mail
tel
Research School of
Management
Room 1088, LF Crisp Building
The Australian National University
ACT 0200
School Office
02 6125 6737
02 6125 9839
fax
School Office
02 6125 9982
College Reception
International: +61 2 6125 0744
Within Australia: 02 6125 0744
email
enquiries.rsm@anu.edu.au
main office
Room 1088
Level 1
LF Crisp Building
refer to the ANU Campus Map
(map GH32, reference G3)
College Reception
International: +61 2 6125 3807
Within Australia: 1300 732 120
(local call cost only)
Course Outline
MGMT7029 Managing Change in Organisations
Semester 1, 2013
STUDENTS: Course details change from semester to semester. Please check that you are
reading the Course Outline for the correct semester.
Course Description
This course introduces students to a broad range of current change literature and with
the problems and key issues relating to managing change in organisations. Key topics
include metaphors for understanding change, theories of planned change, the role of
the change agent, diagnosis, responses to change, the process of planned change,
interventions (techno-structural, strategic, cross-cultural), managing and leading
change, current issues and challenges.
Information about how this course fits into your Program, e.g. how it contributes to Majors and
Minors, and whether or not it is a core course or an elective course, can be obtained from
Study@ANU, your lecturer, or the College Student Advisers.
Contacts
Role
Office
address
Email
Telephone
Consultation
Times
Course
Convenor and
Lecturer (Course
Authority)
Room
Thomas.kalliath@anu.edu.au
6125-8104
Mondays 3-5
pm
(02) 6125 9839
The Research
School of
CRISP 1051
Dr. Thomas
Kalliath
School
Administrators
Room 1088
1st Floor
enquiries.mmib@anu.edu.au
This Course Outline was prepared on 11 February for use in Semester 1, 2013. It was revised on [insert date of
revision].
Ranka Videnovic
LF Crisp Bldg,
26
(02) 6125 6737
Management
office is open
Ruth Southwell
from 9am – 5pm,
Monday – Friday,
(except for
occasional
closures for
meetings.
Communication
Email is the preferred way of communicating.
Email
If necessary, the lecturers and tutors for this course will contact students on their official ANU
student email address. Information about your enrolment and fees from the Registrar and
Student Services' office will also be sent to this email address.
Announcements
Students are expected to check the Wattle site for announcements about this course, e.g.
changes to timetables or notifications of cancellations. Notifications of emergency
cancellations of lectures or tutorials will be posted on the door of the relevant room.
Course URLs
More information about this course may be found on:
•
Study @ ANU,
•
the College of Business and Economics website, and
•
Wattle, the University's online learning environment. Log on to Wattle using your
student number and your ISIS password.
Course Information
Learning Outcomes
Upon successful completion of the requirements for this course, students will be able to:
Outcome 1: Analyse and define problems in various case situations and use relevant data to
design interventions for problem solving
Outcome 2: Describe the characteristics and nature of organisation development (OD) and
outline the critical steps for managing a successful planned change
Outcome 3: Comment on the core values, ethics, and skills of change agents and recognise
the issues, problems and opportunities that may arise from planned change
Workload
Students taking this course are expected to commit at least 10 hours a week to completing
the work. This will include: lectures, private study, group work, Wattle etc.
Course Delivery
Lecture, seminar, group work, and presentations, Mondays, 5-8 pm (ANUCBE Bld LT2)
Attendance Requirements
Students are expected to attend lectures and participate in class discussions.
2
Study Schedule
Week
beginning
Theme / Topic / Module
Activity
Required student preparation
18 Feb
Introduction
Overview of the course; class sharing
exercise; lecture; form groups; syndicate
group discussion
Chapter 1
(week 1)
Deadlines
Application Case 1.2: Forged by fire (pages
11-12)
Application Case 1.3: Join the home office
revolution (pages 18-19)
25 Feb
Understanding change
Lecture and syndicate group discussion
(week 2)
Chapter 2
Application Case 2.1: The conversion
model (see pages 37-38)
Application Case 2.3: Ahead in the clouds
4 March
(week 3)
Leadership and the role of the change
agent
Lecture; syndicate group discussion; and
group presentation of case
Chapter 3
Required Reading 1: Heifetz and Linsky
(2011) (to be posted on wattle)
Team 1: Submit
written case analysis
by Mach 3 (Case 1)
Case 1: Balanced and blended leadership
at IBM (see page 456 to 461 in text) (Team
1 will present case and lead discussion)
11 March
March 11, 2013 is Canberra Day (Holiday)
(week 4)
18 March
The process of organisational change-1
(week 5)
Entering and contracting; diagnosing
organisations; diagnosing groups and
jobs; and collecting and analysing
diagnostic information
25 March
The process of organisational change-2:
Lecture; syndicate group discussion; and
group presentation of case
Chapter 5
Required Reading 2: Beer and Nohria
(2011) (to be posted on wattle)
Team 2: Submit
written case analysis
by Mach 17 (Case 3)
Case 3: NAB Culture change program (see
pages 479 to 483 in text) (Team 2 will
present case and lead discussion)
Lecture; syndicate group discussion; and
3
Chapter 5
Team 3: Submit
Week
beginning
Theme / Topic / Module
Activity
Required student preparation
Deadlines
(week 6)
Feeding back diagnostic information;
designing interventions; leading and
managing change; and evaluating and
institutionalizing OD interventions
group presentation of case
Case 5: A new look for Convoy (Part 1 and
2) (see pages 495-501) (Team 3 will
present case and lead discussion)
written case analysis
by March 24 (Case 5)
Chapter 7
Team 4: Submit
written case analysis
by April 14 (Case 8)
April 1-12: Term Break
15 April
OD interventions: People and process
(week 7)
Lecture; syndicate group discussion; and
group presentation of case
Application Case 7.1: The government of
NZ issued the following news release
(pages 231-233)
Application Case 7.2: FT top 50 women in
the world (pages 238-239)
Case 8: Ben & Jerry’s (A): Team
development intervention (see pages 516
to 527 in text) (Team 4 will present case
and lead discussion)
22 April
OD interventions: Strategy and structure
(week 8)
Lecture; syndicate group discussion; and
group presentation of case
Chapter 8
Application Case 8.1: Ford pushes buyout
packages (see page 291)
Team 5: Submit
written case analysis
by April 21 (Case 6)
Application Case 8.2: 2007 Electronic
monitoring and surveillance survey (see
pages 294-296)
Case 6: Kenworth Motors (see pages 502
to 507 in text) (Team 5 will present case
and lead discussion)
29 April
(week 9)
Organisation transformation and change
Lecture; syndicate group discussion; and
group presentation of case
Chapter 9
Required Reading 3: Kotter (2011) (to be
posted on wattle)
Case 9: Sharpe BMW (see pages 528 to
4
Team 6: Submit
written case analysis
by April 28 (Case 9)
Week
beginning
Theme / Topic / Module
Activity
Required student preparation
Deadlines
537 in text) (Team 6 will present case and
lead discussion)
6 May
(week 10)
Change in a chaotic and unpredictable
environment
Lecture; syndicate group discussion; and
group presentation of case
Chapter 10
Application Case 10.2: DIY recruitment
(pages 376-377)
Team 7: Submit
written case analysis
by May 5 (Case 10)
Application Case 10.3: Managing the
recovery (pages 380-382)
Case 10: Fourwinds Marina (see pages
536 to 548 in text) (Team 7 will present
case and lead discussion)
13 May
(week 11)
Managing resistance and organisational
culture
Lecture; syndicate group discussion; and
group presentation of case
Chapter 4
Required Reading 4: Kegan and Lahey
(2011) (to be posted on wattle)
Team 8: Submit
written case analysis
by May 12 (Case 11)
Case 11: B.R. Richardson Timber Products
Corporation (see pages 549 to 572 in text)
(Team 8 will present case and lead
discussion)
20 May
Case presentations
Team presentations
Case presentations
Team presentations
All teams to submit
written case and four
model questions and
th
answers by 16 May,
5 pm
(week 12)
27 May
(week 13)
5
Assessment
Proposed Assessment Schedule - Overview
Details about assessment may change during the first two weeks of semester. Please ensure
that you check with your lecturer or tutor about any changes. Changes to the assessment
schedule will be posted to the Wattle site.
Assessment item
Description and
detail of
assignment
Specific
requirements
Assignment 1
Case presentation
and discussion in
class; and submit
written case
analysis
30 minute case
presentation and
discussion in
class; and submit
written case
analysis (see
details in
Appendix-1)
Team
presentation and
class discussion;
and submit written
case and model
answers
40 minute case
presentation and
discussion in
class; and submit
written case and
model answers
(see details in
Appendix-2a, b
and c)
Multi-choice; short
answer; and case
Final exam will
cover all topics
and readings
covered in the
course
Assignment 2
Final Examination
Due Date
Weighting (%)
see lecture
schedule
15%
Submit written
case and model
th
answers by 16
May, 5pm
35%
TBA
50%
Learning Outcomes-Assessment
How well have you achieved the learning outcomes for this course? Your lecturer makes this
judgement based on your assignments and examination papers. This table illustrates how
each assessment item provides evidence about your achievements against each learning
outcome.
Course Learning
Outcomes
Upon successful
completion of the
requirements for this
course, students will be
able to:
Assignment 1
Assignment 2
Final Examination
Outcome 1
X
X
X
Outcome 2
X
X
X
Outcome 3
X
X
X
6
Assignment Details
Due Date
See lecture schedule for the team responsible for submitting the assignment
Value or
Weighting (%)
15%
Marks
15
Suggested Length
2-pages (650-700 words)
Instructions
As per criteria for the assignment (see Appendix-1), discussed in class
Purpose
The purpose of this case presentation, discussion and written case analysis is to
challenge you to link (or apply) the issues/problems raised in the case to (a)
materials/concepts covered in the chapter assigned for the week (see lecture
schedule); (b) to any change management concepts covered in this course; and
(c) come up with alternative approaches to solving issues and problems raised in
the case based on sound reasoning and support of change management theory,
and best practice.
Marking Criteria
See Appendix-1
Submission /
Presentation
Details
Submit by email written assignment as per deadline indicated in lecture schedule
to: thomas.kalliath@anu.edu.au
Due Date
Submit written case and model answers by 16 May, 5pm
Value or
Weighting (%)
35%
Marks
35
Suggested Length
1200 words (inclusive of references). Plus four questions and model answers (175
to 200 words per model answer)
Instructions
As per criteria for the assignment (see Appendix-2a, b, & c), discussed in class
Purpose
The case study documents a planned change effort in an organization. It is
preferable that the organization you select has implemented a significant planned
change effort using any of the OD interventions illustrated in this course.
Objectives of this project are to provide you with the opportunity (1) to demonstrate
your grasp of OD concepts, (2) to learn to work together as a team, and (3) to
make a professional presentation of the change case.
Marking Criteria
See Appendix-2a, b, and c.
Submission /
Presentation
Details
Submit by email written assignment as per deadline indicated in lecture schedule
to: thomas.kalliath@anu.edu.au
th
7
Due Date
Final Exam (TBA)
Value or
Weighting (%)
50%
Marks
50
Suggested Length
Multi-choice, short answer and case analysis questions based on all topics and
required readings covered in the course (3 hours)
Instructions
TBA
Purpose
Learning outcome 1, 2, 3 and 4
Marking Criteria
Concise, focused answers that address the question fully.
Submission /
Presentation
Details
TBA
Return of Assignments
Assignments 1 and 2 will be returned either in class or through email along with feedback
provided as per marking criteria (See Appendix-1 and 2 a, b, and c).
Scaling
Your final mark for the course will be based on the raw marks allocated for each assignment
or examination. However, your final mark may not be the same number as produced by that
formula, as marks may be scaled. Any scaling applied will preserve the rank order of raw
marks (i.e. if your raw mark exceeds that of another student, then your scaled mark will
exceed the scaled mark of that student), and may be either up or down.
Extensions
All assignment extension requests must be made in advance of the due date to the course
co-ordinator. Requests must be in wiring or via e-mail with your student number
included. Significant reasons must exist for an extension and documented medical
evidence may need to be provided. Requests will not automatically be granted and
students should continue with assignment preparation on the basis that the extension
request may not be approved.
Penalties
Late assignments may attract the following penalties:
Lateness
0 – 20 minutes
20 minutes – 1 day
1 – 2 days
2 – 3 days
Penalty
5 marks
10 marks
20 marks
30 marks
Examinations
Exam scripts can be viewed after the release of end of semester grades. You must refer to the
School website for dates and times that exam script viewings are held. You must provide
your student identification card to view your exam script. Scripts cannot be taken from the
Office area.
8
Texts and Other Reading
Prescribed Texts
Waddell, D., Cummings, T. G., & Worley, C. G. (2011). Organisational change, development
th
and transformation. Asia Pacific 4 Edition. CENGAGE Learning (ISBN: 978-0170185950).
Additional Recommended Reading
Heath, C., & Heath, D. (2010). Switch: How to change things when change is hard. Crown
Business.
Green, M. (2007). Change management masterclass: A step-by-step guide to successful
change management. Kogan Page.
Kotter, J. P. (2002). The heart of change: Real-life stories of how people change their
organisations. Harvard Business Review Press.
Course-related Matters
Requisites
MGMT1003 or MGMT2007
Class and Teamwork Norms:
Students who are disruptive or prevent others from fully participating in lectures, seminars or
tutorials will be asked to leave. All students in this course are expected to cooperate to make
the team project a success, through their contributions to the team effort, spelled out in
“Excellent team behaviours checklist” (See course webct). The course convenor reserves the
right to award differential marks in the team project assignment, if in his judgement a member
of the team refuses to participate in cooperative team behaviours (see checklist), participate
in team meetings, or absent himself/herself from the team presentation.
9
Appendix-1
Marking Criteria for Case Presentation and Written Case Analysis (15%)
General Comments:
1. Does the case presentation illustrate one or more change management
issue/dilemmas/challenges faced by management/change agents?
Very little
1
2
3
4
5
6
7 8
9
10
Very much
2. Does the case presentation provide adequate background information surrounding change
management issues included in the case?
Very little
1
2
3
4
5
6
7 8
9
10
Very much
3. Did the case presentation provide in depth of analysis informed by change management
theory of pertinent issues germane to successful/unsuccessful resolution of change?
Little
1
2
3
4
5
6
7
8
9
10
Very much
4. Did the case presentation link specific chapter concepts to the case problem(s) and
issues?
Very little
1
2
3
4
5
6
7 8
9
10
Very much
5. How effective was the team presentation?
Not effective
1
2
3
4
5
6
7
8
9
10
Very effective
6. What is the quality of class discussion resulting from case presentation?
Poor
1
2
3
4
5
6
7
8
9
10
Very High
10
Very High
8. What was the quality of learning impact of the presentation?
Poor
1
2
3
4
5
6
7
8
9
9. Quality of written case analysis (suitable title, 650-700 words, on time submission)
Poor
1
2
3
4
5
6
7
8
9
10
Very High
10. Quality of written analysis (extent to which criteria 1-4 are explicated in case analysis)
Poor
1
2
3
4
5
6
7
8
10
9
10
Very High
Appendix-2a
Team Presentation Guideline
The team presentation is a case study of a planned change effort in an organization. It is
preferable that the organization you select has implemented a significant planned change
effort using the type of OD interventions illustrated in the topic you have chosen. Objectives
of this project are to provide you with the opportunity (1) to demonstrate your grasp of OD
concepts, (2) to learn to work together as a team, and (3) to make a professional presentation
of the change case. The change management cases discussed in the course could be used as
guides for developing your case study. Please see below some topics/questions that may be
useful in developing the case study:
1. Background and history of the organization:
- nature of products and industry
- age of the organization and history
- financial data—budget, performance
- scope of the organization—
- mission of the organization
- any other pertinent information
2. Description of problem and change effort:
- what was the problem as defined by the organization?
- was internal/external consultants used?
- if so, - how were the consultants selected?
- describe the role they played in the change program?
- what was the approach to change used by the organization.?
- what behavioral science concepts and techniques were used?
- describe the phases of change
- what role did the top management play in the change effort?
- to what extent did the intervention involve the total organization ?
3. Analysis of the change effort in terms of:
- was the problem defined by the organization the real problem? Use one of the
diagnostic models to analyze the problem
- in your opinion how effective was the approach and types of interventions used?
- if they have not completed all the phases what else do you think they should do?
- what recommendations would you make to the organization at this point in time?
What is provided above is not a complete listing of all questions, but a starting point. You
will generate additional questions to suit your specific topic and the organization you will be
researching. Apply the knowledge you have gained in the course.
Your oral presentation will have three components (1) a theoretical input, (2) case
material you have put together, and (3) class discussion. The criteria used to mark team
presentation and written case is provided in Appendix-2 b and c.
11
Appendix-2b: Marking Criteria for Team Presentation (20%)
General Comments:
1. Does the case presentation illustrate one or more change management
issue/dilemmas/challenges faced by management in a real organisational setting?
Very little
1
2
3
4
5
6
7 8
9
10
Very much
2. Does the case presentation provide adequate background information surrounding change
management issues included in the case?
Very little
1
2
3
4
5
6
7 8
9
10
Very much
3. Did the case presentation provide depth of analysis of pertinent issues germane to
successful/unsuccessful change management?
Very little
1
2
3
4
5
6
7 8
9
10
Very much
4. Did the case presentation link the case problems with OD theory?
Very little
1
2
3
4
5
6
7 8
9
10
Very much
5. How effective was the team presentation?
Not effective
1
2
3
4
5
6
7
8
9
10
Very effective
6. What is the quality of class discussion resulting from case presentation?
Poor
1
2
3
4
5
6
7
8
9
10
Very High
10
Very High
8. What was the quality of learning impact of the presentation?
Poor
1
2
3
4
5
6
7
8
12
9
Appendix-2c: Marking Criteria: Change Management Case (15%)
General Comments:
1. Does the case illustrate one or more change management issue/dilemmas/challenges
faced by management in a real organisational setting?
Very little
1
2
3
4
5
6
7
8
9
10
Very much
2. Does the case provide adequate background information surrounding change management
issues included in the case?
Very little
1
2
3
4
5
6
7
8
9
10
Very much
3. Does the case highlight use (or failure to use) of one or more change management
principles/techniques to tackle issues raised?
Very little
1
2
3
4
5
6
7 8
9
10
Very much
4. Does the case raise (make salient) pertinent issues germane to successful/unsuccessful
change management?
Very little
1
2
3
4
5
6
7 8
9
10
Very much
5. Is the case interesting from a change management perspective?
Not Interesting 1
2
3
4
5
6
7
8
9
10
Very Interesting
6. Do the four questions and model answers (200 words per answer) capture change
management issues raised/addressed in the case?
Very little
1
2
3
4
5
6
7
8
9
10
Very much
7. Does the title of the case capture the essence of the case?
Not at all
1
2
3
4
5
6
7
8
9
10
Very much
8. Overall quality of the case to make salient change management
issues/dilemmas/problems faced by real life organisations.
Poor
1
2
3
4
5
6
7
8
13
9
10
Very High