CHANGE MANAGEMENT Management 633 (Organizational Change and Development)

Transcription

1 CHANGE MANAGEMENT Management 633 (Organizational Change and Development) Richard W. Woodman Fall 2000 Wehner 433T MW 9:35-10:50 Phone: It must be considered that there is nothing more difficult to carry out, nor more doubtful of success, nor more dangerous to handle, than to initiate a new order of things. For the reformer has enemies in all those who would profit by the old order, and only lukewarm defenders in all those who would profit by the new order, this lukewarmness arising partly from fear of their adversaries, who have the laws in their favor; and partly from the incredulity of mankind, who do not truly believe in anything new until they have had actual experience of it. Thus it arises that on every opportunity for attacking the reformer, his opponents do so with the zeal of partisans, the others only defend him halfheartedly, so that between them he runs great danger. From The Prince Niccolo Machiavelli Course Objectives 1. To develop a theoretical and conceptual understanding of organizational change. 2. To develop a knowledge framework concerning organizational change that will contribute to your development as a human resource management professional. 3. To develop an appreciation for the key role of organizational diagnosis in effective change management and to begin to develop your skills as a diagnostician. 4. To continue to develop your abilities to effectively communicate both orally and in writing. Required Text Cummings, T. G. & Worley, C. G. (2001). Organization Development and Change, 7 th ed. Cincinnati, Ohio: South-Western College Publishing Company. Course Overview My desire for this course is that we get away from the traditional lecture format. As such, most classes will be largely discussion. We will also engage in some experiential exer-

2 cises and, if all goes well, have some guest lecturers. From time to time, I will deliver mini-lectures on selected topics. Class participation is crucial for the success of the course. Each of you will have the opportunity to be a discussion leader. Your responsibility will be to lead the class through a discussion of whatever material (text, article, or case) is assigned for that day. A key part of the discussion leader role is to prepare questions for the class to address. There will be several short thought papers that you will prepare individually and a group project that will be turned in at the end of the semester. Your group will make a formal presentation of their project at the end of the semester. There will be two examinations during the semester: an in-class exam at mid-semester and a take-home final exam. Course Evaluation Mid-semester exam (in class) 25% Final exam (take home) 25% Group project 25% Classwork * 25% * participation, discussion leader role, written thought papers Group Project The group project is an organizational diagnosis. You will be assigned to a project team. Each project team has the responsibility of finding an organization that (a) is experiencing problems, or (b) has recently undergone some type of organizational change. Your task is to diagnose the current problem and/or analyze the change that the organization has just undergone. You will present your results in class as well as provide a written report for my evaluation. (This report can also be given to the organization.) You will not be provided with specific directions for this project. However, I am available for consultation at any point. In addition, we will make class time available to further discuss issues and progress. It is the responsibility of your team to locate an organization, gather data, and decide how to create your report. Schedule of Topics & Readings Date: August 28 Assignment: Introduction to course

3 August 30 The Field of Organizational Change and Development: Chapter 1 September 4, 6 Chapters 2 & 3 Ozley & Armenakis (2000) Wind & Main (1998) September 11, 13 Managing the Change Process: Chapters 4 & 5 Abrahamson (2000) Kanter, Stein & Jick (1992) September 18, 20 Chapters 6 & 7 Akin & Palmer (2000) Beer & Nohria (2000) September 25, 27 Chapters 8 & 9 Argyris (1970) McMahan & Woodman (1992) October 2, 4 Chapters 10 & 11 Armenakis, Harris & Feild (1999) October 9, 11 Process Interventions Chapters 12 & 13 Wetlaufer (1999a) October 16 October 18 Review Mid-semester Exam October 23, 25 Technostructural Interventions: Chapters 14, 15, 16 Quinn & Sprietzer (1997) Wetlaufer (1999b) October 30,

4 November 1 HRM Interventions: Chapters 17 & 18 Christensen & Overdorf (2000) Pfeffer (1998) November 6, 8 Strategic Interventions: Chapters 19 & 20 Apgar (1998) November 13, 15 Change & Development in Different Contexts: Chapters 21, 22, & 23 Kanter (1999) November 20Class presentations of group project November 22Class presentations November 27Class presentations November 29Class presentations Written group project due Pick-up final exam (due Friday, December 8)

5 Management 633 Supplementary readings: Abrahamson, E. (2000). Change without pain. Harvard Business Review, July-August: Akin, G. & Palmer, I. (2000). Putting metaphors to work for change in organizations. Organizational Dynamics, Winter: Apgar, M. (1998). The alternative workplace: Changing where and how people work. Harvard Business Review, May-June: Argyris, C. (1970). Intervention theory and method. In Intervention Theory and Methods: A Behavioral Science View (pp ). Reading, MA: Addison-Wesley. Armenakis, A. A., Harris, S. G., & Feild, H. S. (1999). Making change permanent: A model for institutionalizing change interventions. In W. A. Pasmore & R. W. Woodman (Eds.), Research in Organizational Change and Development, Vol. 12 (pp ). Stamford, CN: JAI Press. Beer, M., & Nohria, N. (2000). Cracking the code of change. Harvard Business Review, May-June: Christensen, C. M., & Overdorf, M. (2000). Meeting the challenge of disruptive change. Harvard Business Review, March-April: Kanter, R. M. (1999). Change is everyone s job: Managing the extended enterprise in a globally connected world. Organizational Dynamics, Summer: Kanter, R. M., Stein, B. A., & Jick, T. D. (1992). The big three model of change. In The Challenge of Organizational Change (pp. 3-19). New York: The Free Press. McMahan, G. C. & Woodman, R. W. (1992). The current practice of organization development within the firm: A survey of large industrial corporations. Group & Organization Management, 17: Ozley, L. M., & Armenakis, A. A. (2000). Ethical consulting does not have to be an oxymoron. Organizational Dynamics, Spring: Pfeffer, J. (1998). Seven practices of successful organizations. California Management Review, Winter: Quinn, R. E. & Spreitzer, G. M. (1997). The road to empowerment: Seven questions every leader should consider. Organizational Dynamics, Autumn: Wetlaufer, S. (1999a). Driving change: An interview with Ford Motor Company s Jacques

6 Nasser. Harvard Business Review, March-April: Wetlaufer, S. (1999b). Organizing for empowerment. An interview with AES s Roger Sanat and Dennis Bakke. Harvard Business Review, January-February: Wind, J. Y. & Main, J. (1998). Why change? In Driving Change (pp. 7-18). New York: The Free Press.