Form 2B
City University of Hong Kong
Information on a Course
offered by Department of Management
with effect from Semester A in 2010/2011
Part I
Course Title:
Transforming Organizations
Course Code:
MGT 6322
Course Duration:
One Semester
No. of Credit Units:
3
Level:
P6
Medium of Instruction:
English
Prerequisites: (Course Code and Title)
MGT5204 Organizational Behavior
MGT5205 Strategic Management
Precursors: (Course Code and Title)
MGT6311 Human Capital Management
Equivalent Courses: (Course Code and Title) Nil
Exclusive Courses: (Course Code and Title) Nil
Part II
1.
Course Aims:
This course aims to:
 provide students with concepts of change management to tackle
organizational transformation and employee resistance in the workplace

equip students with skills to contribute to change implementation in order
to transform organizations

develop students’ abilities in leading people through the processes of
transforming organizations
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2.
Course Intended Learning Outcomes (CILOs)
(state what the student is expected to be able to do at the end of the course according to a given standard of performance)
Upon successful completion of this course, students should be able to:
No.
CILOs
1.
Identify organization stakeholders’ reactions to
different types of changes in the workplace
Identify the reasons for organizational change
failure and evaluate the preparations for effective
change
Evaluate means of communicating change to
employees and how to cope with resistant
sentiments
Apply concepts of organizational culture and
change management models to evaluate processes
of change implementation
Evaluate change leadership skills required for
organization mission and vision delivery
2.
3.
4.
5.
3.
Weighting (if applicable)
20%
20%
20%
20%
20%
Teaching and learning Activities (TLAs)
(designed to facilitate students’ achievement of the CILOs)
Total Hours: Seminar 39
4.
ILO No
TLA 1:
Seminar
TLA 2:
Tutorial &
Group
Project
TLA 3:
Outside
classroom
activity
CILO 1
CILO 2
CILO 3
CILO 4
CILO 5
2
2
2
2
2
2
2
2
2
1
1
1
2
2
2
Remarks
1. Minor focus on the ILO
2. Major focus on the ILO
Assessment Tasks/Activities
(designed to assess how well the students achieve the CILOs)
Coursework: 70% ,
Final Exam: 30% (2 Hours)
ILO No
Assessment
task 1
Group project
(30%)
Assessment tasks
2&3
(40%)
Assessment task 3
Final exam
(30%)
CILO 1
CILO 2
CILO 3
CILO 4
CILO 5
2
2
1
2
1
2
2
2
2
2
2
2
2
2
2
Remarks
1. Minor focus on the ILO
2. Major focus on the ILO
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5. Grading of Student Achievement: Refer to Grading of Courses in the Academic
Regulations (Attachment) and to the Explanatory Notes.
ASSESSING AND GRADING CLASS PARTCIPATION
Criteria
Marginal
D 1.0
A. Preparation
Student is almost never prepared
for class with assignments and
required class materials.
Adequate Student is occasionally prepared
for class with assignments and
C- 1.7
required class materials.
C 2.0
C+ 2.3
Student is frequently prepared for
Good
class with assignments and
B- 2.7
required class materials.
B 3.0
B+ 3.3
Excellent Student is almost always prepared
A- 3.7 for class with assignments and
required class materials.
A 4.0
A+ 4.3
B. Engagement
Student almost never contributes
to class by offering ideas and/or
asking questions.
Student occasionally makes
contribution by offering seemingly
useful/suitable ideas and/or asking
meaningful questions.
Student frequently contributes
suitably in class by offering ideas
and/or asking meaningful
questions.
Student almost always contributes
meaningfully in class by offering
ideas and/or asking questions in
almost each class.
ASSESSING AND GRADING APPLIED CASE ASSIGNMENTS
Marginal
D
1.0
Adequate
C1.7
C
2.0
C+
2.3
Good
B2.7
B
3.0
B+
3.3
Excellent
A3.7
A
4.0
A+
4.3
Pieces of evidence are relevant and accurate, but analyses are
isolated, addressing a limited number of issues. Demonstration
of understanding in a minimally acceptable way. Insufficient
coverage, little originality, weak justification of solutions or
recommendations.
The evidence is relevant, accurate. However, there is little
evidence of an overall extensive view of the case issues. Able to
discuss content meaningfully but little application or integration
of items. Fair justification of solutions or recommendations.
The evidence presents a good appreciation of the general thrust
of the case with relevant and accurate support of concepts
taught in class. A clear view of how various aspects of the case
integrate to form a purpose. Solutions or recommendations well
justified.
As in B, but with higher degree of originality and even good
evidence of reflection on own performance based on theory.
Generalizes principles, models or practices to new and
unfamiliar real-life contexts.
3
ASSESSING CONCEPTUAL ASSIGNMENT [GROUP PRESENTATION]
Marginal
D
1.0
Adequate
C1.7
C
2.0
C+
2.3
Good
B2.7
B
3.0
B+
3.3
Excellent
A3.7
A
4.0
A+
4.3
Presents enough to describe what the issues are about. Some
relevant points, however only re-describes the factual elements
in a wooden manner, mainly pro and con. Uses a few
mainstream references and applies correct concepts.
Presentation describes topic, refers to what is proposed to be
done. More relevant points drawn from prevalent models or
conceptual frameworks, evidence of grasp of issues but has
some difficulty in finding resolution or engaging in critical
analysis.
As in C, but also shows logical progression and possibly new and
original insights. Most/all relevant points drawn from prevalent
models or conceptual frameworks, uses appropriate structure to
resolve issues with convincing arguments and discussion.
Interesting and suitably complex account of analysis/solution
demonstrating original contribution, going well beyond standard
resources/ references / concepts, stating a point of view in one’s
own voice. Suitably impresses with critical analysis in the
judgment of the marker.
Part III
Keyword Syllabus:
Types of change in organizations; Understanding concepts of change management;
Communication strategies in change management process; Vision and mission
statements of organization and change; Preparations for change in the workplace;
Coping with employee resistance to change; Organizational culture and change;
Implementing change; Models of change execution; Leadership skills in organizational
change process.
Reference Texts
Beitler, M. (2006) Strategic Organizational Change: A Practitioner’s Guide for
Managers and Consultants, 2nd Ed. New York: Practitioner Press International.
Cameron E. and M. Green (2009) Making Sense of Change Management, 2nd Ed.
London: Kogan Page.
Carnall, C. (2007) Managing Change in Organizations. 5th ed. London: FT Prentice Hall.
Hayes, J. (2007) The Theory and Practice of Change Management. 2nd ed. London:
Palgrave Macmillan.
Helms-Mills, J., K. Dye, and A. J. Mills (2009). Understanding Organizational Change.
New York: Routledge.
Leban, B. and L. Stone. (2008) Managing Organizational Change. Hoboken, NJ: John
Wiley & Sons.
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Palmer, I., R. Dunford and G. Akin (2009) Managing Organizational Change. 2nd ed.
New York: McGraw-Hill.
Senior B. and J. Fleming (2006). Organizational Change. 3rd ed. Harlow: Prentice Hall.
Spector, B. (2010) Implementing Organizational Change. Upper Saddle River, NJ:
Prentice Hall.
Returned by:
Name: Dr. Andrew Chan
Department:
Management
Tel:
Date:
15 April, 2009
3442 6208
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