2021/2022 KAN-CCMVV1680U Managing Organizational Change and Development
English Title | |
Managing Organizational Change and Development |
Course information |
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Language | English |
Course ECTS | 7.5 ECTS |
Type | Elective |
Level | Full Degree Master |
Duration | One Semester |
Start time of the course | Autumn |
Timetable | Course schedule will be posted at calendar.cbs.dk |
Max. participants | 60 |
Study board |
Study Board for MSc in Economics and Business
Administration
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Course coordinator | |
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Teaching methods | |
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Last updated on 18-06-2021 |
Relevant links |
Learning objectives | ||||||||||||||||||||||||
After completion of this course, students should
be able to:
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Examination | ||||||||||||||||||||||||
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Course content, structure and pedagogical approach | ||||||||||||||||||||||||
To remain relevant, effective and achieve higher standards of development, organizations must adapt to increasingly complex and uncertain technological, economic, political and cultural changes. In addition, organizations need to have the ability to continuously monitor their own internal functioning and identify changes required to enhance this functioning. However, organizational change is a complex process that depends on numerous factors and research reveals that as many as 70% of change initiatives are not successful, with the failure rate going up to 90% in the case of Mergers and Acquisitions. This course explores the behavioural side of change and how changes in organizational structure, culture, systems, and processes can facilitate organizational effectiveness. Change often involves resistance and this resistance is mainly psychological. Therefore, it is imperative for managers to understand the behavioural dynamics of change and the important situational and motivational factors that need to be considered in any organizational change intervention, so that they may effectively implement and manage a change process. An important theme throughout the course would be managing complexity and harnessing the power of paradox and opposing forces in organising to create flexible, robust, and socially sustainable organisations.
The course will include the following topics:
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 organizational change and development. In this course, participants will:
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Description of the teaching methods | ||||||||||||||||||||||||
Participant Driven Learning: The course is
designed by need to be interactive and hands-on as participants
will need to internalize the knowledge, skills and competencies
required to lead and manage change in their future managerial
roles. The course will involve an online change management
simulation where students will practice implementing and managing
change in a simulated context. The course will also involve
analyses of actual case studies of organizational change and
development as well as other interactive activities. The
participant-driven learning design of the course requires a
significant amount of preparation for every class.
Learning through Assigned Groups: The class will be divided into study groups that will work together on simulations and case analyses. In addition to the learning from each other by working together on case studies, problems and simulations, group work will also give participants an opportunity to analyse their own experiences of working as a mini organization applying the learning from the course as they move along. The study group can be seen as an organization established to achieve the task of furthering learning on the course. The course facilitator will be available as a consultant to all groups to reflect on issues that may emerge in working together and in achieving the group objective of learning. Pre-recorded video lectures on theory: The theory of the course will be presented in short video lectures that will be available to students before each session. These lectures will serve as a supplement to the readings - expanding and unfolding the theory of the course. In this way, students can come well-prepared to engage in application of the theory in analysis of cases in the classroom. Students will also be able to refer back to the lectures on theory anytime they wish throughout the course allowing for a better integration of various theoretical perspectives over the duration of the course. |
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Feedback during the teaching period | ||||||||||||||||||||||||
Students will be working in study groups for the duration of the course. Each group will submit two assignments on the cases being covered in the course. These assignments consisting of a class presentation and a written submission will serve as a preparation for the case-based final exam. Students will receive oral feedback in class on the presentation and a written feedback on the written submission. All students will have access to this feedback, so that they can learn from it and use it in writing their exam assignment. | ||||||||||||||||||||||||
Student workload | ||||||||||||||||||||||||
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Expected literature | ||||||||||||||||||||||||
Articles, Cases & Simulation: A number of articles will be assigned for pre-class preparation and in-class discussion. Students will also need to purchase some case studies and an online simulation from Harvard Business School Publishing. A special link with discounted prices will be made available to students to make this purchase towards the beginning of the course.
Indicative List of Cases and Simulation: Honda Motorcycles and Scooters Prudential Financial Whitbread PLC Children's Hospital and Clinics Duval County Public Schools Acer Inc Shinsei Bank Motivated Reasoning and Leadership Goldman Sachs 3M Harvard Change Management Simulation
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