

2

 

PC 02

Leadership as Service Project

2

 

 

Institute wide CBCS

4

 

ODCL FW 02

Field Work II

6

 

 

Semester II Total Credits

22

III

ODCL 12

Human Process Interventions

2

 

ODCL 13

Marketing Management

2

 

ODCL 14

Finance and Accounting Management

2

 

ODCL 15

Organisational Change: Practice Perspective

2

 

ODCL 16

Facilitation: Theory and Practice

2

 

ODCL FW 03

Field Work III

6

 

 

Research Project (Stage 1)

2

 

Optional courses (choose two or three courses)

 

 

ODCL OC 01

Coaching and Mentoring

2

 

ODCLOC 02

OD and Innovation

2

 

ODCLOC 03

Employment Relations

2

 

 

Semester III Total Credits

22

IV

ODCL 17

Business Analytics

2

 

ODCL 18

Strategy and Strategic Interventions

2

 

ODCL 19

Techno structural interventions

2

 

ODCL 20

Learning and Capability Development

2

 

 

Research Project (Stage 2)

4

 

ODCL FW 04

Field Work IV

6

 

Optional Courses (chose one course or none; total 3 courses across Sem 3 & Sem 4)

 

 

ODCL OC 04

Arts and OD

2

 

ODCL OC 05

Diversity and Inclusion

2

 

ODCL OC 06

Sales Management

2

 

 

Semester IV Total Credits

20

 

 

Grand Total

86

*Note: The total number of credits and semester-wise listing of courses is provisional, and may undergo some changes.

 

Fee Structure:

 

Components M.A. In Organisation Development, Change and Leadership
Fees Sem I Sem II
Sem III Sem IV
FEE Tuition Fee 1,87,000 1,87,000 1,87,000 1,87,000
Examination Fee 1,000 1,000 1,000 1,000
CHARGES



Field Education / Internship / Experiential Learning Charges 6,000 6,000 6,000 6,000
IT Charges 2,000 2,000 2,000 2,000
Library Charges 1,500 1,500 1,500 1,500
Other Charges( ID Card, Convocation & Misc.) * 2,500 0 0 0
FUNDS Students' Competency Fund 0 0 0 0
Lab / Studio Fund 0 0 0 0
Development Fund 10,000 10,000 10,000 10,000
Students' Union Fund * 500 500 500 500
Alumni Fund * 0 500 0 0
Health Care Fund* 2,000 0 2,000 0
DEPOSITS Caution Deposits (Refundable at the time of exit from programme on submission of No Dues Certificate) 10,000 0    
  Semester wise Course Fee 2,22,500 2,08,500 2,10,000 2,08,000
  Yearly Fees 4,31,000 4,18,000
  Total Course Fee 8,49,000
Institute reserves the right to revise the Fee Structure of programmes if necessary.
Expenses related to Practicum / Study tour / Rural field work / Urban field work/Winter Institute, if any, will have to be met by the students themselves at the time of the activity.
No fee concession is available for self-finanaced programmes.

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