Course Outline (Undergraduate):

Transcription

1 Course Outline (Undergraduate): Course Title Managing Organisational Change Course Code HRM321 Faculty of Business Semester 2, 2007 DISABILITY AND LEARNING SUPPORT SERVICES The University offers a range of services and supports for students with a disability and it is important that these are negotiated early in the semester. Students who require alternative arrangements such as Special Exam Arrangements and assessment or study support should discuss their needs with the Disability Services Officer and/or the Course Coordinator as soon as possible. The university offers a range of academic skills services to assist students with the development of writing and study skills. Workshops on topics such as critical thinking, clearer writing and essay writing are held most weeks throughout the semester. Learning fact sheets are also readily available on the intranet ( Students can also make an appointment with an academic skills adviser at Student Services for one-on-one assistance with study and academic writing skills.

2 Course Outline (Undergraduate): HRM321 Managing Organisational Change Page 2 FIELD OF EDUCATION FUNDING CLUSTER 2 WORK EXPERIENCE IN INDUSTRY Indicate whether this course involves work experience in industry by ticking () one of the following boxes: This course involves work experience in industry. This course does not involve work experience in industry. If the course involves work experience in industry, indicate the basis on which this occurs by ticking () one of the following boxes: Learning and performance is directed by USC or persons engaged by USC. Learning and performance is supported by USC or persons engaged by USC. No support is provided for learning and performance by USC or persons engaged by USC. PROGRAM(S) Bachelor of Business (Human Resource Management) MAJORS AND MINORS Human Resource Management Major Human Resource Management Minor Management Major REQUIRED COURSE IN PROGRAM Bachelor of Business (Human Resource Management) Bachelor of Business (Management) CONTACT HOURS Lecture: 1 Hour Tutorial: 2 hours PRE-REQUISITES BUS104 Managing the Organisation MODE Internal: Students who undertake all courses in which they are enrolled through attendance on campus, either in Australia or at an offshore location. UNITS 12 credit points ENROLMENT RESTRICTIONS Nil

3 Course Outline (Undergraduate): HRM321 Managing Organisational Change Page 3 COURSE COORDINATOR Dr Lesley Willcoxson Office: K1.07 Telephone: (07) Lesley.Willcoxson@usc.edu.au Consultation Times: Times: Tuesdays, 1:00pm 2:00pm; Wednesdays, 9:00pm 10:00pm COURSE MODERATOR Wayne Graham Office: K2.45 Telephone: (07) wgraham@usc.edu.au Consultation Times: COURSE DESCRIPTION TO BE USED FOR STUDENT HANDBOOK This course provides an integrated approach to the theory and practice of organisational change and organisational development and their management. The course covers the processes involved in managing and leading change, in particular from a planned change perspective. Various types of organisational change and development interventions are explored and students are exposed to the challenges related to choosing appropriate interventions. The course will also consider the design and implementation of such interventions. Transformational or 'second-order' change is also covered and students are challenged to consider the need for organisations to be transformed in the context of an increasingly turbulent environment. LEARNING OUTCOMES USC Graduate Attributes To understand To have relevant, disciplinebased knowledge, skills and values To be able to apply and evaluate knowledge To think To value and respect reason To be able to reason competently To communicate To speak, listen and write competently To be competent users of information and communication technologies To initiate To be constructive and creative To be enterprising To value To have self-respect and a sense of personal agency To have a sense of personal and social responsibility To understand and apply ethical professional practices Learning Objectives On completion of this course students should be able to: Case Analysis Learning/Assessment Tasks Oral Change Presentation Consultancy Final Exam 1. Describe critical factors in achieving change in organisations. 2. Critically analyse theories of and approaches to organisational change. 3. Present succinct and persuasive oral accounts of potential organisational change strategies. 4. Write an organisational change consultancy report. 5. Develop a well-researched organisational change plan that is responsive to identified needs and constraints. 6. Utilise ethical practice frameworks in decisionmaking related to organisational change. 7. Identify sustainable approaches to change management.

4 Course Outline (Undergraduate): HRM321 Managing Organisational Change Page 4 LEARNING/ASSESSMENT DETAILS Learning/Assessment Tasks Submission via Due Date Word Length Assessment Weighting Hard Copy Safe Assignment Case Study Analysis Week 5 2,000 max. 10% Oral Presentation To be advised n/a 10% Organisational Change Consultancy Week 13 5,000 max. 45% Final Examination Exam Period TBA 35% Safe Assignment is used by universities for preventing plagiarism and ensuring that all students are fairly assessed on their own learning achievements. Learning/Assessment Tasks ticked above in the Safe Assignment column are to be submitted electronically to Safe Assignment via Blackboard. Late submission of assignments The approach to late submission will be discussed in the first lecture. Please note that assignments will not be accepted after the first marked assignments have been made available to students. LEARNING/ASSESSMENT TASKS Learning/Assessment Task 1: Case Study Analysis 10 marks Description: Critically analyse the utility of two perspectives on organisational change (see text book pp. 7-20) by applying them to Case 1 William Angliss Institute of TAFE: changing structures, processes and boundaries (in text book pp ). Notes on the task: 1. Before commencing this task, you will need to read through the first chapter of the textbook and the case study and decide which two perspectives on organisational change best allow you to explain what has happened in the organisation and why this has happened. If you wish to discuss the case with reference to more than two perspectives you may do this, but your focus should be on the main two perspectives you have chosen. There is no one correct response to this task and no perspective that is inappropriate, but the onus is on you to demonstrate how the perspectives you have chosen fit the case 2. The requirement to critically analyse the perspectives implies that you need to not only demonstrate how these perspectives may be used to describe the elements of the case, but also how the elements of the case illustrate the strengths and weaknesses of the perspectives. 3. In presenting your analysis of the case you may speculate on events, behaviours and attitudes, but if you do this you must detail the basis for the assumptions you are making and these must be demonstrably tied to the given details of the case or to research findings presented in relevant academic literature. 4. This is an advanced level course, and this means that you are required to demonstrate capacity to research in the area of study. It is expected that your critical analysis of the organisational change perspectives will be supported by at least eight references to appropriate literature, including no more than one text book additional to the set text for this course. It is also expected that the reference list will be presented at the end of your assignment using Harvard referencing. You are encouraged to find journal articles or books that provide insights into the perspectives beyond those provided by the text. Assessment Criteria: Critical analysis of perspectives (7 marks) Justification for choice of perspectives, argued with reference to case and/or other perspectives Comparison of utility of each perspective for explaining the case and discussion of strengths and weaknesses of each perspective

5 Course Outline (Undergraduate): HRM321 Managing Organisational Change Page 5 Logical argument developed, well constructed grammatically Analysis of case (1 mark) Arguments made relate to demonstrable facts of case and/or reasonable inferences Analysis of case is comprehensive, covering all major case elements Support for arguments (2 marks) At least eight references including two textbooks at most - used to support arguments In-text referencing and list of references presented using correct Harvard referencing format Learning/Assessment Task 2: Oral Presentation 10 marks Description: In pairs, you are required to choose an article from the book of readings. In tutorials, commencing in week 4, you and your partner will present a minute critical evaluation of the article, focussing on the efficacy of the change management processes, outcomes and/or theories described. Your presentation should involve the use of appropriate transparencies, PowerPoint slides, illustrations, posters, visual aids, or handouts. Following or during the presentation, you are required to facilitate question and answer session. Your presentation will be assessed by your tutor, but your presentation will also be evaluated by your peers, who will complete an evaluation of your presentation using a standard feedback form. At the end of your presentation, one or two of your peers will be chosen to give you feedback using the PIP principle Positive, Improve, Positive. This feedback process is designed to help build your workplace communication skills. As an organisational change agent you can be sure that you will be involved in having to identify key issues, assess the merits of various approaches to dealing with these issues, and present these issues and your recommended approaches to others in the organisation using communication that is clear and persuasively. Assessment Criteria: Marks for this assessment item will be allocated for both the content and form of your presentation. Content (6 marks) Effective overview of the major issues and ideas presented in the article (2 marks) Critical analysis of the efficacy of the change management processes or theories described (2 marks) Discussion of ethical implications of change management processes utilised or described (1 mark) Recommendations for alternative approaches to those described in the article or justification of your support for the approaches described in the article (on the basis of theory and/or practice) (1 mark) Process (4 marks) Effective presentation involving both presenters to be assessed, using presentation feedback form, on basis of: o pace o clarity o structure o use of visual aids or other support material, o non-verbal communication o verbal communication style o effectiveness in facilitating questions and/or learning by the audience Learning/Assessment Task 3: Organisational Change Consultancy 45 marks Description: This assessment task requires you to assume the role of an organisational change consultant. The end product of your consultancy will be a report detailing your analysis of a real case, your recommendations for change, and an implementation plan.

6 Course Outline (Undergraduate): HRM321 Managing Organisational Change Page 6 Your task is to develop an organisational change management plan for Telstra, specifically applicable to the call centre that is the focus of the Four Corners program Tough Call. Your plan should be presented in the form of a case analysis report (see pp of the Communication Skills Handbook, and especially section 4.3). This report should include a title page, executive summary, table of contents, introduction, analysis (identification of case issues, problem analysis and justification), alternative solutions, recommendations, implementation plan, list of references, appendices (if appropriate). In your discussion focussed on problem identification and case analysis you should discuss/critique the organisation (Telstra and/or the call centre, as appropriate) with reference to: change perspectives that explain what is happening/has happened; the principles that appear to be driving or guiding change; cultural issues associated with change; the change process; HRM and leadership roles in change; resistance to change and the basis for this; In your discussion relating to the change management plan you should evaluate the efficacy of a variety of potential change processes, taking into account issues such as strategic alignment, organisational culture, resistance to change, ethical practice; make and justify recommendations regarding the change process to be used, taking into account HRM, leadership roles, training and development processes, sustainability of change; develop an implementation plan for the change process, including a plan for evaluating the success and sustainability of the change. Notes on the task: 1. You will need to watch the Video or DVD Tough Call (available in the Library reserve collection) to obtain details of the past and current situation that is the focus of this assessment task. It is recommended that you watch Tough Call once to get a feel for what is happening and has happened, then watch it a second time, making notes while watching. You might then like to use Section 4.2 of the Communication Skills Handbook (the case study) as a general strategy for organising your thoughts about the case, or use some of the questions on the sheet Analysing an HRM Case Study to guide your thinking. 2. It is recommended that you supplement your understanding of the case study organisation Telstra - by accessing information available on the corporate website. 3. You must write this consultancy report by yourself, as an individual assignment. Prior to the writing of the report, however, you may consult with fellow students, with academic staff or utilise other resources you think appropriate to help you develop a good understanding of the organisational context, the case issues and/or what is required in the report. This sort of consultation is typically what consultants would do in the workplace. Plagiarism of others reports, failure to acknowledge the source of ideas or words that are not your own, or collusion in the writing of the report is, however, not acceptable behaviour for a consultant. In the context of this assessment task such unacceptable behaviour will be severely penalised. 4. Tutorials have been designed to expose you to reports on a range of potential change strategies (and the problems associated with them), and also to give you practice in activities such as case analysis that you will need to undertake as part of this assessment task. Tutorials will also provide you with opportunities to talk about this assessment task. You are strongly advised to attend all of them. Assessment Criteria: Analysis of case issues (15 marks) Problems in the organisation, and symptoms of these, have been identified (3 marks) Problems, and their effects on the organisation, have been analysed with reference to theory (12 marks) o Principles that appear to be driving or guiding change have been discussed o Cultural issues associated with change have been analysed o Change perspectives that explain what is happening/has happened have been utilised

7 Course Outline (Undergraduate): HRM321 Managing Organisational Change Page 7 o o o The change process used in the organisation has been analysed HRM and leadership roles in change have been analysed Resistance to change and the basis for this has been discussed and explained Development of change management plan (25 marks) The efficacy of a variety of potential change processes has been discussed, taking into account issues such as strategic alignment, organisational culture, resistance to change, and ethical practice (10 marks) Recommendations regarding the change process to be used have been made and justified, taking into account HRM, leadership roles, training and development processes, sustainability of change (7 marks) An implementation plan for the change process has been presented and this includes a plan for evaluating the success and sustainability of the change (8 marks) Support for arguments (5 marks) At least twelve references including two textbooks at most have been used to support arguments In-text referencing and list of references are presented using correct Harvard referencing format Discussion of issues is logical, and well constructed grammatically Report is professionally presented Learning/Assessment Task 4: Final Examination 35 marks Description: The final examination will consist of two parts. Part 1 will examine your knowledge of the theoretical and conceptual material covered in the course. You will be required to provide short answers of approximately 100 words to five of eight questions. Part 2 will examine your ability to analyse organisational change issues, develop appropriate approaches to organisational change, and apply the knowledge you have gained through doing this course. You will be required to answer questions relating to a case study. Assessment Criteria: Marks for this assessment task will be allocated on the basis of the relevance and completeness of each answer. The marks allocated to each question will be indicated on the exam paper. Conditions for Passing Course To achieve a pass in this course, students must: 1. Complete all items of assessment; 2. Perform satisfactorily in all items of assessment; 3. Achieve at least a Pass level in the exam; 4. Submit specified assessment items via Safe Assignment COURSE SCHEDULE Week Comm Teachin g Week 16 July 1 Chapter 1: Introduction to change management Content Focus of Week Tutorial Activities Assessment 23 July 2 Why, how, who, when and what stories from an organisational change agent Ms Marion Wands Senior HR Officer, USC No tutorials Formation of pairs for oral presentation Discussion of presentation skills and oral presentation assessment criteria Case study analysis practice The ethics and consequences of change 1 Scott Paper, Sunbeam

8 Course Outline (Undergraduate): HRM321 Managing Organisational Change Page 8 Week Comm Teachin g Week 30 July 3 Chapter 2: Understanding change 6 Aug 4 Chapter 3: Strategy and change Mr Jason Law, Area Manager, Telstra 13 Aug 5 Chapter 4: The change process Dr David Foster guest lecturer 20 Aug 6 Chapter 5: New forms of organising Dr David Foster guest lecturer 27 Aug 7 Chapter 6: HRM & organisational change Using HRM and the Australian Business Excellence Framework to create sustainable change Ms Belynda Howard, HR Manager, Juniper Development Group Content Focus of Week Tutorial Activities Assessment 3 Sep 8 Chapters 6 and 7: HRM and leadership for organisational change 10 Sep 9 The challenges of change leadership Professor Ed Fitzgerald Dean, Faculty of Business 1 Oct 10 Chapter 8: Power and resistance to change 8 Oct 11 Chapter 9: Measuring and evaluating change 15 Oct 12 Chapter 10: The problems of human adjustment and economic sustainability and Al Dunlap The ethics and consequences of change 2 Scott Paper, Sunbeam and Al Dunlap Discussion of organisational change consultancy Work assignment p. 66 Telstra and the balanced scorecard sustainable strategic change work assignment p. 102 Assessment of change needs and application of change tools to WAIT Personal approaches to change Skill development: Using the Australian Business Excellence Framework to bring about change Skill development: Using the Australian Business Excellence Framework to bring about change Change leadership case analysis The ethics of change leadership Mid Semester Break September Change leadership practical tools Evaluating change at Telstra Sustainable change exercise 22 Oct 13 Review Questions and answers st Oct Study Break 1 Nov 18 Nov Exams 19 Nov Inter Semester Break commences Case study analysis due 13 August Organisational change consultancy report due

9 Course Outline (Undergraduate): HRM321 Managing Organisational Change Page 9 PRESCRIBED TEXT(S) Graetz, F, Rimmer, M, Lawrence, A & Smith, A 2006, Managing Organisational Change, 2nd edn, John Wiley and Sons, Milton. Summers, J & Smith, B 2006, Communication Skills Handbook, 2nd edn, John Wiley and Sons, Milton. RECOMMENDED READINGS Anderson, L. & Anderson, D. 2001, The Change Leader s Roadmap, Jossey-Bass, San Francisco. Argyris, C. 1999, On Organizational Learning, Blackwell, Oxford. Argyris, C. & Schön, D. 1999, Organizational Learning II, Addison-Wesley, Massachusetts. Bolman, L.G. & Deal, T.E. 1997, Reframing Organizations: Artistry, Choice, and Leadership, 2nd edition, Jossey-Bass, San Francisco. Burnes, B. 2004, Managing Change. A Strategic Approach to Organisational Dynamics, Prentice Hall, London. Carlopio, J., Andrewartha, G. & Armstrong, H. 2001, Developing Management Skills, Pearson Education, Sydney. Carnall, C. 2003, Managing Change in Organisation, 4th Edition. Prentice Hall, London. Daft, R. 2005, The Leadership Experience, Thomson South Western, Ohio. Dawson, P.M.B. 2003, Understanding Organizational Change: The Contemporary Experience of People at Work, Sage Publications, London. Dunphy, D., Griffiths, A., & Benn, S. 2003, Organizational Change for Corporate Sustainability, Routledge, London. Flood, R.L. 1999, Rethinking the Fifth Discipline, Routledge, London. French, W. L. & Bell, C. H. 1999, Organization Development: Behavioural Science Interventions for Organization Improvement, 6th edition, Prentice Hall, Englewood Cliffs, NJ. French, W. L., Bell, C. H, & Zawacki, R.A. 2004, Organization Development and Transformation: Managing Effective Change, 6th edition, McGraw-Hill/Irwin. Grint, K. 2000, The Arts of Leadership, Oxford University Press, Oxford. Hammer, M. & Champy, J. 1994, Reengineering the Corporation: A Manifesto for Business Revolution, HarperCollins Publishers, New York. Hayes, J. 2002, The Theory and Practice of Change Management, Palgrave Macmillan. Johnson, G. & Scholes, K. 2004, Exploring Strategic Change, Financial Times/Prentice Hall, London. Jones, G.R Organizational Theory, Design, and Change, 4th Edition, Prentice Hall. Mintzberg, H. 1994, The Rise and Fall of Strategic Planning, Prentice Hall, New York. Peters, T.J. & Waterman, R.H In Search of Excellence: Lessons from America s Best-Run Companies, HarperCollins Publishers, Sydney. Salaman, G. & Asch, D. 2003, Strategy And Capability: Sustaining Organizational Change, Blackwell Publishers, Oxford. Schein, E. 1985, Organizational Culture and Leadership, Jossey-Bass, San Francisco. Senge, P. 2000, The Fifth Discipline: The Art and Practice of The Learning Organization, Random House Australia, Milson s Point. Spector, B. 2007, Implementing Organizational Change. Theory and Practice, Prentice Hall, New Jersey. Stringham, B. & Stephens, J. 2005, Finding the Priority Path. Overcoming Organizational Obstacles, Thomson, Ohio. Thornhill, A. et al 2000, Managing Change: A Human Resource Strategy Approach, Financial Times/Prentice Hall, London. Waddell, D.M., Cummings, T.G. & Worley, C.G. 2004, Organisation Development & Change, Thomson, South Melbourne. Whiteley, A. 1999, Managing Change. A Core Values Approach, Macmillan Education, Melbourne. Yukl, G. 2001, Leadership in Organizations, Prentice Hall, New Jersey. JOURNALS Academy of Management Executive Academy of Management Journal Academy of Management Review Administrative Science Quarterly Asia-Pacific Journal of HRM HR Monthly Human Resource Management (CCH) - Industrial & Labour Relations Review International Journal of HRM Journal of Applied Behavioral Science Journal of Change Management

10 Course Outline (Undergraduate): HRM321 Managing Organisational Change Page 10 Journal of Management Journal of Management Consulting Journal of Management Inquiry Journal of Management Studies Journal of Organisational Change Management Leadership and Organization Development Journal Organization Science Organizational Dynamics Strategic Change ASSESSMENT CONDITIONS (Faculty of Business Undergraduate Standard) Faculty of Business guidelines and information relating to the administration of courses are located on the Student Intranet as follows: Student Assessment Items - Guidelines sment_items_guidelines.doc Faculty of Business Assessment Item Cover Sheet em_cover_sheet.doc. Do not make up your own assessment item cover sheet. Variations to Assessment - Guidelines Assessment_Guidelines.doc Plagiarism Where specified in the Learning/Assessment Details, submit assessment items through Safe Assignment via Blackboard: Brief step-by-step instructions at: /usc/business/aa_safe_assignment/safe_assignment_instructions_for_bb.pdf Hard copies of the above guidelines and information are also available from the Faculty of Business Reception and Administration Office. Grade Levels Grades shall be awarded on the following basis: HIGH DISTINCTION where a student achieves an exceptionally high level of performance and / or competence plus the production of original work and demonstrated awareness of all significant elements of the course. DISTINCTION CREDIT PASS FAIL where a student achieves a high level of performance and / or competence plus the production of original work and demonstrated awareness of all significant elements of the course. where a student achieves a level of performance and / or competence substantially above the minimum requirements of the course. where a student achieves a level of performance and / or competence which satisfies the minimum requirements of the course. where a student has not satisfied the minimum requirements of the course.