Change Management MGT 5227

Transcription

1 Change Management MGT 5227 Syllabus Fall Semester 2012

2 Table of Contents Course overview 3 Course objectives 3 Learning outcomes 4 Lectures 4 Course lecture schedule 5 Prescribed text and supplementary reading 7 Referencing 8 Additional resources 8 English proficiency 9 Assessment 9 Grading and appeal of grades 10 Code of conduct 11 Student Advising 11 Contacting the course lecturer 12 Lecturer profile 12 KIMEP MBA Program, Fall Semester

3 Course overview Organizations are continuously changing those that do not plan for change and do not manage it strategically fall behind. It is almost certain that every employee in every business will be affected by a change initiative and almost certain that every manager will be an active player in a change process at some time. Change is everybody s responsibility and knowing how to plan for and implement change is a critical skill for every modern manager. This course is about identifying the need for change, assessing change options, planning for change and then implementing and managing change process through to successful outcomes. Important sub-topics we cover include: overcoming resistance to change; diagnosing organizational problems; being a change leader and equipping employees to work in changed environments. The course includes some important theoretical frameworks for change but is mostly about practice. Case studies from leading organizations such as Xerox, IBM and the BBC are examined to help students identify real-life applications of the material covered. The course is case study based. We wish you well with your study of Change Management and hope that you find the course interesting, enjoyable and worthwhile. Dr. Paul J Davis Assistant Professor of Management Course objectives The objectives of this course are: To teach relevant, practical and applicable change management skills to equip students to proactively engage with change processes in the workplace. To improve the student s self-confidence to use change management tools and models to design appropriate change plans for their workplace. KIMEP MBA Program, Fall Semester

4 To introduce contemporary theory and practice in modern change management processes and the range of tools and methods available to address change challenges and problems. Learning outcomes At the successful completion of this course students will be able to: Describe in general terms a number of change management theories and how they might apply in practice. Articulate what change management is and why it is important in the contemporary business environment. Discriminate between different types of change process for different purposes and outcomes. Explain how to effectively manage the human aspects of change such as employee engagement in the change process and how to reduce employee resistance to change. Highlight particular external issues impacting on a businesses need to change. Identify the steps in putting together an effective change management plan. Apply critical thinking and problem solving skills to the analysis and resolution of change problems as presented in case studies. Lectures We will have two (2) lectures each week that will run back-to-back Saturdays with a 15 minute break between the lectures. Each lecture is 1 hour and 15 minutes long so this effectively means a 2 ½ hour lecture every Saturday with a 15 minute break in the middle. Check the student portal on the KIMEP intranet to find out exact class times and classroom. KIMEP MBA Program, Fall Semester

5 Please Note: Classes are compulsory and attendance will be recorded. Permission must be given for you to miss a class. Students deemed to have missed too many classes will be academically withdrawn (AW) from the course without notice. Course lecture schedule Week commencing AUG 13, 2012 AUG 20 AUG 27 SEP 3 SEP 10 SEP 17 Lecture topics Introduction to change concepts Understanding behavior change challenges Ego defences and creating change Deutchman s 3R Change Model Strategic renewal: incremental and transformational Effecting change at Grand Union Employee behavior Triggers for change Kurt Lewin and organizational change Organizational development and effectiveness Resistance to change Organizational diagnosis Organizational dialogue and organizational silence Communicating change to stakeholders Communications strategy and measures of justice Communicating bad news to stakeholders Managing personal transitions The Social Readjustment Ratings Scale Change Transition Model Stages of psychological reaction to change Facilitating employee change transitions 5 change intervention styles Effective helping behaviors Orbit Newspapers case review KIMEP MBA Program, Fall Semester

6 SEP 24 OCT 1 7 OCT 13 OCT 15 OCT 22 OCT 29 NOV 5 NOV 12 NOV 19 Economic and OD transformation strategies Change at the BBC Beer s combined OD/Economic strategy Overcoming executive resistance to OD change strategies Mid Semester Break Mid Semester EXAM Planning for change implementation Appointing a transition manager Identifying what must be done Develop an implementation plan Using multiple leverage points to effect change Scheduling change activities Rewarding transition behaviors Developing feedback mechanisms Chronological theory of change intervention approaches Issue-focused approach to change intervention Human Resource and Human Process interventions Technostructural and Economic interventions Selecting appropriate interventions Identifying diagnosed issue, level and depth of change Applied models for intervening Time and efficacy constraints on change interventions Collective learning Knowledge transfer Intra and Inter organizational learning barriers Action Research at Google and Xerox Appreciative Inquiry Business Process Reengineering Lean at Toyota KIMEP MBA Program, Fall Semester

7 NOV 24 NOV 26 DEC 1 DEC 3 DEC 4 15 The 7 Wastes and 5 Whys End of Semester Quiz Sustainability: making change last Force Field Theory and helping change stick 10 barriers and 10 solutions to sustainability at the NHS Spreading change across the business Putting it all together: Case review Final Assessment Task due Classes End Examination Period (but not for this course) Prescribed text and supplementary reading The text book for this course is: Spector, B. (2007), Implementing Organizational Change, Pearson Prentice Hall, Upper Saddle River, New Jersey. KIMEP has multiple copies of this book in the library. While it is not essential to have your own copy of this book, it is essential to have access to the book for reference and assignments. Some copies are on reserve for library-only use. I own several other very good books on change management: Herold, D.M. and Fedor, D.B. (2009), Leading Change Management, Kogan Page, London. Deutschman, A. (2007), Change or Die, Harper, New York. Hayes, J. (2010), The Theory and Practice of Change Management, Palgrave Macmillan, London. You can borrow both of these books from me. Contact me for further details. KIMEP MBA Program, Fall Semester

8 There are other books in the library that have chapters relevant to our course topics. Students should find these books and use them for the written paper (see Assessment section). Those who read most widely invariably produce the best work and earn the best grades. You should also access the electronic journals through the library. Emerald (one of the publishers of academic journals) has titles on change management and organizational development. The World Wide Web is today an excellent, convenient and quick resource. Typing in key words such as change management into a search engine will reveal a wealth of information useful for broad reading and assignments. Referencing For the academic essay you will need to reference the materials you use. This means including references in the text and a bibliography at the end of the paper. The two main referencing styles are Oxford and Harvard. You can use either one, but you must not mix the two. You must use one style throughout your paper. In our course folder on the L Drive is a short PowerPoint presentation called Academic Referencing. You must consult these slides before writing your paper. There is further helpful advice on the internet. For example; type Harvard referencing style into a search engine. Alternatively, have a look at a text book and see how referencing is used there. Remember: if you do not reference ideas you use from another source then you are plagiarizing. Additional resources From time to time, additional resources for this course (for example; case studies, articles) will be put on the L Drive. All students have access to the L Drive and they should look in the folder called Paul Davis. While the lecturer may inform students that new material has been put on the L Drive, it is the student s responsibility to check the folder regularly. It is recommended that you check the L Drive once a week for new materials. KIMEP MBA Program, Fall Semester

9 English proficiency As part of this course students will be assessed for their English proficiency. English proficiency means vocabulary, grammar, sentence structure, spelling, spoken English and punctuation including paragraphing. For each assessment task 50% of your overall mark will be for English proficiency. There is assistance at KIMEP for students wishing to improve the level of their English proficiency. This assistance is provided through the Language Centre. Assessment There will be three (3) assessable tasks for this course. All students must complete all of the assessable tasks to pass the course: Assessment Task 1 (40%) This will be the mid-semester exam. The exam will last for 2 hours. You will be required to answer 4 questions from a choice of 8 questions. This means 30 minutes per answer. Assessment Task 1 will be completed in class on Saturday 13 th October Assessment Task 2 (20%) This will be the end of semester multiple choice quiz. You will have 1 hour to answer 50 multiple choice questions. All questions will be taken from the lecture slides and the quiz will cover the whole course from lecture 1 up to the lecture just before the quiz. Assessment Task 2 will be completed in class on Saturday 24 th November Assessment Task 3 (40%) This assessment task is the final assessment for the course. It consists of two parts. First is the homework portfolio (20%). You must submit a portfolio of all weekly home tasks which are in the homework folder on the L Drive. You should do one task each week. The second part of the assessment is an KIMEP MBA Program, Fall Semester

10 academic essay on a change management topic (20%). The essay must be 1,700 words (+ or 10%) and it is to be written in a formal, academic style, be properly researched and appropriately referenced. Assessment Task 4 (both parts) must be submitted hard copy in our final class on Saturday 1 st December Work that is submitted late will be penalized by 5% off for each day late. The percentage is deducted from your final score. For example; if you hand in work 3 days late you will lose 15% of whatever marks the work is given. NOTE: Details of all assessment tasks can be found in the Assessment Tasks folder on the L Drive. Grading and appeal of grades Grading for this course follows the standard KIMEP Grading scale (please refer to the KIMEP Catalogue). If you wish to appeal your final course grade then you must follow the rules for grade appeal set out in the KIMEP Catalogue. A summary is provided below: GRADE APPEAL Page 25 of the KIMEP Catalogue clearly states that an appeal against a grade can ONLY be made on the grounds that the PROCESS for determining a grade was wrong. This means: 1. The answer key for an exam is incorrect 2. The points on an exam are incorrectly totaled or average total points incorrectly calculated 3. The grading formula has been changed without advance notice The Catalogue goes on to say A student may not appeal their grade because they are dissatisfied with the grade. Further; A grade review will NOT be considered where the evaluation is subjective. (Case studies; essays; business plans; proposals etc are, of course, subjective). Any appeal outside of the above KIMEP policy will not be heard. KIMEP MBA Program, Fall Semester

11 Code of conduct Students are expected to be aware of the important rules regarding appropriate academic behaviour. If you have not already done so, please read carefully pages of the KIMEP Catalogue You will find important information on: Student classroom behaviour Disruptive behaviour policy Class attendance policy Examination rules Plagiarism Classes for Business Communication are compulsory and are considered an integral part of the course. Students should contact the lecturer if they are going to be / have been absent and provide a satisfactory explanation for their absence. Regular absenteeism, whether explained or not, may result in lowered grades or instructor-initiated withdrawal from the course. There will be an attendance sheet to sign at the beginning of each lecture. It is the student s responsibility to ensure that they sign this sheet. Mobile phones must be switched off throughout the lecture. Cheating, either on class assignments or during the final exam, will not be tolerated. Be warned that KIMEP imposes severe penalties on those caught deliberately cheating. Student advising Your lecturer is available to you outside of class times for the purposes of academic advising. If you have any concerns or questions regarding the course, you should contact your lecturer as soon as possible and seek advice. There are three scheduled timeslots for student advising. You do not need to make an appointment, just come by. Special arrangements can be made if you cannot make any of the scheduled times. KIMEP MBA Program, Fall Semester

12 Scheduled Student Advising Hours ~ Dr. Davis Tuesday Thursday Saturday 2.30pm 4.00pm 2.30pm 4.00pm 1.00pm 2.00pm Contacting the course lecturer Your lecturer is Assistant Professor Paul Davis and he can advise you in three ways: By at pdavis@kimep.kz By telephone at (extension 2331) At his office: #333, Dostyk Building There is also an envelope attached to door where you can leave written messages. Please make sure that messages are brief and clear. Please include return contact details. The envelope is not secured so particularly private or sensitive messages are best communicated in person. Lecturer profile Dr. Paul Davis BA, GDipEd, GCertVET, DipBus, MPET, PhD, AIMM, MAITD, AHRIM Assistant Professor of Management Paul is from Kent, England but home is Australia where he has lived for 20 years. He has also previously lived in Japan. He is a British and Australian citizen. Before joining KIMEP Paul Davis was managing director of an international management consulting company based in Sydney, Australia. Paul started this business and soon had a client base across 11 countries. Paul has KIMEP MBA Program, Fall Semester

13 consulted, coached and trained managers and executives from more than 350 organizations and he worked widely across Australia, New Zealand, South East Asia, North America, Africa and the Middle East. His clients included Transocean (USA); Air New Zealand; ING (Hong Kong); RHB Islamic Bank (Malaysia); Local Government Managers Association of Australia and Northern Savings Credit Union (Canada). Paul still does corporate work and in he visited Brunei, Tanzania, Malaysia, India and Philippines on assignments. Paul has written and delivered numerous public courses for managers and executives around the world. Topics have included: Corporate Communications; Strategic Human Capital Management; Talent Management; Compensation, Benefits and Total Rewards; Change Management; Human Performance Measurement and Management. He has trained all levels of management with companies including: Nike; Shell; Saudi Aramco; Malaysia Airlines; Dell; Michelin; PricewaterhouseCoopers; News Limited; HSBC; Allianz; Société Genéralé; Tourism Canada; Commonwealth Bank of Australia; Tenix Aerospace; Sanofi-Aventis; Central Banks of Sudan, Philippines and Vanuatu; Dubai Islamic Bank; China Bank and Singapore Department of Defence. He has published many articles in leading academic journals including: International Journal of Corporate Communications; International Journal of Corporate Governance; International Journal of Productivity and Performance Management; Training and Management Development Methods and Learning and Development in Organizations. Paul has also published widely in the world s leading management periodicals. His work has been published nationally in major business magazines in UK; USA; Australia; New Zealand; Canada; South Africa; Israel; Hong Kong and Singapore. He wrote three chapters, including the introductory chapter, for Retaining Your Top Talent (Key Media, Sydney; 2006). Paul has won three competitive international awards for excellence in published research (awarded in the UK). Paul is on the advisory board of the International Journal of Corporate Governance and is occasional peer reviewer for two other international journals. Dr. Davis has been an invited speaker at leading management conferences in numerous countries. He has been a key note speaker at conferences in Canada; Australia; New Zealand; Malaysia and Singapore. His last overseas conference presentation was in India, March He presented at the KIMEP International conference in April, KIMEP MBA Program, Fall Semester

14 Paul has advised the Australian Federal Government; Government of New Zealand; Government of New South Wales; Government of Queensland; Government of Victoria and Government of British Colombia in Canada. He advised these governments on the strategic management and sustainability of local authorities. Paul is a graduate of Charles Sturt University; Deakin University; University of New England (all Australia) and the Australian Institute of Management. His PhD is in executive leadership and organizational development. Research interests: Small business / entrepreneurship and gender issues Franchising Training, learning and vocational education Performance management Applied theories of change management Executive professional development KIMEP MBA Program, Fall Semester