MYKOLO ROMERIO UNIVERSITETAS SOCIALINöS INFORMATIKOS FAKULTETAS. Doktorantūros studijų dalyko programa CHANGE MANAGEMENT 4 ECTS.

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1 MYKOLO ROMERIO UNIVERSITETAS SOCIALINöS INFORMATIKOS FAKULTETAS Doktorantūros studijų dalyko programa CHANGE MANAGEMENT 4 ECTS Vilnius Programą pareng Doc.dr. Aelita Skaržauskien

2 CHANGE MANAGEMENT PROGRAM The program is designed for Mykolas Romeris University doctoral (post-graduate) students. The study module is elective. ANNOTATION. Change management is a structured approach to transitioning individuals, teams, and organizations from a current state to a desired future state. The Change management program takes a look at the basic principles of change management and discusses the main theories interpreting the processes within the organization and focuses on management of the organizational changes and organizational behaviour. The field of change management grew from the recognition that organizations are composed of people. And the behaviors of people make up the outputs of an organization. Change management is a basic skill in which most leaders and managers need to be competent. COURSE OBJECTIVES. The main objective of the program is to motivate the individual participant to work on and manage changes, to learn about the premises that have to be in place for the changes to be successful. The program provides a theoretically-driven review of methods for how to plan, organize and control projects. Course assignment involves written exam. LEARNING OUTCOMES. On successful completion of this course the student will be able to: to evaluate the role and importance of Change management in the context of other social sciences and to use the creatively the methods and theories of Change management to meet the need of modern organization in the challenging world; to determine the sources and the nature of the organizational problems and to create independently efficient change management systems by generating new strategies for organization development; to identify the tendencies of environmental changes, recognize the need for organizational change, to predict organizational challenges and to offer optimal ways of implementing organizational change students will achieve the necessary knowledge and skills to manage the people-side of change processes, to achieve the required outcomes, and to realize the change effectively within the individual change agent, the inner team, and the wider system. 2

3 1. WHAT IS STRATEGIC/ORGANIZATIONAL CHANGE? Organization wide vs. smaller changes: change in vision, change in mission, restructuring to self-managed teams, mergers, re-engineering etc. What provokes change? Major outside driving force: need to address major new market/clients, need for dramatic increase in productivity, services, grow etc. Entrepreneurial organization. Conflicting goals. Organizational and personal change management, process, plans, change management and business development. 2. THE CHANGE PROBLEM Defining the outcomes of the change efforts ( why problem). Identifying the changes necessary to produce the outcomes ( what problem). Finding and implementing ways and means of making required changes ( how problem). Lewin's freeze phases. Unfreezing techniques, Transitioning techniques, Refreezing techniques. ADKAR Modell (Learn how to build awareness, create desire, develop knowledge, foster ability and reinforce changes in your organization). Change problem formulation. Management tasks and processes involved in changing strategies. Top-down and bottom-up are strategies, 3. MANAGING CHANGE Diagnosing the current situation. Scope of change required. Contextual/Cultural factors. The context: time, preservation, diversity, capability, capacity, readiness. Context of culture. Culture as source of conflict or synergy. Hofstede analysis: Power Distance Index, Individualism, Masculinity, Uncertainty Avoidance Index, Long-Term Orientation. Styles of management, roles of strategic leaders: concentration of authority, education and communication, collaboration or participation, intervention, direction, coercion. Communication and tactics. Big bang. Reconstruction. Revolution. Adaptation. Evolution. Strategic leadership. Steps to transforming the organization (J.Kotter). Change Management life cycle. Three levels of change: The self, the team or the (small) organization and the wider system that surrounds the team or the small organization or the organizational unit 3

4 4. MANAGING CHANGE BY PROJECTS Managing change by projects. Attributes of Projects plans. The definition of a "project". The success criteria of a project. The environment of a project. The project life cycle. The past and future of project management. Project management as management science and profession. Common elements of a project plan. Project plan development. Project plan execution. Integrated change control: modern view. Project management tools. 5. RESISTANCE TO CHANGE Modern principles which underpin successful change. The leverage point in change management. Resistance as information for leaders. Individual sources of resistance. Social system sources of resistance. Characteristic behavior of persons at crisis. Protective mechanisms. Common irrational expectations. Definition of conflict in change management. Precedents of conflict. Signs and symptoms of conflict. Potential consequences of conflict. Intergroup and intersubsystem dynamics. The Five Stage Theory of Resistance (A.M.Freedman). Decision-making template (Sh. D. Morgen). Dx Vx F >R (D - dissatisfaction with the present situation, V- a vision of what is possible, F- first steps toward reaching the vision, R- resistance to change)(d.gleicher). The consequences of managed vs. mismanaged complex system change. 6. ORGANIZATION METAPHORS AND CHANGE MANAGEMENT Metaphor as a comparative figure of speech through which humans create meaning by using one element of experience to understand another. Different qualities of organization. Organizations as Machines: organization is rational enterprises designed and structured to achieve predetermined goals. The biological view: organization as collectivities seeking to survive. Organization as political system: personal interests, coalitions, conflict, formal authority, control. Organization as psychic prison. Organization as brain. Focus on the learning abilities and distribution of intelligence throughout an enterprise. Self managing teams. Strengths and limitations of different approaches, change management in different organizations. 7. EXERCISE: STRATEGIC CHANGE PLAN DESIGN REPORT: Word, Times New Roman 12 pt; 1,5 lines, at least 3 pages WRITTEN EXAM. 4

5 RECOMMENDED READINGS 1. Aiken, Carolyn; Keller, Scott (2009). The Irrational Side of Change Management". The McKinsey Quarterly. McKinsey & Company. Retrieved Gharajedaghi, J. (2006). Systems Thinking: Managing Chaos and Complexity. San Diego: Elsevier. 3. Fonseca J. (2006) Complexity and innovation in organizations. Routledge : Taylor & Francis Group. 4. Griffin D., Stacey R. (2005) Complexity and the experience of leading organizations Routledge : Taylor & Francis Group. 5. Kotter, J.P. (2008). Sense of Urgency. Harvard Business School Press. 6. Makridakis,S., Hogarth,R., Gaba, A.(2009). Dance with chances, One world Publications, Oxford. 7. Mintzberg, H. (2001). The Yin and the Yang of Managing. Organizational dynamics, Nr.29, p Mullins, L.J.(2002). Management and Organizational Behaviour. New York: Pretice Hall. 9. Phillips, J., (2004). PMP Project Management Professional Study Guide. McGraw- Hill/Osborne, U.S.A. 10. Senge, P.(1990). The Fifth Discipline. New York: Senge, P.(1996). Leading learning organizations. Training and Development, Vol.50.Nr Senge, P.(2007). Collaborating for Systemic Change. MIT Sloan Management review. No.2, pp Wall, S.J. (2005). The Protean Organization: Learning to Love Change. Organizational Dynamics, Nr.34, p

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