Change management

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Information in this page addresses the 2015-2016 academic year and an update is in progress.
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About the subject

Course description

Change management is concerned with initiating and administering change within organizations. The main focus falls on the human side of the organization, investigating the reasons of resisting change and the ways to overcome them. This is why organizational culture holds a central position all along this course.
The course introduces the major change management issues. It is a review of significant change management literature, and it focuses on practice as well. The main purpose is to develop the ability to perceive the need for change and to influence people so they accept and apply change projects. Lecture discussions will follow every important topic.

Course objectives

Upon completion of this course, students should be able to:

  • Explain the relevance of change in the nowadays organizations.
  • Identify the major elements of the organization that may be subject to change.
  • Identify the major triggers for change in the external and internal environments.
  • Identify and deal with the various stages of transition.
  • Identify the barriers to change and explain how they should be overcome.
  • Assess change in yourself and in the workplace.
  • Create and implement a plan for change in your organization.

The material covered will be relevant to students, regardless of their career objectives. In all likelihood, they will either initiate change or contribute to implementing change projects. In the final analysis, any individual is performing changes in his/her own life and can benefit by studying to be a better change manager.

Prerequisites

  • None – there are no other disciplines imperatively required for learning change management. Anyway, knowledge provided by other disciplines may help understanding easier and better some specific topics. Knowledge about management and leadership are particularly welcome.

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Delivering the subject

Course lecturer (seminar included): Dan C. Lungescu, PhD, assistant professor.
Target programs: MDAE 1.
Credits: 6.

Grade reports

Student grades will be available:

  • On the Academic Info platform (login required). Every student may see his own grades here, but only after the examinations session is over. Of course, the only grades available there will be the final, official grades (integers from 10 to 1).
  • In the Note | Grades page of this blog. Both the final grades and their component scores will be available there.

Documents

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Course outline

Ch. 1. Why change?
Ch. 2. The conditions for change
Ch. 3. A framework for change
Ch. 4. Individual change
Ch. 5. Organizational change
Ch. 6. Sustainable change

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Weekly topics

Week Chapter Lecture Seminar
1 Course presentation Administrative class
2 1 Why change? The relevance of change nowadays
3 1 The change manager The change manager
4 2 Environmental triggers for change PESTLE analysis
5 2 Internal analysis Key factors for success in the industry
6 3 Strategic alternatives for change The role of symbols in a change process
7 3 Steps in a change process Unfreezing the organization
8 4 Individual change Forcefield analysis
9 5 Organizational culture Matching strategy and organizational culture
10 5 Changing organizational culture The learning organization
11 6 Launch strategies Styles of leading change
12 6 Targeting change Changing beliefs and values
13 6 Organizational dynamics Organizational dynamics
14 Organizational development Organizational development

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Grading

Grade structure

  • 6.0 points: final examination (open-ended questions).
  • 1.0 points: class activity.
  • 2.0 points: home assignments.
  • 1.0 points: ex officio.

Other specifications

Grades are integers ranging from 1 to 10.
The final test has a pass point of 2.0 (out of 6.0); lower scores will result in exam failure, without regard to other partial scores. Nevertheless, that 2.0 is necessary, but not sufficient, for passing!

Home assignments

Save the first one, that is not so specific, all the assignments require a good comprehension of the second chapter of this course. Attending the lectures may result in a dramatically superior comprehension.

  1. Change in Romania (the attitude of Romanians towards change). Essay. No instructions, i.e. no further restrictions. Searching for totally different approaches. Note: if from or resident in another country (e.g. The Republic of Moldova), the student may describe that country instead of Romania – the purpose is to capitalize student’s knowledge about the real life. Deadline:
  2. PESTLE analysis. Pick one industry (or a product–like „mobile phones”, „bread”, „shoes for children” etc.), imagine that you are one of the competitors, and perform an analyze of the external environment, trying to identify the relevant factors that may require, or may make room for, changes in your company.
  3. Fazele ciclului concurențial. Alegeți o industrie (un produs) – desigur, poate fi cea de la tema anterioară – și descrieți comportamentul concurenților, urmărind cele două faze, de convergență a ofertelor și de divergență a ofertelor.
  4. Factorii-cheie ai succesului în ramură. Alegeți o industrie (un produs) – desigur, poate fi cea de la temele anterioare – și identificați factorii relevanți, care pot conduce organizația înspre succes sau eșec. Unii asemenea factori sunt menționați în lista din materialele didactice; dacă studentul identifică și alții, cu atât mai bine!

» Instructions to submit your home assignments.

Class attendance

Class attendance is not a condition for passing the exam, but it is still monitored. Class attendance has a certain influence on the final grade, through the active involvement in discussion.

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Teaching materials

Presentations (lectures)

Lecture presentations are available here (pdf files in a rar pack).

Speaking Romanian? I strongly recommend you to take a look at Romanian lectures as well, in order to get used to Romanian terminology and make the necessary cross-language connections.

Worksheets (seminar)

Students are asked to download, print and have the following worksheets at the seminar.

Seminar Worksheets
1 (none)
2 Worksheet no. 1: ??? (???)
3
4
5
6
7
8
9
10
11
12
13
14

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Sample test questions

Fill in the three states of an organization during the change process:

Define the personality-led change.

Enumerate the areas of interest when evaluating the attractiveness of a major change proposal.

Enumerate the three conditions to be met before an individual will accept change.

What are the four alternatives of matching strategy and organizational culture?

Explain the meaning of each of the following styles of leading change:
1. democracy: …
2. participation: …
3. coercion: …

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Dissertation topics

The list below is only indicative.
Basically, a dissertation should depict – or better should design – a change process performed in a real organization.
It may also focus a specific topic, as the environment analysis, unfreezing the organization, change leadership etc.; if so, it may address any chapter in the course (save the first one, which is rather a general introduction).
The elements below are ideas, not titles.
Therefore, some examples:

  • Managing change(s) in organization X.
  • Implementing a change program in organization X.
  • The analysis of the external environment of the organization X.
  • Internal analysis in organization X.
  • Identifying change triggers for organization X [as a methodology].
  • Change triggers for organization X [real triggers identified].
  • Change leadership styles in organization X.
  • Preparing a certain change program in organization X.
  • Altering organization culture in organization X.
  • Performing the unfreezing step within a certain change program in organization X.
  • Overcoming the fear of change in organization X.
  • Locating change within the organizational/informal structure of organization X.
  • Locating change on different hierarchical levels in organization X.
  • Sustainable change in organization X.
  • Organizational development in organization X.

One may also propose a subject that goes beyond the materials detailed in the course but are related to change management, e.g.:

  • Ideas management.
  • Creativity techniques.
  • Knowledge management.
  • New product development etc.

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Readings

There are only English language books in here. For books in Romanian please enter here.
  1. Anderson, D. & Ackerman Anderson, L. (2001). Beyond change management. San Francisco: Jossey-Bass/Pfeiffer.
  2. Cook, S. & Macauly, S. (2004). Change management excellence: Using the five intelligences for successful organizational change. Kogan Page.
  3. Elsevier Butterworth-Heinemann (2005). Change management. Oxford: Elsevier Ltd.
  4. Green, M. (2007). Change management masterclass: A step by step guide to successful change management. London and Philadelphia: Kogan Page.
  5. Lee, W.W. & Krayer, K.J. (2003). Organizing change. San Francisco: Pfeiffer.
  6. Partridge, L. (2007). Managing change: Learning made simple. Elsevier.

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Grade statistics

MDAE 1
year 10 9 8 7 6 5 ≤4
2015-2016 ? ? ? ? ? ? ?
2014-2015 13 1 4 6 2 6 0
2013-2014 8 4 5 3 4 3 0
2012-2013 16 4 7 4 3 1 1
2011-2012 18 5 2 2 1 3 0
2010-2011 18 8 5 1 1 2 0
2009-2010 11 2 5 3 1 0 0

Good luck!

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