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2011/2012  KAN-CM_B130  Managing Organizational Change and Development

English Title
Managing Organizational Change and Development

Course Information

Language English
Point 7,5 ECTS (225 SAT)
Type Elective
Level Full Degree Master
Duration One Semester
Course Period Autumn . Spring
Please note that this course is offered both during the fall semester and the spring semester. Changes in course schedule may occur Thursday 14.25-17.00, week 6,7,18,19 Thursday 15.20-17.00, week 8-13, 15-17
Time Table Please see course schedule at e-Campus
Study Board
Study Board for MSc in Economics and Business Administration
Course Coordinator
  • Christopher John Mathieu - Department of Organization
Administration: Ane Lindgren Hassing (alh.ioa@cbs.dk)
Main Category of the Course
  • Business psychology
  • Management
  • Organization
Last updated on 29 maj 2012
Learning Objectives
After completion of this course, students should be able to:
• Apply theoretical concepts and models covered in the course in real life business situations as well as in simulations.
• Identify the need for change in an organization and assess change readiness.
• Plan and execute the organizational change intervention in a simulated context.
• Develop strategy for dealing with resistance to change.
BSc in Economics and Business Administration. The course is not open to the cand.merc.SOL and cand.merc.(psyk.) students.
4 hour open book exam
Managing Organizational Change and Development:
Assessment Written Exam
Marking Scale 7-step scale
Censorship No censorship
Exam Period Winter Term and Summer Term
Aids Open Book, Written and Electronic Aid is permitted
Duration 4 Hours

• 4-hour written exam (open book)
• Exam Aids: Books, personal notes, articles, cases, pocket calculators, computer without internet access
Course Content

To remain relevant, effective and achieve ever higher standards of development, organizations must adapt to increasingly complex and uncertain technological, economic, political and cultural changes. In addition, organizations also need to have the ability to continuously monitor their own functioning and identify what changes are required to enhance this functioning. This course deals with the behavioural side of change where the organization has to adapt to the changing environment and enhance its own effectiveness. Change often involves resistance and this resistance is mainly psychological. Therefore, it is imperative for the manager to understand the behavioural dynamics of change so that he/she may effectively implement and manage the change process. The course will cover processes of organizational change and development and will include topics such as:

  • Organizational renewal and planned change
  • Models of change
  • Organizational diagnosis
  • Managing resistance to change
  • Role and skills of OD consultant
  • Designing and implementing OD interventions
  • Organizational transformations
  • Future trends in organizational development

The course's developmenr of personal competences:

The course is designed to equip participants with the basic knowledge and skills required for working in the area of organizational change and development. In the course, participants will:

  • Learn to apply knowledge of organizational behavior in the change process.
  • Learn the processes of organizational diagnosis and need assessment.
  • Learn to design and implement an organizational intervention in a simulated context.
  • Learn and practice basic process consulting skills.
Teaching Methods
The course will involve simulations where students will practice assessing need for change and implementing and managing change in a simulated context. The course will also involve actual case studies of organizational change and development as well as other interactive and experiential activities. Since to be successful, any change process in an organization would necessarily involve other people, the class will be divided into teams that will work together. The course is designed to be participant driven and thus a significant amount of preparation will be needed for every class.

Cummings, T.G. & Worley, C.G. (2009). Organization Development & Change (9thEdition). South Western Cengage Learning.

Besides the above book, a compendium of articles (indicative list below) and cases will be made available at the beginning of the course.

· Andersen, G. R. (2006). Conflicts during organizational change: Destructive or constructive. Nordic Psychology, Vol 58(3), 215-231.

· Bens, I. (2007). The ten essential processes of facilitative leaders. Global Business & Organizational Excellence, Vol. 26 Issue 5, pp. 38-56

· Blattner, J & Bacigalupo, A. (2007). Using emotional intelligence to develop executive leadership and team and organizational development. Consulting Psychology Journal: Practice and Research, Vol 59(3), 209-219.

· Erwin, D. (2009). Changing Organizational Performance: Examining the Change Process. Hospital Topics, Vol. 87 Issue 3, pp. 28-40

· Franken, A., Edwards, C. & Lambert, R. (2009).Executing Strategic Change: Understanding the Critical Management Elements that Lead to Success. California Management Review, Vol. 51 Issue 3, pp. 49-73

· Furst, S. A. & Cable, D. M. (2008). Employee resistance to organizational change: Managerial influence tactics and leader​-​member exchange. Journal of Applied Psychology, Vol 93(2), 453-462.

· Kohler, J. M. & Munz, D. C. (2006). Combining individual and organizational stress interventions: An organizational development approach. Consulting Psychology Journal: Practice and Research, Vol 58(1), 1-12.

· Kotter, J.P. & Cohen, D.S. (2002).The Heart of Change: Appealing to the Heart, Not the Mind. Harvard Business School Publishing. Product number: 4673BC-PDF-ENG

· Kotter, J.P., Schlesinger, L.A. (2008). Choosing Strategies for Change. Harvard Business Review, Vol. 86 Issue 7/8, pp. 130-139

Rousseau, D. M. & Tijoriwala, S. A. (1999). What's a good reason to change? Motivated reasoning and social accounts in promoting organizational change. Journal of Applied Psychology, Vol 84(4), 514-528.