MGNT 425: Management of Change
Prerequisite: Junior standing and MGNT 322
Credit Hours: (3)
Introduces organizational development (OD) as well as the occurrence of structural and cultural change in organizations. Individual change systems theory is also discussed.
Detailed Description of Content of Course
This management elective course in the BBA degree Program of Study is designed to introduce participants to the variety of change interventions facilitated through organizational development (OD) change-agent efforts in implementing organizational change. The course includes the study of structural and cultural change in organizations, individual and group resistance to change, and open systems theory. The course methodology will include a wide variety of individual and group structured learning experiences, general class discussions related to the Instructor’s topic-focused Lecturettes that will be based upon current business news. There will also be several individual and team case study analysis assigned from the text; all related to the topical areas as noted above and on the Course Outline and Schedule. Many of the Instructor’s in-class lectures will be based upon his analysis of selected articles from current daily business news stories found in the pages of THE WALL STREET JOURNAL and/or from being a daily fan of business news reported by BLOOMBURG RADIO. Once each week, students will be sharing news items they found related to change or change management from their daily reading of the WSJ.
Outline of Major Topics:
• The individual and group change process
• Systems theory and system change
• The evolution of the system change process
• Structural versus cultural change
• Definitions of organizational development (OD)
• The precursors of organizational development
• Models of organizational development, including Action Research, Appreciative Inquiry and the Lewin Model
• OD as a process of change including the phases of entering, contracting, diagnosis, feedback, planning change, intervention and evaluation
• The effectiveness of OD
• The OD consultant—careers and characteristics
Detailed Description of Conduct of Course
Lectures and class discussions, a team-centered semester-long case analysis, experiential O.D. intervention exercises, and assigned text case studies.
Goals and Objectives of the Course
Upon successful completion of this course, students will be able to:
1. Describe individual, group, organizational and systems change, including OD interventions designed to facilitate such change.
2. Understand how multiple internal/external forces, e.g., demographics, technology, mergers and acquisition strategies, influence the structure and management of organizations.
3. Identify the roles of internal and external change agents and describe the functions of change agents and OD consultants in the organizational change processes.
4. Become familiar with the knowledge, skills, and dispositions to be an effective change agent in addressing various elements impacting on an enterprise, including planning and performance, communication structures, and politics, among others.
5. Apply a plan of action addressing the key elements in analysis of the required changes and management of change an actual organization [selected current company case] e.g. transition, intervention planning, and resistance to change, in response to needs for change.
6. Demonstrate data gathering and assessment procedures in diagnosing and creating an intervention plan to strengthen the chosen organization’s effectiveness.
7. Identify and discuss the reasons why many organizational transformation efforts fail and what might have been done to make them successful.
Individual analytical synopsis papers: Five Case Analysis (each focused on a different learning objective), a semester-long team field project, and a final examination.
Other Course Information
Review and Approval
DATE ACTION APPROVED BY
Fall 2010 Reviewed by Management Department Undergraduate Curriculum Committee