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2012/2013  KAN-CM_B130  Managing Organizational Change and Development

English Title
Managing Organizational Change and Development

Course information

Language English
Exam ECTS 7.5 ECTS
Type Elective
Level Full Degree Master
Duration One Semester
Course period Autumn, Spring
Changes in course schedule may occur
Thursday 08.00-10.35, week 6-12, 14-16
Time Table Please see course schedule at e-Campus
Max. participants 40
Study board
Study Board for MSc in Economics and Business Administration
Course coordinator
  • Course Coordinator : Peter Kjær pk.ioa@cbs.dk
    Syed Salman Ahmad - Department of Organization
Administration: Mette Busk Ellekrog (mbe.ioa@cbs.dk)
Main Category of the Course
  • Business psychology
  • Management
  • Organization
Last updated on 16-10-2012
Learning objectives
After completion of this course, students should be able to:
  • Identify the need for change in an organisation and assess change readiness.
  • Plan and execute organizational change interventions in a simulated context.
  • Develop strategy for dealing with resistance to change and for the evaluation and institutionalisation of change interventions.
  • Apply theoretical concepts and models covered in the course in simulations and real life business situations as illustrated in cases.
BSc in Economics and Business Administration. The course is not open to the cand.merc.SOL and cand.merc.(psyk.) students.
Managing Organizational Change and Development
Managing Organizational Change and Development:
Type of test Written Exam
Marking scale 7-step scale
Second examiner No second examiner
Exam period Autumn Term and Spring Term, 06 or 07 December - Week 49 (Autumn)
13 or 14 June - Week 24 (Spring)
Aids Open Book, Written and Electronic Aid is permitted
Duration 4 Hours

The exam will be a 4-hour written exam (open book) aimed at measuring accomplishment of the course objectives. Students will be expected to apply their understanding of theoretical models and research in the area of organisational change and development in the analyses of business cases and development of solutions to the problems therein.

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 and effectiveness, organisations must adapt to increasingly complex and uncertain technological, economic, political and cultural changes. In addition, organisations need to have the ability to continuously monitor their own internal functioning and identify changes required to enhance this functioning. However, organisational change is a complex process that depends on numerous factors and research reveals that as many as 70% of change initiatives are not successful. This course explores the behavioural side of change and how changes in organisational structure, culture, systems and processes facilitate behaviour towards organisational 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 and the important situational factors that need to be considered in any organisational change intervention, so that he/she may effectively implement and manage a change process.
The course will cover processes of organisational change and development and will include topics such as:
·         Organisational renewal and planned change
·         Models of organisational change
·         Role of the organisation development (OD) consultant
·         Diagnosing organisations and change readiness
·         Contextual factors in organisational change
·         Designing and implementing interventions
·         Managing resistance to change
·         Evaluating and Institutionalising interventions
·         Managing opposites for organisational effectiveness: resilience and
          hardiness, flexibility and adaptability
·         Designing organisations for continuous change
The course’s development of personal competences:
The course is designed to equip participants with the basic knowledge and skills required for working in the area of organisational 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 OD and change management skills.
Teaching methods
The course is designed by need to be interactive and experiential as participants will need to internalise the knowledge, skills and competencies required to lead and manage change in their future managerial roles. The course will involve simulations (including an online change management simulation) 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 organisational change and development as well as other interactive and experiential activities. Since to be successful, any change process in an organisation would necessarily involve other people, the class will be divided into teams that will work together on simulations and case analyses. These groups will also analyse their own functioning as a mini-organisation and present their experiences in a short assignment. The course is designed to be participant driven and thus a significant amount of preparation will be needed for every class.
Expected literature
Cummings, T.G. & Worley, C.G. (2009). Organization Development & Change (9thEdition). South Western Cengage Learning.
Besides the above book, a number of articles and cases (indicative list below) will be assigned for pre-class preparation and in-class discussion.
  • Andersen, G. R. (2006). Conflicts during organizational change: Destructive or constructive. Nordic Psychology, Vol 58(3), 215-231. 
  • Atella, M. D. (1999). Case studies in the development of organizational hardiness: From theory to practice. Consulting Psychology Journal: Practice and Research, Vol 51(2), 125-134.
  • Beer, M. & Nohria, N. (2000). Cracking the Code of Change. Harvard Business Review, May/Jun2000, Vol. 78 Issue 3, pp. 133-141.
  • 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.
  • Bright, D.S. (2009). Appreciative Inquiry and Positive Organizational Scholarship: A Philosophy of Practice for Turbulent Times. OD Practitioner, Vol. 41 Issue 3, pp. 2-7
  • 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. 
  • Giæver, F & Hellesø, R. (2010). Negative experiences of organizational change from an emotions perspective: A qualitative study of the Norwegian nursing sector. Nordic Psychology, Vol 62(1), 37-52.
  • Karakas, F. (2009). New Paradigms in Organization Development: Positivity, Spirituality, and Complexity. Organization Development Journal, Vol. 27 Issue 1, pp. 11-26
  • 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. (2007). Leading Change. Harvard Business Review, Vol. 85 Issue 1, pp. 96-103.
  • Kotter, J.P., Schlesinger, L.A. (2008). Choosing Strategies for Change. Harvard Business Review, Vol. 86 Issue 7/8, pp. 130-139.
  • Kegan, R. & Lahey, L.L. (2001). The Real Reason People Won't Change. Harvard Business Review, Vol. 79 Issue 10, pp. 85-92.
  • Leonard, H. S. & Goff, M. (2003). Leadership development as an intervention for organizational transformation: A case study. Consulting Psychology Journal: Practice and Research, Vol 55(1), 58-67.
  • Rodell, J. B. & Colquitt, J. A. (2009). Looking ahead in times of uncertainty: The role of anticipatory justice in an organizational change context. Journal of Applied Psychology, Vol 94(4), 989-1002.
  • 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.
  • Ruvolo, C. M., Peterson, S. A., LeBoeuf, J. N. G. (2004). Leaders Are Made, Not Born: The Critical Role of a Developmental Framework to Facilitate an Organizational Culture of Development. Consulting Psychology Journal: Practice and Research, Vol 56(1), 10-19.
Last updated on 16-10-2012