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2019/2020  BA-BHAAI1071U  Change Management and The Values-Driven Organization

English Title
Change Management and The Values-Driven Organization

Course information

Language English
Course ECTS 7.5 ECTS
Type Elective
Level Bachelor
Duration Summer
Start time of the course Summer
Timetable Course schedule will be posted at calendar.cbs.dk
Max. participants 120
Study board
Study Board for BSc in Economics and Business Administration
Course coordinator
  • Course instructor: Ginger Grant, PhD. Associate Dean, Applied Research and Innovation, Humber Institute of Advanced Learning and Technology.
    Sven Bislev - Department of Management, Society and Communication (MSC)
For academic questions related to the course, please contact instructor Ginger Grant at ginger.grant@humber.ca.
Other academic questions: contact academic director Sven Bislev at sb.msc@cbs.dk
Main academic disciplines
  • Innovation
  • Management
  • Organisation
Teaching methods
  • Face-to-face teaching
Last updated on 27/11/2019

Relevant links

Learning objectives
Demonstrate their understanding of the following through an organization of their choice:
  • Describe the importance of organizational structure and dynamics in change management.
  • Discuss the role of organizational culture in change management.
  • Describe the growing importance of values-based leadership in a global context.
  • Recognize and describe cultural platforms in an organizational context.
  • Describe the role of organizational culture in navigating complexity, dealing with ambiguity and resistance to change.
  • Discuss the role of work-related stress and organizational performance.
Course prerequisites
Recommended for 3rd or 4th year undergraduate students.
Examination
Change Management and The Values-Driven Organization:
Exam ECTS 7.5
Examination form Home assignment - written product
Individual or group exam Individual exam
Size of written product Max. 15 pages
Assignment type Project
Duration Written product to be submitted on specified date and time.
Grading scale 7-point grading scale
Examiner(s) One internal examiner
Exam period Summer, Ordinary exam: Home Assignment: 23/24 June-24 July 2020. Please note that exam will start on the first teaching day and will run in parallel with the course.
Retake exam: Home Assignment: 72-hour home assignment: 5–8 October 2020 – for all ISUP courses simultaneously
3rd attempt (2nd retake) exam: 72-hour home assignment: 23–26 November 2020 – for all ISUP courses simultaneously
Exam schedules available on https:/​/​www.cbs.dk/​uddannelse/​international-summer-university-programme-isup/​courses-and-exams
Make-up exam/re-exam
Same examination form as the ordinary exam
Retake exam: 72-hour home project assignment, max. 10 pages, new exam question
Exam form for 3rd attempt (2nd retake): 72-hour home project assignment, max. 10 pages, new exam question
Course content, structure and pedagogical approach

Students are introduced to the practice of values-based leadership in private and public sector organizations. The course will explore two developing areas in organizational theory: (1) relationship between human capital and organizational health and (2) organizational change and resistance to change. Tools such as values-based learning/leadership, organizational needs analysis, espoused values mapping, , key performance indicators and personal and collective values within an organization will be examined. Discussions will center on the ability of values-driven cultures to provide an alternative voice to the prevailing marketing, psychological and economic discourses in the world of business.  How we embrace productive tensions in cross-cultural and inter-generational communication?  How may values-driven organizations serve as conduit for social innovation? Most importantly, how can such a deeper understanding of a values-driven culture create strategy for a sustainable future?
 

Preliminary assignment: Personal Values Assessment
Class 1: Preliminary Assignment Review. Values-Driven - what does it mean? Setting the stage.
Class 2: Values Theory/Perspectives.
Class 3: Analyzing corporate culture. Organizational structure and dynamics. Impact of values on performance.
Class 4: Values and mission alignment in whole system change.
Class 5: Organizational metaphors and the role of storytelling in change management. Data storytelling.
Class 6: Design thinking and beyond. Organizational innovation archetypes.
 
Feedback activity: stop/start/continue
 
Class 7: 21st Century skills in organizational change.
Class 8: Disruptive strategy. Work-related stress.
Class 9: Social innovation.
Class 10: Values-based leadership. Humanistic management.
Class 11: Upcoming trends and the role of AI (Artificial or Augmented Intelligence?)
Description of the teaching methods
Lectures, seminars, guest lectures, discussions and presentations. Students are expected to be active participants in the learning experience as opposed to passive receptacles for information. The importance of clear and concise written and verbal communication will be stressed throughout the course. In addition to the material covered in the texts, students will develop hands-on skills in analysis, participant observation, group dynamics and formal presentations.
Feedback during the teaching period
A stop/start/continue exercise.
Moreover, a research question (problem formulation) must be handed in to the course instructor for her approval no later than 10 July 2020. The instructor must approve the research question (problem formulation) no later than 15 July 2020. The approval is a feedback to the student about the instructor's assessment of the problem's relevance and the possibilities of producing a good report. No comment will be offered after July 15.
Student workload
Preliminary assignment 20 hours
Classroom attendance 33 hours
Preparation 126 hours
Feedback activity 7 hours
Examination 20 hours
Further Information

Preliminary Assignment: To help students get maximum value from ISUP courses, instructors provide a reading or a small number of readings or video clips to be read or viewed before the start of classes with a related task scheduled for class 1 in order to 'jump-start' the learning process.

 

Course timetable is available on https://www.cbs.dk/uddannelse/international-summer-university-programme-isup/courses-and-exams

 

We reserve the right to cancel the course if we do not get enough applications. This will be communicated on https://www.cbs.dk/uddannelse/international-summer-university-programme-isup/courses-and-exams end March 2020.

 

Expected literature

Mandatory readings:

 

Penker, M., Junermark, P. and Jacobsen, S. (2017). How to assess and measure busness innovation. Stockholm: Innovation 360 Group Ltd.

 

Additional relevant readings:

 

Other course readings will be gathered from peer-reviewed journals (such as the Journal of Organizational Change Management, Organization Studies, Academy of Management, etc.) and uploaded for the students on CBS Learn.  Examples (more may be provided before and during class):
 
Alvesson, M. and Spicer, A. (2012). A Stupidity-Based Theory of Organizations. Journal of Management Studies. Vol. 49(7): pp 1194-1220. (26 pages).
Barker, R. and Gower, K. (2010). Strategic Application of Storytelling in Organizations. Journal of Business Communication. Vol. 47(3): pp. 295-312. (17 pages).
Beckman, S. and Barry, M. (2009). Design and Innovation through Storytelling. International Journal of Innovation Science. Vol. 1(4). pp. 151-160. (9 pages).
Gauntlett, D. and Thomsen, B. (2013). Cultures of Creativity: Nurturing creative mindsets across cultures. The LEGO Foundation. (48 pages).
Grant, G. (2017). The untapped power of imagination in the workplace. in Neal, J. (ed). Handbook of Personal and Organizational Transformation. Berlin: Springer. pp 1-35. (35 pages)
Gregory, J. (2003). Scandinavian approaches to participatory design. Int. J. Engng. Ed. Vol 19(1): pp 62-74. (12 pages).
Kociatkiewicz, J. and Kostera, M. (2009). Experiencing the Shadow: orgnanizational exclusion and denial within experience economy. Organization. Vol. 17(2): pp. 257-282 (25 pages).
Kociatkiewicz, J. and Kostera, M. (2012). The good manager: an archetypal quest for morally sustainable leadership. Organizational Studies. Vol. 33(7): pp. 861-878. (17 pages).
Lowe, P., Williamson, P. and Wood, R. (2011). Five styles of strategy innovation and how to use them. European Management Journal, Vol 19(2): pp. 115-125.
Roth, G. (2004). Lessons from the Desert: Integrating managerial expertise and learning for organizational transformation. The Learning Organization Vol. 11(3): pp. 194-208. (14 pages).
Verganti, R. (2008). Design, Meaning, and Radical Innovation: A metamodel and a research agenda. Journal of Product Innovation Management. Vol 25: pp. 436-456 (20 pages)
 
Last updated on 27/11/2019