ORGL 406: Change Management Fall 2015, Session 1 University of Indianapolis School for Adult Learning

Transcription

1 ORGL 406: Management Fall 2015, Session 1 University of Indianapolis School for Adult Learning Instructor: Dr. Maggie Stevens Course Summary: This course is designed to introduce students to change models and the change process in contemporary business. Students will learn about factors necessary to effect change in organizations and about the impacts of political, economic, and demographic factors on employees. Students will gain experience in conflict management and conflict resolution and will be introduced to the meaning of cultural competence. Pre-Req: ORGL 405. Course Objectives: Students in this course will: Examine theories of change, diagnostic change models, the psychology and neuroscience of change, and the implementation of effective and ineffective change. Explore the leader attributes, practices and profound principles that are necessary for leading effecting change. Reflect upon their own responses to change. Apply theory to case studies as well as real-life applications and practical situations in organizations. Instructor Contact Information: Course related communication should take place through the course site in ACE so that we have a record of our communication. However, if for some reason you cannot access ACE, you may send me an at stevensmc@uindy.edu or reach me in my office at In the case of an emergency, you may call or text my cell phone between 8 am and 9 pm at If you choose to send me a text message, please identify yourself within the message. Course Schedule: This class will meet weekly on Wednesdays from 6 pm 9:45 pm beginning on Wednesday, September 2, 2015 through Wednesday, September 30, 2015 in Esch Hall 040. Please see course outline later in this document for specific information about course meeting structures. Required Books for the Course: Beach, L. (2006). Leadership and the art of change: A practical guide to organizational transformation. Thousand Oaks, CA: Sage Publications. ISBN: Harvard Business Review. (2011). On change management. Boston, MA: Harvard Business Review Press. ISBN: Hesselbein, F. & Johnson, R. (Eds.). (2002). On leading change: A leader to leader guide. San Francisco, CA: Jossey-Bass Publications. ISBN: ORGL 406, Fall

2 Additional readings may be shared in class or through the ACE site and/or students may find the need to reference other publications to meet the learning objectives of this class. University Wide Learning Goals: The University of Indianapolis is an AQIP accredited university, dedicated to continual quality improvement. As part of the university, the School of Adult Learning commits to the same learning outcomes and the ongoing assessment of them. The learning outcomes are as follows: Social Responsibility: In the area of social and personal responsibility, students in the School for Adult Learning are responsible for their own learning, connecting the ethical and socially responsible practices presented in the classroom to the worlds in which they live, and understand that their behaviors affect society. Both forms of responsibility involve moral obligation to self and community and rely upon such virtues such as honesty, self-discipline, respect, loyalty, and compassion. Creativity: In the area of creativity, students in the School for Adult Learning generate, appreciate, and evaluate new possibilities, alternatives, and ideas which enable them to see the world in new ways. Critical Thinking: In the area of critical thinking, students in the School for Adult Learning intentionally apply higher-order thinking to reach evidence-based conclusions. Performance: In the area of performance, students in the School for Adult Learning write, speak, compute mathematically, and are technologically literate based upon the standards established by SAL. Note: Not every learning outcome will be emphasized in each class; however, successful students will have demonstrated all four outcomes upon completion of your degree. Student Learning Objectives for ORGL 406. Successful students will: Define, apply and evaluate the processes of diagnosing, assessing, communicating, motivating, mapping, leading, and institutionalizing change. Actively interact with a change process/project in which they are currently involved and determine the effectiveness of the process. Explain how intentional planned change can result in costly, marginal, and even irrelevant results, and why the vast majority of change initiatives fail. Synthesize various principles and practices of successful change leaders and determine positive outcomes of the implementation of these principles and practices. Critically analyze both the internal and external environmental pressures influencing and impacting organizational change. Identify the causes of change resistance and resentment and understand the difference between the two. Delineate the relationship(s) between a well-written, well-intentioned vision and effective change. Analyze effective and ineffective ways of influencing both the climate and the culture of an organization including, but not limited to, personal and social responsibility. Understand and apply principles related to the psychology and neuroscience of change. Engage in critical thinking as it relates to the final project. ORGL 406, Fall

3 Course Policies: Dropping and Withdrawing Classes: The School for Adult Learning no longer automatically drops a student for not attending his/her first class. Students are expected to follow up on their own. Should a student wish to receive a full refund, he/she must initiate a drop by the Friday of the first week of the course. For this session that is Friday, September 4th. The deadline to withdraw from a class (a W appears on the students transcript and they are not eligible for any refund) is now the third week of the course. For this session that date is Friday September 18th. In order to drop or withdraw from a class, the student must either meet with an advisor or send an , via their UINDY.edu account to their advisor. Dropping/withdrawing from a class may affect a student s eligibility for financial aid. Attendance/Participation: Due to the accelerated format of this class, students are expected to attend all classes and be prepared to participate in a meaningful and appropriate manner in all class gatherings. This means completing all readings and related assignments prior to class. Please note that points are awarded for in class activities and participation. Failure to attend class, for any reason, will result in the loss of these points. Late arrival or early departures may also result in the loss of points. Assignments: Assignments are due on the dates designated in the syllabus. Late assignments will not be accepted. Courtesies and Behavior: Please turn off all cell phones and do not text during class. In addition, please take breaks at the regularly scheduled times. During any classes when there are presentations by your classmates or a guest presenter-- you should not enter or leave class during a presentation. It is distracting for the presenter and the audience. Disrespectful behaviors may affect your attendance and participation grade. Inclement Weather Policy: All class sessions will take place as scheduled as long as the university is open. If the university is closed on an evening when class is scheduled, you should check the course site in ACE for more information and related assignments. Plagiarism: Plagiarism is defined as turning in someone else s work as your own. This means that you cannot copy verbatim from the text, unless you put the copied section in quotation marks and use the appropriate citation. In addition, even if you are not copying someone s words verbatim, but are using their thoughts you cannot present them as your own, they must be presented with the appropriate citation(s). It also means that you cannot copy another person s paper or turn in a group paper as your own. Should you plagiarize, you will receive a zero for the assignment and a statement of the incident will be placed in your permanent file. Depending on the nature of the offense, plagiarism could result in a failing grade for this course. Services for Students with Disabilities: If you have a disability that may have some impact on your work in this class and for which you may require accommodations, please inform me immediately so that your learning needs may be met. ORGL 406, Fall

4 Students with a disability must register with the Services for Students with Disabilities Office (SSD) in Schwitzer Center 206 ( / for disability verification and for determination of reasonable academic accommodations. You are responsible for initiating arrangements for accommodations for tests and other assignments in collaboration with the SSD and the faculty. Grading and Assignments Specific information about assignments will be posted in ACE prior to the start of class. Activity Due Points Class Attendance and Active Participation (25 points/week) weekly 125 points ACE Forums (25 points each) 8/31 and 9/28 50 points Self Reflection Paper on Leadership and 9/2 50 points Organizational Culture Survey and Analysis Survey: 9/9 100 points Analysis: 9/16 Organizational in Action: Executive Summary and Presentation 100 points Organizational in Action Analysis Paper 150 points TOTAL 575 points All papers and assignments should be written using APA Style ( and will be graded based on accomplishing assignment objectives, content, grammar and proper formatting. Grading Scale: A C A C B D B D B D C F <344 ORGL 406, Fall

5 Course Outline: The following is a general topic list and outline of class meeting formats developed to guide our class. Topics are subject to change and the course may alter path of topics if it is deemed necessary. Additional readings may be assigned throughout the semester. Readings Assignments Date Topics (to be done prior to each class) (due as specified below) 9/2/15 Introduction to Leadership 9/9/15 Culture Models and 9/16/15 Strategies for 9/23/15 Implementing and Challenges with First White Paper: Our Management Methodology Overview: How first helps you implement change (article available through hyperlink in this document and in resources on Classroom ACE site) LAC 1: Assessment: Specifying OLC 3: Lessons for Leaders OLC 5: The Enduring Skills of Leaders OLC 1: The Key to Cultural Transformation OLC 8: The Age of Connective Leadership LAC 2: Culture: Constraining Strategies to HBR 2: through Persuasion OLC 2: Strategies for OLC 11: The New Age of Persuasion LAC 3: Vision: Motivating Models for : OLC 4: A New Model for OLC 9: Sustaining Growth: The Business of Leaders LAC 4: Plans: Mapping When Doesn t Work HBR 1: Leading : Why Transformation Fails By midnight on 8/31/15: Post your Response to ACE Forum 1. Due at start of Class: Self Reflection Paper on Leadership and. Bring to Class: Completed Organizational Culture Survey Due at start of Class: Organizational Culture Survey Analysis Paper Executive Summary and Presentation on Organizational in Action Group 1 Due at start of Class: Executive Summary and Presentation on Organizational in Action Group 2 ORGL 406, Fall

6 9/30/15 Leading HBR 10: When Programs Don t Produce Resistance to HBR 7: The Real Reason People Won t When it Isn t Expected HBR 3: Leading When Business is Good: An Interview with Samuel J. Palmisano HBR 4: Radical, the Quiet Way Implementing : LAC 5: Implementation: Producing LAC 6: Follow-Through: Institutionalizing LAC 7: Conclusion: Expanding the Analysis of Leadership HBR 5: Tipping Point Leadership HBR 6: Survival Guide for Leaders HBR 8: Cracking the Code of HBR 9: The Hard Side of Management Due at start of Class: Organizational Presentation HBR=Harvard Business Review On Management LAC=Leadership and the Art of OLC=On Leading All readings listed should be completed PRIOR to coming to class on the date listed. ORGL 406, Fall