SYLLABUS
1. Wayland Baptist University, Phoenix Campus, School of Business
2. Mission Statement: Wayland Baptist University exists to educate students in an academically challenging,
learning-focused and distinctively Christian environment for professional success and service to God and humankind.
3. Course: MGMT 5316–, Selected Topics in Management - Management of Change
4. Term: Winter 2012
5. Instructor: Dr Mary F. Maloney
6. Office Phone and email: 602-279-1011 (office)
623-546-0889 (home)
marymaloney@cox.net - PREFERRED
7. Office Hours, Building, and Location - Wed: 10 AM to 2 PM - Luke
Thurs: 1PM to 4PM - Downtown
Sat: 7:30 to 8AM and 4PM to 5PM
8. Class Meeting Time and Location: Thursday, 5:30 to 9:40 CPC
9. Catalog Description: The types of change- the issues of when to change, how to enable change, reactions to change,
and first order, second-order, and simultaneous change will be explored through readings and cases. The course will
focus on six modules: Forces for change, Changing the game (from vision to adaptation),Implementing change,
Recipients of change, Leading change, and Continuous change.
10. Prerequisites: Approval of the school Completion of MGMT 5325.
11. Required Textbook and Resources: Jick, T. a. (2010). Managing Change, Cases and Concepts. NY, NY: McGraw-Hill
Irwin. ISBN: 978-0-07-310274-0
12. Optional Materials:
13. Course Outcome Competencies: Deeper understanding of how organizations change, and how to be a change agent
in an organization. Recognize the forces for change, manage the change implementation process, appreciate the
qualities and skills of successful change agents, and strengthen student skills for their role as implementers and agents
of change.
14. Attendance Requirements:
Students enrolled at one of the university's external campuses should make every effort to attend all class meetings. All
absences must be explained to the instructor, who will then determine whether the omitted work may be made up.
When a student reaches that number of absences considered by the instructor to be excessive, the instructor will so
advise the student and file an unsatisfactory progress report with the external campus executive director/dean. Any
student who misses 25 percent or more (or more than 2 classes) of the regularly scheduled class meetings may receive
a grade of F in the course. Additional attendance policies for each course, as defined by the instructor in the course
syllabus, are considered a part of the university's attendance policy. A student may petition the Academic Council for
exceptions to the above stated policies by filing a written request for an appeal to the executive vice president/provost.
Since class participation is a significant component of this class, absences MUST be made by submission of a paper to
be determined by the instructor.
15. Disability Statement: “In compliance with the Americans with Disabilities Act of 1990 (ADA), it is the policy of
Wayland Baptist University that no otherwise qualified person with a disability be excluded from participation in, be
denied the benefits of, or be subject to discrimination under any educational program or activity in the university. The
Coordinator of Counseling Services serves as the coordinator of students with a disability and should be contacted
concerning accommodation requests at (806) 291- 3765. Documentation of a disability must accompany any request for
accommodations.”
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Course Requirements and Grading Criteria:
individual class participation in discussing cases and readings(25%),
research paper (40%)or two book ANALYSIS from the reading list
weekly written assignments (35%) two page summary of selected case and relevant reading.
17. Tentative Schedule: (Calendar, Topics, Assignments)
Week 1: Module One - Forces for Change
1. Case: Innovation at the Lego Group
Reading: The 12 Different Ways for Companies to Innovate
2. Case: Change Classic: Changing the Culture at British Airways
Reading: Re-Energizing the Mature Organization
3. Case: Nestlé’s Globe
Reading: Has Strategy Changed?
Reading: Meeting the Challenges of Disruptive Change
4. Case: GlaxoSmithKline and AIDS in South Africa
Reading: Rethinking the Social Responsibility of Business: A Reason debate featuring Milton Friedman, Whole
Foods’ John Mackey, and Cypress Semiconductor’s T.J. Rodgers
Reading: The Collapse and Transformation of Our World
Weeks 2 & 3: Changing the Game: From Vision to Adaptation -- Part 1 The Strategic Imperatives
1. Case: Yinscape and Yangsearch
Reading: The Vision Thing
2. Case: Change Classic: Bob Galvin and Motorola, Inc.
Reading: From Bogged Down to Fired Up: Inspiring Organizational Change
3. Case: Merrill Lynch: Evolution, Revolution and Sale, 1996-2008
Reading: An Improvisational Model for Change: The Case of Groupware Technologies
4. Case: Charlotte Beers at Ogilvy & Mather Worldwide
Reading: The Quest for Resilience
Weeks 4 & 5: Implementing Change
1. Case: Change Classic: Peter Browning and Continental White Cap
Reading: Implementing Change
2. Case: Marconi plc
Reading: Organisational Frame Bending: Principles for Managing Reorientation
3. Case: Leading Culture Change at Seagram
Reading: Why Change Programs Don’t Produce Change
Simulation: The Merger Plan Simulation
4. Case: Oticon: Building a Flexible World-Class Organization
Reading: Changing the Deal While Keeping the People
5. Case: Ayudha Allianz CP
Weeks 6 & 7: The Recipients of Change
1.
Case: Change Classic: Donna Dubinsky and Apple Computer Inc
Reading: The Recipients of Change
2.
Case: Wellcome Israel
Reading: Back to Square Zero: The Post-Corporate Career
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5.
Case: Mark Margolis
Case: Emilio Kornau
Case: Kerstin Berger
Simulation: Broadway Brokers
Reading: Managing to Communicate, Communicating to Manage: How Leading Companies Communicate with
Employees
Weeks 8 & 9: Leading Change: The Personal Side
1. Case: Change Classic: Walt Disney’s Dennis Hightower: Taking Charge
2. Case: Dennis Hightower: Walt Disney’s Transnational Manager
Reading: Bob Knowling’s Change Manual
3. Case: Change Agent “In Waiting”
4. Case: Henry Silva: Aspiring Change Agent for a Start-up
5. Case: Susan Baskin: Aspiring Change Agent
Reading: Converting Middle Powerlessness to Middle Power: A Systems Approach
6. Case: The Young Change Agents
Reading: Leadership for Change: Enduring Skills for Change Masters
Case: Vinesh Juglal, South African Entrepreneur
Week 10 1.
Continuous Change
Reading: Seismic Shifts and Systemic Shocks
Case: Managing Performance at Haier
Reading: Bringing Life to Organizational Change
2.
Case: Singapore Airlines: Continuing Service Improvement
Reading: Cracking the Code of Change
3.
4.
Case: Change Classic: Nigel Andrews and General Electric Plastics
Case: GE’s Two-Decade Transformation: Jack Welch’s Leadership
Reading: GE’s Move to the Internet
5.
Case: Get Me a CEO from GE
Reading: The Immelt Revolution
Reading: Unlocking the Mystery of Effective Large-Scale Change
18. Additional information as desired by the faculty member.