Managing Change in Organizations Syllabus. MGMNT X Reg # V /8-12/13, Credit Units

Transcription

1 MGMNT X Reg # V /8-12/13, Credit Units Instructor Information Name: Rachel Choppin, MA, Principal, HR 4 You Instructor, UCLA, UC Davis and UCI Extensions Office Phone: (Whenever possible, use and add Managing Change in Organizations in the subject line.) rachel@hr4you.com Web site: Course Description Change is all around us. We are continually asked to manage change in our own lives and organizations. Yet, change unfolds through personal and organizational resistance. This course focuses on planning and managing change and provides frameworks and tools to implement it. Participants examine personal and organizational approaches to dealing with change through case studies and extensive group activity. Teaching is experiential and involves simulation of the change process. Learning Objectives Identify and deal with the various stages of transition Assess change in yourself and in the workplace Create and implement a plan for change in your organization 1

2 Required Reading List and Assessment Change Reaction Online Potts, Rebecca and LaMarsh, Jeanenne, Master Change, Maximize Success, 2004 Optional Reading List and Assessment Optional assessment Leading Change at Every Level Online Articles Augustine, Norman, Reshaping an Industry: Lockheed Martin s Survival Story, Harvard Business Review, 1997 Collins, Jim and Porras, Jerry, Building Your Company s Vision, Harvard Business Review, 2000 Kotter, John, Leading Change: Why Transformation Efforts Fail, Harvard Business Review, January 2007 Schaffer, Robert, H. and Thomson, Harvey A., Successful Change Programs Begin with Results, Harvard Business Review,1991 Strebel, Paul, Why Do Employees Resist Change? Harvard Business Review,1996Books Books Bridges, William, Managing Transitions Cohen, Dan, S., The Heart of Change, Field Guide Tools and Tactics for Leading Change in Your Organization, 2005 Connor, Daryl, R., Leading at the Edge of Chaos: How to Create the Nimble Organization, 1998 Connor, Daryl, R., Managing at the speed of Change: How Resilient Managers Succeed and Prosper where Others Fail, 1993 Harvard Business Essentials, Managing Change and Transition, 2003 Kotter, John, P., Leading Change,1996 Kotter, John, P. and Cohen, Dan S., The Heart of Change, Real-Life Stories of How People Change Their Organization, 2002 Kotter, John, P. and Rathgeber, Holger, Our Iceberg Is Melting, Changing and Succeeding Under Any Conditions, 2005 Spencer, Sabina, A. and Adams, John D., Life Changes,

3 Internet Resources Beer, Michael and Nohria, Nitin, Breaking the Code of Change, Bridges, William and Bridges, Susan Mitchell, Leading Transition: A New Model for Change, Hight, Gayle, Emotion is Key to Change, Says Deloitte Consulting Principal, Kaizen Philosophy of Change - Marshal, Jay and Conner, Daryl, Another Reason Why Companies Resist Change, nge.pdf Change Resources, free articles and tools - Evaluation and Grading In this course, you will be evaluated as follows: Individual Assignments 30% Team Assignment 40% Participation in Class Discussions 30% Total 100% * Emphasis is on team assignments and participation. Optional assignment will earn extra-credit Grading Scale A = 90% 100% B = 80% 89% C = 70% 79% D = 60% 69% 3

4 Course Outline: Four lessons and eight assignments; including a team project, a synchronous Wimba session and an optional assignment for extra-credit. Each lesson comprises approximately 4.5 hours of class materials and associated individual and team assignments. Lesson One November 8 November 14, 2010 Introduction What is change? Topics/Reading Objectives Participants introductions and learning outcomes Course overview, goals and core messages Definition and types of change Factors which foster or are barriers to change Jim Collins and Jerry Porras: Articulating a vision for change After completing this lesson, you will: - have a clear vision of this course s core messages and outcomes - complete an assessment of your reaction to change - keep a change log with your observations on the changes you are experiencing during the course Participant Introductions Review the syllabus and course overview and post an introduction and your expected learning outcomes in the Water Cooler forum by midnight, Pacific Time, Thursday, November 11, 2010 Assignments * Make sure to respond to at least one other participant s post Assignment 1 Read lesson one in the course notes and chapter one in the course textbook Complete Change Reaction Online assessment and post the summary of your results in the Change Reaction forum Assignment 2 Change Log: Keep a log that gives you an opportunity to reflect on your experience of change during the course and to record your thoughts about the material covered in each class. This is not a personal journal but rather professional weekly entries to be shared and discussed with other participants during the last week of the course. Post your weekly entries in the Change Log forum Assignment 3 - Optional Assignment (for extra credit) - Complete Leading Change at Every Level Online and post a summary of your results and what you have learned about your reaction to change from doing this assessment in the Leading Change forum Assignment 1 is due by midnight, Pacific Time, Saturday, November 13, 2010 Assignment 2 is due by midnight, Pacific Time, Saturday, December 4,

5 Lesson Two November 15-28, 2010 Conceptual Frameworks for Leading and Managing Change Topics/Reading Michael Beer and Nitin Nohria - Theory E and Theory O John Kotter and Dan Cohen - Eight Stages/Steps LaMarsh and Associates - Managing Change William Bridges - Three Phases of Transition Daryl Conner - Structure of Change and Resilience Objectives Individual and Team Assignments * Make sure to respond to at least one other participant s post After completing this lesson, you will: - have an overview of current change management models - acquire tools for managing change - outline a change management plan for an organization of your choice Assignment 4 Read lesson two in the course notes, listen to the HRDQ webinar Becoming a Champion of Change by Melissa Caldwell and read chapter 2 in the course textbook. Post your reflections and comments in the Champion of Change forum Assignment 5 Team Project Form online teams in the order you posted your introduction in the Water Cooler forum in the first week. Choose a facilitator for each team who will assign tasks to team members and upload the completed team assignment in the Change Management Plan forum Outline change management plan for an organization chosen by the team. Use the tools and case studies in the appendices posted in lesson two Assignment 4 is due by midnight, Pacific Time, Saturday, November Assignment 5 is due by midnight, Pacific Time, Saturday, November 27, 2010 Lesson Three November 29-December 4, 2010 Tools For Overcoming Resistance to Change and Change Metrics Topics/Reading Overcoming resistance to change Change management metrics 5

6 Objectives After completing this lesson, you will: - learn how to overcome resistance to change - measure progress in the change process Assignments * Make sure to respond to at least one other participant s post Assignment 6 - Synchronous Wimba session to present and discuss the teams change management plans, date TBA Assignment 7 Read lesson three in the course notes and chapter 4 in the course textbook Lesson Four December 6-13, 2010 Please note: The change log is due by midnight, Pacific Time, Saturday, December 4, 2010 Topics/Reading Wrap-up and Evaluation Summary of the key issues in leading and managing change in organizations Requirements for successful change interventions Objectives After completing this lesson, you will: - summarize and evaluate what you learned in this course Assignment 8 Assignments Due * Make sure to respond to at least one other participant s post Method of Instruction Post in the Wrap-up and Evaluation forum your reflections on what you have learned about leading and managing change from reading the course materials, doing the assignments, interacting with your classmates and observing your own and your classmates behavior during the course Share any comments about what went well and what could have been done better by the instructor and classmates Assignment 8 is due by midnight, Pacific Time, Saturday, December 11, 2010 We will interact via the asynchronous-threaded discussions (forums) and direct s and phone calls whenever needed We will have one synchronous Wimba session to present and discuss the teams change management plans, date TBA 6

7 Types of Communication Most communication in an online course takes place in the course forums. However, when privacy is needed - whether personal, interpersonal or professional we will communicate via or phone. Code of Conduct All participants in the course are bound by the University of California Code of Conduct, found at Netiquette In an online classroom, our primary means of communication is written. The written language has many advantages: more opportunity for reasoned thought, more ability to go in-depth, and more time to think through an issue before posting a comment. However, written communication has certain disadvantages, such as lack of the face-to-face signaling that occurs through body language, intonation, pauses, facial expressions and gestures. As a result, please be aware of the possibility of miscommunication and compose your comments in a positive, supportive, and constructive manner. Instructor s expectations of the participants I expect you to: participate actively, constructively and meaningfully in all course forums at least 3 times per week submit all assignments by the time and date indicated notify me as soon as possible if you have an emergency or need more time for an assignment (late assignments will be granted within a time frame of up to two weeks / 14 days from receipt of notification) Participants expectations of the instructor You can expect me to: review all the course content, materials, assignments and forum prompts prior to the start of the class post my syllabus to the class prior to start post my welcome message prior to start be online at least five days per week during the course respond to individual s within hours give feedback on your posted assignments within hours be passionate about facilitating your learning experiences 7

8 Instructor s Biography Rachel Choppin: Principal at HR 4 You and Instructor at UCLA, UC Davis and UCI Extensions Rachel Choppin is an accomplished teacher, human capital consultant and career counselor with 20 years experience in facilitating professional and leadership development over three continents. She is passionate about creating interactive learning experiences and bringing out the best in people, and excels in engaging participants in applying learning in real time and contributing to their organization s success. For testimonials, see and Rachel has successfully hired, coached, trained and transitioned hundreds of professionals both as a VP of HR and a consultant. She has consulted and conducted training with organizations such as Boeing, Northrop Grumman, Nielsen, Newegg, Ingersoll-Rand, Razor USA, Intercare Therapy, Klune Industries, Medtronic, Advanced Medical Review, the City of Sacramento, the Metropolitan Water District of Southern California, UC Davis, UC Santa Cruz and Stanford Universities. For menu of courses, see Rachel created the coaching programs, Career Your Passion, Navigate Organizational Politics and Manage Yourself for the Life You Want, and guided many professionals in achieving their work-life goals - She is a member of the American Society for Training and Development and the UCLA Extension Human Resources Management Advisory Board, and the facilitator of Schmooze & Learn and Career Connections - Rachel earned an MA in Career and Educational Counseling from UCLA, a Certificate in Counseling from The Lincoln Clinic and Institute of Psychotherapy in London, and a BS and Teaching Certificate in Science from The Hebrew University in Jerusalem. She is a certified UCLA Extension Online Instructor. For information about upcoming public classes, visit Rachel can be reached at rachel@hr4you.com. 8