National University ofSingapore
NUS Business School
DepartmentofManagementandOrganisation
BMA5405: Managing Change
Session: Semester2, 2013/2014
Instructor: / Associate Professor Darren HansonE-mail: /
Office location / BIZ1, 7-39
Objectives
This course aims to:
-Deepen your understanding of the nature of organizational change
-Increase your knowledge of the theoretical frameworks that can be used to think about and analyze change, and build your ability to apply those frameworks;
-Provide some insights into the processes of organizational change; and
-Sharpen your skills for leading, managing and implementing organizational change.
Course Description
The course is designed around six modules, corresponding to each two weeks of the semester. We begin by examining the forces for change in organisations and the nature of organizational change. Next, we critically evaluate the prescription that a vision should form the basis for organizational change. In the third module, we assume the position of change agents and consider how change can be implemented while being mindful of culture, psychological contracts and other features of the organizational context. We then switch positions in the fourth module and assume the role of recipients of change, trying to understand how they respond. In the fifth module, we reflect on the personal aspects of leading change. We conclude by addressing the need for continuous change in organizations.
Syllabus and Schedule
The course is organized around six major themes, one for each 2 weeks. The outline of each theme is as follows:
Module 1: What change? Why change?
Types of change
Levels of analysis
Forces for change
Different theoretical approaches to change
Organization theory
Management
Organizational development
An overview: Why do some change efforts fail? Critical success factors.
Module 2: From vision to reality
Visions: bogus, or necessary?
Process of creating and communicating a vision
Using the vision to inspire change
What else do we need besides a vision?
Module 3: Implementing change, keeping the context in mind
Culture
Psychological contracts
Social compacts
Models of change implementation
Processes for managing change
Module 4: Recipients of change
Responding to changes that one has no control over
The role of politics in change
Learning to anticipate and cope with change
Module 5: (a) Leading change: Personal aspects
(b) Continuous change
Value-based leadership
Expectations of change leaders
Managing the personal side of change
Second order change
Module 6: Learning from our projects
Assessment
Preparation and participation30%
Case analysis35%
Project35%