MGMT8570 Organisational Change and Transformation uwa.edu.au/.../670786/MGMT8570-Organisational-Change-and-Transfimpact of organisational change and why change management programs

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  • Unit Outline*

    MGMT8570

    Organisational Change and Transformation

    MBA Trimester 1, 2011 Crawley

    Ms Dee Roche

    Business School

    www.business.uwa.edu.au * This Unit Outline should be read in conjunction with the Business School Unit Outline Supplement available on the Current Students web site http://www.business.uwa.edu.au/students

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    MGMT8570/Crawley/DR/30.11.10.

    All material reproduced herein has been copied in accordance with and pursuant to a statutory licence administered by Copyright Agency Limited (CAL), granted to the University of Western Australia pursuant to Part VB of the Copyright Act 1968 (Cth). Copying of this material by students, except for fair dealing purposes under the Copyright Act, is prohibited. For the purposes of this fair dealing exception, students should be aware that the rule allowing copying, for fair dealing purposes, of 10% of the work, or one chapter/article, applies to the original work from which the excerpt in this course material was taken, and not to the course material itself.

    The University of Western Australia 2011

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    UNIT DESCRIPTION

    Introduction

    Welcome to your Organisational Change and Transformation (OCT) unit! This unit builds on the ideas and concepts you have been exposed to in earlier units in your MBA. While there are many theories and concepts supported by extensive research that suggest the general steps, elements and processes needed in successful change management programs, the application of these to your own workplace is rarely a straightforward exercise. Regardless of the source or causes of change, all organisations are regularly faced with the need to change; it could be argued therefore that change is normal. The process of leading and managing change successfully however is a complex and multifaceted process with planned and sometimes unintended consequences. The unit also focuses on understanding why people and work groups resist change, and how change can be successfully implemented, even in very difficult circumstances or in organisational cultures that are very resistant to change. The unit culminates in a World Caf event in which a range of strategic change issues are discussed, debated and distilled.

    Unit content

    The purpose of this unit is to provide you with an understanding of the theories, models, processes, methods and tools that can be used to implement successful change strategies in organisations, combined with practical examples of organisational change and development. The unit aims to provide you with knowledge of the processes of strategic organisational change and development, as well as practical experience in the application of tools, techniques and concepts that can be used to bring about successful and enduring organisational change. During our four days together, we will review a number of models and theories that are useful in analysing organizational problems and implementing change. You will have opportunities to apply these to a change management program that you have experienced, and you will also be directly involved in analysing the organisational change activities of a business, not-for-profit or public sector organisation. This will require becoming familiar with specific issues and problems facing this organisation, and applying the concepts, theories and practical insights covered during the course to the change practices and processes in the organisation you have chosen to examine. You will also learn how to evaluate and examine the effectiveness of organisational change programs. By the end of the unit, you will leave with a thorough understanding of the characteristics of leading successful change efforts; be able to analyse what is required to change and improve an organisation, apply change models and develop change strategies for implementation.

    The goal of the unit

    The primary aim of this unit will be to bring a clearer understanding of the nature of change; and understand the forces that affect successful change; both positively and negatively. The unit will profile a range of change models, tool and techniques for organisational change. The intent is to provide a framework for understanding, planning and leading strategic and organisational change while simultaneously providing real-time case study examples of companies that have dealt with a variety of strategic and organisational change.

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    Learning outcomes

    On completion of this unit, you should be able to:

    1. Describe how to implement strategic changes successfully, how to evaluate and measure the impact of organisational change and why change management programs often fail.

    2. Use at least two current conceptual models to describe a change occurring in an organisation.

    3. Describe at least four different interventions and four practical tools that can be used to facilitate individual, group and organisational change and the limitations of each approach.

    4. Describe the cycle that human beings undergo during change and the relevant feelings and behaviours that relate to the resistance and commitment to change.

    5. Describe sustainability as a contradiction or a necessity within organisations. 6. Describe the ways organisational change can be measured and evaluated.

    Educational principles and graduate attributes

    In this unit, you will be encouraged and facilitated to develop the ability and desire to:

    Understand the change environment

    Create a dialogue on issues that matter about change

    Create positive responses to organisational change

    TEACHING AND LEARNING RESPONSIBILITIES

    Teaching and learning strategies

    Identifying what needs to change, articulating why it needs to change, and determining how the change will happen requires careful consideration of individual, departmental, and organisational needs and norms. Success requires helping participants understand the need for change and its potential benefits as well as the application of change management theories. The learning strategies aim therefore to integrate academic perspectives on organisational change with real-life case studies, video materials, individual and group exercises, class discussions, and the extensive leadership and management expertise of participants on the OCT course. You are expected to cover the required reading and/or case studies, and answer the discussion questions in the handouts prior to each session. The unit will contain lecturing components but are designed to be as interactive as possible. You are encouraged to integrate your own professional experiences and knowledge with academic insights and perspectives on change management. Here are a few tips to help you get the most out of this unit:

    Give different ideas and new information time to sink-in. Some pre-conceived notions and common-sense ways of managing change in organisations will be challenged on this course. If you challenge your preconceptions about change management, they will challenge you. Try to be receptive to new ideas and concepts and wait to see what happens.

    Make a conscious effort to bridge the materials we cover in class with your experiences of change management in the past. Think about how you can apply what you learn in the seminars at work, now and in the future.

    Make every effort to complete the suggested reading prior to each session and become actively involved in class exercises and discussions, group-work and the self-assessment exercises.

    We welcome your feedback on content, relevance, presentation and methods of assessment, and hope that you will find the OCT unit stimulating, challenging and enjoyable.

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    Teaching and learning evaluation

    You may be asked to complete two evaluations during this unit. The Student Perception of Teaching (SPOT) and the Students Unit Reflective Feedback (SURF). The SPOT is optional and is an evaluation of the lecturer and the unit. The SURF is completed online and is a university wide survey and deals only with the unit. You will receive an email from the SURF office inviting you to complete the SURF when it is activated. We encourage you to complete the forms as your feedback is extremely important and can be used to make changes to the unit or lecturing style when appropriate.

    Attendance

    Participation in class, whether it be listening to a lecture or getting involved in other activities, is an important part of the learning process, therefore it is important that you attend classes (and be on time). More formally, the University regulations state that to complete a course or unit students shall attend prescribed classes, lectures, seminars and tutorials. Where a student, due to exceptional circumstances, is unable to attend a scheduled class, they are required to obtain prior approval of the unit coordinator to be absent from that class. Any student absent from class without having had such absence approved by the unit coordinator may be referred to the faculty for advice and may be required to withdraw from the unit.

    CONTACT DETAILS

    We strongly advise students to regularly access their student email accounts. Important information regarding the unit is often communicated by email and will not be automatically forwarded to private email addresses.

    Unit coordinator/lecturer

    Name: Dee Roche

    Email: deeroche@iinet.net.au

    Phone: 0409 364 841

    Consultation hours: By appointment

    Lecture times:

    9am 5pm Fri 28 January Sat 29 January Fri 11 February Sat 12 February Sat 5 March

    Lecture venue: BUSN: 142

    Lecturer Profile: Dee Roche Dee has been facilitating, public speaking; teaching and working with groups for