BBA 306 Organization Effectiveness and Change Notes from Unnati Educations cover all 4 units of this GGSIPU BBA Semester 6 HRM elective in 68 pages, with 25 diagrams, 12 case studies, 44 short-answer and 28 long-answer questions, and 40 MCQs with answers. They follow the revised BBA syllabus that applies from academic session 2024-25.
Written by Prateek Talwar, Founder, Unnati Educations · Reviewed by Sheetal Kirola, BBA and B.Ed (University of Delhi, SOL) · Checked against the GGSIPU BBA Scheme and Syllabus w.e.f. 2024-25 (revised) · Updated 14 October 2026 · Editorial policy
Scheme: BBA (NEP based, revised) | Applies to: academic session 2024-25 onwards | Verified against: BBAwef2024_25_200125.pdf, ipu.ac.in
BBA 306 Organization Effectiveness and Change at a glance: GGSIPU BBA Sem 6 credits, units and exam pattern
BBA 306 sits in the HRM specialisation with BBA 308 Strategic HRM, as one of the HRM electives in the GGSIPU BBA Semester 6 papers.
| Item | Official detail |
|---|---|
| Code and title | BBA 306 · Organization Effectiveness and Change |
| Course and semester | BBA (3-year / 4-year Hons.), Semester 6 |
| Category | HRM elective: Major Elective (Discipline Specific Course) or Minor Elective (Inter-disciplinary Course), by the scheme you choose |
| Credits and hours | 4 credits · L-4, T-0 · 15 hours per unit |
| Marks | 100: 40 internal + 60 end-term |
| Internal 40 | Class test 15 + assignments, presentation, viva, group discussion or class participation 25 |
| End-term pattern | Not printed in the official PDF |
| Paired lab | None (theory-only paper) |
BBA 306 snapshot from the official BBA scheme and syllabus (w.e.f. 2024-25)
- Item
- Code and title
- Official detail
- BBA 306 · Organization Effectiveness and Change
- Item
- Course and semester
- Official detail
- BBA (3-year / 4-year Hons.), Semester 6
- Item
- Category
- Official detail
- HRM elective: Major Elective (Discipline Specific Course) or Minor Elective (Inter-disciplinary Course), by the scheme you choose
- Item
- Credits and hours
- Official detail
- 4 credits · L-4, T-0 · 15 hours per unit
- Item
- Marks
- Official detail
- 100: 40 internal + 60 end-term
- Item
- Internal 40
- Official detail
- Class test 15 + assignments, presentation, viva, group discussion or class participation 25
- Item
- End-term pattern
- Official detail
- Not printed in the official PDF
- Item
- Paired lab
- Official detail
- None (theory-only paper)
Electives run at the college's discretion, so confirm BBA 306 is offered before fixing your specialisation. Pass and re-appear rules are in GGSIPU Ordinance 11.
BBA 306 Organization Effectiveness and Change Notes unit-wise: 25 diagrams and 12 case studies across 4 units
These GGSIPU BBA Sem 6 Organization Effectiveness and Change notes give each unit author definitions, comparison tables, labelled diagrams, three case studies and an exam corner. Notes for the other papers sit under GGSIPU BBA notes.
BBA 306 Unit 1: Foundations of Organizational Change and Development
Pages 8 to 23. Separates change from OD (Beckhard, action research), lists forces of change with Indian examples like UPI and GST, then covers resistance with Kotter and Schlesinger's six methods, change agents, Kotter's 8 steps, ADKAR and Senge.
7 sections · 7 diagrams · cases: Tata Steel, Microsoft, Nokia · 11 short, 8 long questions, 10 MCQs.
Quick look: the three change models (from page 18)
| Basis | Lewin | Kotter | ADKAR |
|---|---|---|---|
| Given by | Kurt Lewin (1947) | John Kotter (1996) | Jeff Hiatt, Prosci |
| Steps | 3 | 8 | 5 outcomes |
| Focus | Organisation or group | Leadership-driven | Individual |
Quick look: Lewin vs Kotter vs ADKAR (from page 18)
- Basis
- Given by
- Lewin
- Kurt Lewin (1947)
- Kotter
- John Kotter (1996)
- ADKAR
- Jeff Hiatt, Prosci
- Basis
- Steps
- Lewin
- 3
- Kotter
- 8
- ADKAR
- 5 outcomes
- Basis
- Focus
- Lewin
- Organisation or group
- Kotter
- Leadership-driven
- ADKAR
- Individual
BBA 306 Unit 2: Organizational Culture, Climate, and Power Dynamics
Pages 24 to 38. Traces culture from founders to socialisation, with ten determinants, Robbins' seven dimensions and Hofstede's scores for India. Climate gets ten factors; power covers dependency, French and Raven's bases, nine influence tactics and political behaviour.
6 sections · 6 diagrams · cases: Tata Group, Netflix, Uber 2017 · 11 short, 7 long questions, 10 MCQs.
Quick look: Schein's levels of culture (from page 25)
| Level | Example |
|---|---|
| Artifacts (visible) | Office layout, dress code, rituals |
| Espoused values (stated) | Mission statement, code of conduct |
| Basic assumptions (unconscious) | "Seniority matters more than merit" |
Quick look: Schein's three levels (from page 25)
- Level
- Artifacts (visible)
- Example
- Office layout, dress code, rituals
- Level
- Espoused values (stated)
- Example
- Mission statement, code of conduct
- Level
- Basic assumptions (unconscious)
- Example
- "Seniority matters more than merit"
BBA 306 Unit 3: Conflict, Intergroup Behavior, and Negotiation
Pages 39 to 53. Moves from four views of conflict to Robbins' five-stage process, sources, types and Pondy's stages. Intergroup behaviour uses Sherif's Robbers Cave study; negotiation explains BATNA, ZOPA, five stages and Fisher and Ury.
8 sections · 6 diagrams · cases: Tata-Air India, Disney and Pixar, Sales vs Production · 11 short, 7 long questions, 10 MCQs.
Quick look: two ways to bargain (from page 49)
| Basis | Distributive | Integrative |
|---|---|---|
| Goal | Biggest share of a fixed pie | Expand the pie |
| Focus | Positions | Interests |
| Example | Price haggling | Union-management partnership |
Quick look: distributive vs integrative bargaining (from page 49)
- Basis
- Goal
- Distributive
- Biggest share of a fixed pie
- Integrative
- Expand the pie
- Basis
- Focus
- Distributive
- Positions
- Integrative
- Interests
- Basis
- Example
- Distributive
- Price haggling
- Integrative
- Union-management partnership
BBA 306 Unit 4: Creativity, Innovation, Gender, and Cross-Cultural Management
Pages 54 to 68. Covers Amabile's creativity model, Adams' six creative blocks, jugaad and disruptive innovation, then gender stereotypes, the glass cliff, inclusion and the POSH Act 2013, ending with Hall, Trompenaars, GLOBE and cultural intelligence.
7 sections · 6 diagrams · cases: ISRO's Mangalyaan, 3M, Walmart in Germany · 11 short, 6 long questions, 10 MCQs.
Quick look: Wallas' creative process (from page 55)
- Preparation: study the problem.
- Incubation: step away; the mind keeps working.
- Illumination: the "aha!" moment.
- Verification: test and refine the idea.
Thomas-Kilmann conflict-handling styles in organisational behaviour: excerpt from page 44 of the BBA 306 notes
Excerpt from page 44
5. Conflict Management Styles and Strategies
Conflict management means using resolution and stimulation techniques to reach the level of conflict a group actually needs. The aim is not to remove every disagreement. It is to keep conflict at a functional level, where it still produces new ideas and better decisions instead of hostility.
5.1 Conflict Management Styles (Thomas-Kilmann Model)
Kenneth Thomas and Ralph Kilmann (1974) built the Thomas-Kilmann Conflict Mode Instrument (TKI). It places every style on two scales: assertiveness, or how far you try to satisfy your own concerns, and cooperativeness, or how far you try to satisfy the other party's concerns. Five styles come out of these two scales.
Competing (forcing): high assertive, low cooperative, win-lose
Use it when quick, decisive action is needed, in emergencies, or for unpopular but vital decisions such as cost-cutting or discipline.
Collaborating (problem-solving): high assertive, high cooperative, win-win
Right when both sides' concerns are too important to compromise, when you need real commitment from both, or when the aim is to learn from each other.
Compromising (sharing): moderate on both, partial win and partial loss
Fits situations where the parties have equal power, a temporary settlement is enough, or time pressure rules out a full solution.
Avoiding (withdrawal): low assertive, low cooperative, lose-lose
Useful when the issue is trivial, when emotions need time to cool, or when the cost of the conflict is higher than any benefit from winning it.
Accommodating (smoothing): low assertive, high cooperative, lose-win
Choose it when you realise you are wrong, when the issue matters far more to the other side, or when goodwill and harmony are worth more than this one point.
On the page, a grid diagram plots the five styles against the two scales, with assertiveness on the vertical axis and cooperativeness on the horizontal one, so you can redraw it in the exam.
Do the BBA 306 notes cover the full GGSIPU syllabus?
Yes. Every topic in all four official units has its own numbered section, and the unit titles match the official PDF word for word.
| Official unit | Official topics | Where in the notes | Status |
|---|---|---|---|
| Unit I | Change and development; forces of change; resistance; management of change; Lewin, Kotter's 8-Step and ADKAR models; learning organizations | Sections 1-6, pages 8-20 | Covered |
| Unit II | Culture: definition, evolution, determinants, dimensions; climate; bases of power and influence; political behavior; impact of power and politics | Sections 1-5, pages 24-35 | Covered |
| Unit III | Sources and types of conflict; reactions; management styles and strategies; intergroup competition and collaboration; distributive and integrative negotiation; stages and strategies | Sections 1-7, pages 39-50 | Covered |
| Unit IV | Creativity; creative blocks; innovation processes and enablers; gender issues and inclusion; women in leadership; cross-cultural management | Sections 1-6, pages 54-65 | Covered |
BBA 306 official syllabus mapped to the notes
- Official unit
- Unit I
- Official topics
- Change and development; forces of change; resistance; management of change; Lewin, Kotter's 8-Step and ADKAR models; learning organizations
- Where in the notes
- Sections 1-6, pages 8-20
- Status
- Covered
- Official unit
- Unit II
- Official topics
- Culture: definition, evolution, determinants, dimensions; climate; bases of power and influence; political behavior; impact of power and politics
- Where in the notes
- Sections 1-5, pages 24-35
- Status
- Covered
- Official unit
- Unit III
- Official topics
- Sources and types of conflict; reactions; management styles and strategies; intergroup competition and collaboration; distributive and integrative negotiation; stages and strategies
- Where in the notes
- Sections 1-7, pages 39-50
- Status
- Covered
- Official unit
- Unit IV
- Official topics
- Creativity; creative blocks; innovation processes and enablers; gender issues and inclusion; women in leadership; cross-cultural management
- Where in the notes
- Sections 1-6, pages 54-65
- Status
- Covered
These BBA 306 Organization Effectiveness and Change IPU notes keep the official wording, so you can tick topics off the PDF. Official source: BBA Scheme and Syllabus, w.e.f. 2024-25 (revised).
Each course in GGSIPU notes is checked this way.
How to write BBA 306 answers: model-based long answers, comparison tables and HOTS case answers
BBA 306 is a paper of models, so a strong answer shows the right author and year, the steps in order, and an example that applies them. The notes back every core concept with a named author (Robbins, Beckhard, Schein, Fisher and Ury) and give 25 diagrams you can redraw in two minutes. A common slip is mixing up the order of Kotter's 8 steps or ADKAR's five outcomes, so learn each as a fixed sequence.
For a long answer, use this shape: definition with author, a labelled diagram, numbered steps or features, a comparison table, then a case from the unit. Write "Distinguish between" questions (culture vs climate) as a table with a "Basis" column, as the notes do.
Since these are Organization Effectiveness and Change notes in English with short, numbered points, you can reuse their phrasing directly. The "Remember" box on page 10 gives the line worth memorising: every OD effort is a change, but not every change is OD.
Worked example: Unit 1 HOTS practice case (page 23)
A 40-year-old Delhi FMCG firm wants every distributor on an ordering app. Senior sales staff trust the old phone system, distributors fear extra cost, younger staff are keen.
- Driving forces: the owners' decision to go digital, support from younger staff.
- Restraining forces: habit among senior staff, distributors' fear of cost.
- ADKAR barrier point: senior staff have Awareness but lack Desire, so answer "what's in it for me" before training.
- Kotter's first four steps: show lost-order data (urgency), add a respected senior salesperson to the coalition, state a simple vision, then communicate it everywhere.
Practise this format on GGSIPU BBA important questions.
BBA 306 exam corner: 44 short-answer and 28 long-answer questions plus 40 answered MCQs by unit
| Unit | Short answer | Long answer | MCQs with answers | Cases + HOTS |
|---|---|---|---|---|
| Unit 1 | 11 | 8 | 10 | 3 + 1 |
| Unit 2 | 11 | 7 | 10 | 3 + 1 |
| Unit 3 | 11 | 7 | 10 | 3 + 1 |
| Unit 4 | 11 | 6 | 10 | 3 + 1 |
BBA 306 exam corner per unit (notes label short answers 2-5 marks, long answers 10-15 marks)
- Unit
- Unit 1
- Short answer
- 11
- Long answer
- 8
- MCQs with answers
- 10
- Cases + HOTS
- 3 + 1
- Unit
- Unit 2
- Short answer
- 11
- Long answer
- 7
- MCQs with answers
- 10
- Cases + HOTS
- 3 + 1
- Unit
- Unit 3
- Short answer
- 11
- Long answer
- 7
- MCQs with answers
- 10
- Cases + HOTS
- 3 + 1
- Unit
- Unit 4
- Short answer
- 11
- Long answer
- 6
- MCQs with answers
- 10
- Cases + HOTS
- 3 + 1
- Unit 1 (long): Critically explain Lewin's Three-Step Model along with Force Field Analysis. Three steps with actions, driving vs restraining forces, merits and limitations.
- Unit 2 (short): Name the bases of power given by French and Raven. Legitimate, reward, coercive, expert, referent, plus information (Raven, 1965).
- Unit 3 (short): Distinguish between a mediator and an arbitrator. A mediator facilitates but cannot impose; an arbitrator can dictate the agreement.
- Unit 4 (short): Explain the glass ceiling and glass cliff. Invisible barrier to top posts; leadership given in a crisis (Ryan and Haslam, 2005).
The BBA 306 notes set 44 short-answer and 28 long-answer questions across 4 units, plus 40 MCQs with answers and 4 HOTS practice cases.
More practice sits in the BBA 306 important questions.
Who writes and checks the BBA 306 Organization Effectiveness notes?
- Prateek Talwar (author): Founder, Unnati Educations. Associate Company Secretary (ACS), ICSI, since 15 May 2019; B.Com, University of Delhi (SOL), 2012. Author profile
- Sheetal Kirola (subject reviewer): BBA and B.Ed, University of Delhi (SOL); 6 years of experience in BBA subjects. Reviewer profile
The 2026-27 edition follows the revised 2024-25 BBA scheme and adds an Indian legal framework table in Unit 4 (Maternity Benefit Amendment 2017, POSH Act 2013). Last updated 14 October 2026. See our editorial policy.
The same team prepares GGSIPU important questions for every course.
BBA 306 and the GGSIPU BBA Sem 6 papers it connects to
BBA 306 has no lab; its best companion is the GGSIPU BBA syllabus.
In Semester 6, Unit 1 restructuring and Unit 2 culture feed BBA 308 Strategic HRM (culture management, HR in mergers), and Unit 4 inclusion supports its DEIB topics. BBA 302 Business Policy and Strategy ends with implementation through culture, structure and leadership, the ground Units 1 and 2 cover.
From the Semester 5 HRM electives, Unit 3 negotiation repeats ideas from BBA 303 Negotiation Skills, and the Unit 2 power bases build on BBA 305 Leadership, Power and Politics.
BBA 306 Organization Effectiveness notes FAQs
How do I get the full BBA 306 notes?
Send the code BBA 306 to the Unnati Educations GGSIPU desk on WhatsApp at 9899436384. The full notes come only as a printed book and are not available as a PDF. Delivery takes a maximum of 5 to 7 days, and the rest depends on your location.
Is BBA 306 compulsory in GGSIPU BBA Semester 6?
No. BBA 306 is an elective in the Human Resource Management specialisation. Under the Major-Minor scheme you pick two major papers and one minor paper; under the Double Major scheme, two papers for each major. BBA 306 counts as a Major Elective if HRM is your major and a Minor Elective if it is your minor. Colleges offer electives at their discretion.
What is the passing mark for BBA 306?
BBA 306 is marked out of 100: 40 internal and 60 end-term. The internal 40 is a 15-mark class test plus 25 marks for assignments, presentations, viva, group discussion or class participation. The BBA scheme PDF does not print a pass percentage, so take the minimum marks and re-appear rules from GGSIPU Ordinance 11 on ipu.ac.in or from your college.
Which BBA 306 unit has the most diagrams?
Unit 1 has 7 of the 25 diagrams: forces of change, the change process, Lewin's three steps, Force Field Analysis, Kotter's 8 steps, ADKAR and Senge's five disciplines. Units 2, 3 and 4 have 6 each, including Schein's culture pyramid, the Thomas-Kilmann grid and Amabile's three-component model, each labelled so you can redraw it in an answer.
Do the BBA 306 notes follow the revised 2024-25 syllabus?
Yes. They are written for the revised NEP based BBA scheme that applies from academic session 2024-25. All four unit titles match the official PDF exactly, and every listed topic, from the ADKAR model in Unit 1 to cross-cultural management in Unit 4, has its own section. Page 2 reprints the official course outcomes and CO-PO mapping.
How is BBA 306 different from BBA 303 Negotiation Skills?
BBA 303, a Semester 5 HRM elective, is a full negotiation paper with WATNA, persuasion, hardball tactics and ethics. In BBA 306, negotiation is only the last part of Unit 3, after conflict and intergroup behaviour. The shared ground is distributive vs integrative bargaining, BATNA, ZOPA and the Thomas-Kilmann styles, so BBA 303 students revise Unit 3 faster.
Get the full BBA 306 Organization Effectiveness and Change Notes on WhatsApp
| Part | Pages | Inside |
|---|---|---|
| Outline and index | 1-7 | Objectives, CO-PO mapping, readings |
| Unit 1 | 8-23 (16) | 7 diagrams, 19 questions, 10 MCQs |
| Unit 2 | 24-38 (15) | 6 diagrams, 18 questions, 10 MCQs |
| Unit 3 | 39-53 (15) | 6 diagrams, 18 questions, 10 MCQs |
| Unit 4 | 54-68 (15) | 6 diagrams, 17 questions, 10 MCQs |
Pages and content per unit in the BBA 306 notes book
- Part
- Outline and index
- Pages
- 1-7
- Inside
- Objectives, CO-PO mapping, readings
- Part
- Unit 1
- Pages
- 8-23 (16)
- Inside
- 7 diagrams, 19 questions, 10 MCQs
- Part
- Unit 2
- Pages
- 24-38 (15)
- Inside
- 6 diagrams, 18 questions, 10 MCQs
- Part
- Unit 3
- Pages
- 39-53 (15)
- Inside
- 6 diagrams, 18 questions, 10 MCQs
- Part
- Unit 4
- Pages
- 54-68 (15)
- Inside
- 6 diagrams, 17 questions, 10 MCQs
Format: a 68-page printed book; each unit closes with a revision table, glossary and HOTS case. Not sold as a PDF. Delivery takes a maximum of 5 to 7 days; the rest depends on your location.
Order the BBA 306 notes book on WhatsApp (4 units, 68 pages)
Unnati Educations is an independent education provider based in Vikaspuri, Delhi. We are not affiliated with, authorised by, or endorsed by Guru Gobind Singh Indraprastha University (GGSIPU). 'GGSIPU' and 'IPU' are used only to describe the syllabus our notes follow. For official information, visit ipu.ac.in.
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