The Marshall School of Business University of Southern California Los Angeles, CA 90089 MOR 554 Change Management Spring, 2006 Professor Thomas H. Olson 308F Bridge Hall Department Office: 213-740-0728 Direct Line: 213-740-0758 Fax: 213-740-3582 E-mail: [email protected] 554 - Change Management - Spring, 2006 Dr. Thomas H. Olson University of Southern California Office: Bridge Hall 308F Hours: Th 1 - 3 PM and by appointment Phone: (213) 740-0758 E-mail: [email protected] Fax: (213) 740-3582 General Description: This course is designed to provide participants with practical knowledge and experience about helping people in organizations manage planned change. The nature of planned change is examined in the context of different organizational conditions and different levels of analysis. The stages of planned change are explored - from initial entry into organizations through diagnosis, intervention and evaluation. Participants will gain conceptual understanding of planned change as well as develop skills for helping manage change. The course is heavily applied and participants are expected to contribute to class discussions, experiential exercises and team change projects. They are also expected to examine their own assumptions and skills related to planned change and to develop their own knowledge and skill base in this field. Instructional Objectives: 1) To develop an appreciation for models and theories of organizational development. 2) To develop an applied understanding of models and theories through an integration of exercises, case analyses, applied readings and personal and group experience. 3) To learn key current concepts (and authorities contributing to them) which relate to organizational development and change. 4) To learn to distinguish, evaluate and analyze process from content issues. 5) To become more aware of significant issues and areas for research and theory building. The primary objective of this course is to provide you with an opportunity to become familiar with the typical phases in an organizational change initiative. These phases have been identified in the description above. As we examine these phases, we will identify different types of change agents, facilitators and development personnel (and their approaches). We will also acquaint ourselves with readings relating to (and providing examples of) various related topics such as organizational roles, attitudes, culture and values as change agents typically consider them with their clients. Finally, we will conclude the course with discussions of ethical issues, career concerns and management practices of practitioners working in this area.Methods of Presentation in Class: To adequately achieve the objectives of the course, it will be necessary to conduct the class in lecture and case discussion fashion. Be sure to take adequate notes. There may be an optional examination. Additionally, the content from the lectures will be necessary to complete certain segments of the course requirements, especially the personal case and team field project. You are expected to read all of the material assigned from the course text. Further, you are to be prepared to present your analyses of all exercises, cases, and readings assigned particular to each class session. You may be called on to either orally present your analysis or opinions to the class or to lead a discussion in class. As you may not know when you will be queried, be prepared at all times. Let me emphasize, as this course relies on the in-class discussion of text and case readings, you are expected to read the assignments prior to class. You are to be prepared to write and/or discuss the materials assigned and answer specific questions proposed by each other as well as by me. As much of what we do involves your participation, your attendance in class during lecture and exercise, case and reading analyses is very important. Any class session missed can only hinder your performance. Should anyone know of occasions when he/she will be unable to attend, let me know beforehand; you will then need to gather from other participants a summary of the 'lessons learned' from the class that you missed and discuss with me as necessary. The following summaries the sources that will be used to stimulate participant learning: 1) Lecture 2) Class discussions 3) Cases analyses 4) Briefings 5) Exercises 6) Field project and presentation by student teams 7) Guest lectures by practitioners as availableStudent Requirements: In general overview, you will be expected to do the following: a. Prepare an individual case report based on your experiences. Each of you is expected to take course readings and apply them to a personal development and change experience. This should be a creative report; each of you should devote a diligent effort to understand yourself in the situations you choose. This report is to be presented during the semester. b. Read the course texts and all handout materials and answer quiz questions as presented. From the readings, members of the class should identify major concepts pertinent to change management topics and develop a broad comprehension of these concepts. Members of the class will be expected to participate in ‘applied practice’ learning experiences wherein they will develop a more realistic sense of ‘how change management works’ in an organization, what appears to be possible, and what variables are relevant to making change work, etc. Organization development and change theory is like political theory - there is plenty of room for adventurous thinking, yet there are hard realities of each situation, empirical evidence that must be recognized, problems of integrity and consistency that must be addressed and so forth. There may be unscheduled quizzes covering the chapter reading during the semester; I encourage everyone to be prepared. c. Participate in class discussions and facilitate (ELC based) class sessions. Dialogue in this class is essential to you being a major contributor and, thereby, assists us all in reaching the course objectives. Members of the class are asked to take this portion seriously. Even though a portion of class may be lecturette and presentation, there is still 'room' for substantial audience participation and discussion. You may be asked to provide a self-evaluation at mid-term and term-end