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Organizational Change Management

Informacje ogólne

Kod przedmiotu: 2500-EN-S-101 Kod Erasmus / ISCED: 14.4 / (0313) Psychologia
Nazwa przedmiotu: Organizational Change Management
Jednostka: Wydział Psychologii
Grupy: Business Psychology Specialization
specialization courses for 4 and 5 year
Punkty ECTS i inne: 2.00
Język prowadzenia: angielski
Rodzaj przedmiotu:

fakultatywne

Skrócony opis: (tylko po angielsku)

Organizational Change Management (OCM) is a framework for managing

the change introduced to company by new strategy, merge with another

company, new business processes, cultural changes, technological shift,

organizational restructuring or even headcount optimization initiatives.

Simply put, OCM addresses people side of change management.

The goal of the course is to prepare participants to act as change

management project team members, with particular attention to HR

perspective.

Pełny opis: (tylko po angielsku)

"Nothing endures but change. There is nothing permanent except change.

All is flux, nothing stays still." - Heraclitus

Dealing with change, and, more importantly, the impact of change on

people is a growing priority for all organizations. We are living in so called

“exponential times”, when progress in IT & technology stimulates

sociological changes at the speed never known before. As a matter of

fact, most modern enterprises are in the constant change whether they

want it or not, and so are employees. Facilitating change is more critical

now than ever as organizations are also affected by extremely demanding

economic conditions and are still driven to improve efficiency,

productivity, and service quality.

Organizational Change Management (OCM) is a framework for managing

the change introduced to company by new strategy, merge with another

company, new business processes, cultural changes, technological shift,

organizational restructuring or even headcount optimization initiatives.

Simply put, OCM addresses people side of change management.

In this course, we analyze the forces that drive organizations to change,

examine barriers to change, and survey a range of approaches for making

organizational change more effective. You gain the skills to understand

typical change situations, how others react to change and how to

effectively lead them through that time. You will be able to drive change

initiatives or at least actively support them from psychological

perspective. We talk about engaging people, overcoming resistance and

proper communication. You learn about typical project and managers

tools than should be useful to meet these goals. The particular attention

is paid to difficult HR challenges that managers may face during change

implementation.

Efekty uczenia się: (tylko po angielsku)

During the course students will:

- improve own ability to change by managing reactions

- learn how people react to change and how to use this knowledge

to lead them successfully through business transformation

- learn about change theories and how to apply the appropriate

theory for an organization’s specific needs

- possess knowledge how to take people through the various

phases of transition and lead or support change management

more effectively with less resistance

Knowledge – when finishing the course students know:

- major change management theories and their evolution

- major tools and implementation approaches

- the basics of project management (PMI & Agile)

- the rules for “tough managerial calls”

- conditions of typical current organizational changes

Skills – when finishing the course students can:

- provide the support from HR perspective for managers

implementing organizational change

- use the basic project management tools, in particular as PMO

- prepare correct internal communication plan supporting the

change management

- adjust transition plans to cultural limitations

As a result, students will be prepared to:

- play the role of PMO for change management initiatives

- act as HR support for managers when implementing change

Metody i kryteria oceniania: (tylko po angielsku)

Final exam (written or oral, each student is allowed to choose preferred

form): 100% of final score

The standard grade scale will be applied.

Attendance rules

Maximum 1 absence (2h) without excuse and 1 absence (2h) with excuse.

2 absences (even both excused) require additional homework.

Zajęcia w cyklu "Semestr zimowy 2018/19" (zakończony)

Okres: 2018-10-01 - 2019-01-25
Wybrany podział planu:


powiększ
zobacz plan zajęć
Typ zajęć: Seminarium, 15 godzin więcej informacji
Koordynatorzy: Marcin Charkiewicz
Prowadzący grup: Marcin Charkiewicz
Lista studentów: (nie masz dostępu)
Zaliczenie: Przedmiot - Zaliczenie na ocenę
Seminarium - Zaliczenie na ocenę
Literatura: (tylko po angielsku)

Handbook: None obligatory

Recommended books:

- Burke, W.W, “Organization Change: Theory and Practice – 4

th edition” (2014)

- Harvard Business Review: “HBR’s 10 must reads on change management” (2011)

- Kim, Ch.W. & Mauborgne, R. „Blue Ocean Strategy – Expanded edition: how to create

uncontested market space and make the competition irrelevant” (2015)

- Cameron, E. & Green, M. “Making sense of change management: a complete guide to the

models, tools, and technics of organizational change” – 4

th edition (2015)

- Cummings, T.G & Worley, Ch.G. “Organization Development & Change” – 10th edition (2014)

Recommended readings per topic:

1. Introduction to change management

- Burke, W.W, “Organization Change: Theory and Practice – 4

th edition” (2014)

o Chapter 2.1. The paradox of planned organization change

o Chapter 2.2. Making the case for organization change

o Chapter 3. A brief history of organization change

o Chapter 4. Theoretical foundations of organizations and organization change

2. Understanding the change challenge & transition steps

- Burke, W.W, “Organization Change: Theory and Practice – 4

th edition” (2014)

o Chapter 5. The nature of organization change

o Chapter 6. Levels of organization change: individual, group and larger system

o Chapter 8. Conceptual models for understanding organization change

- Kegan, R., Lahey, L.L. “The real reason people won’t change”, Harvard Business Review, Nov

2001, or in: Harvard Business Review: “HBR’s 10 must reads on change management”

(2011), p. 119-136

- Beer, M. & Nohria, N. “Cracking the code of change”, Harvard Business Review, May-June

2000, or in: Harvard Business Review: “HBR’s 10 must reads on change management”

(2011), p. 137-154

- Cameron, E. & Green, M. “Making sense of change management: a complete guide to the

models, tools, and technics of organizational change” – 4

th edition (2015)

o Chapter 1. Individual change

o Chapter 2. Team change

o Chapter 3. Organizational change

- Cummings, T.G & Worley, Ch.G. “Organization Development & Change” – 10th edition (2014)

o Chapter 2. The nature of planned change

3. Planning the change

- Burke, W.W, “Organization Change: Theory and Practice – 4

th edition” (2014)

o Chapter 9. Integrated models for understanding organizations and for leading and

managing change

o Chapter 11. Organizational culture change

o Chapter 12. Understanding and working with Loosely Coupled Systems

- Kotter, J.P., “Leading change: why transformation efforts fail”, Harvard Business Review, Jan

2007 or in: Harvard Business Review: “HBR’s 10 must reads on change management” (2011),

p.1-16

- Kim, Ch.W. & Mauborgne, R. „Blue Ocean Strategy – Expanded edition: how to create

uncontested market space and make the competition irrelevant” (2015)

o Part 1. Blue Ocean Strategy

o Part 2. Formulating Blue Ocean strategy

- Cummings, T.G & Worley, Ch.G. “Organization Development & Change” – 10th edition (2014)

o Chapter 5. Diagnosing

o Chapter 6. Collecting, Analyzing, and Feeding Back Diagnostic Information

o Chapter 7. Designing Interventions

4. Organizing the change management

- Project Management Institute: “A Guide to the Project Management Body of Knowledge

(PMBOK® Guide )”—5

th Edition (2013)

o Chapter 1. Introduction

o Chapter 2. Organizational influences and project life cycle

o Chapter 3. Project management processes

o Chapter 4. Project integration management

o Chapter 5.4. Create WBS

o Chapter 6. Project time management

o Chapter 9. Project human resource management

- Sirkin, H.L, Keenan, P. & Jackson, A., “The Hard Side of Change Management”, Harvard

Business Review, Oct 2005 or in Harvard Business Review: “HBR’s 10 must reads on change

management” (2011), p.155-176

- Schwaber, K “Agile Project Management with Scrum” (2004)

5. Managing the change

- Burke, W.W, “Organization Change: Theory and Practice – 4

th edition” (2014)

o Chapter 13. Transformational leadership

o Chapter 14. Leading organization change

- Garvin, D.A & Roberto, M.A “Change Through Persuasion”, Harvard Business Review, Feb

2005 or in: Harvard Business Review: “HBR’s 10 must reads on change management” (2011),

p. 17-34

- Meyerson, D.E. “Radical change, the quiet way”, Harvard Business Review, Oct 2001, or in:

Harvard Business Review: “HBR’s 10 must reads on change management” (2011), p. 59-78

- Cameron, E. & Green, M. “Making sense of change management: a complete guide to the

models, tools, and technics of organizational change” – 4

th edition (2015)

o Chapter 4. Leading change

o Chapter 5. The change agent

- Cummings, T.G & Worley, Ch.G. “Organization Development & Change” – 10th edition (2014)

o Chapter 8. Managing change

6. Moments of truth

- Burke, W.W, “Organization Change: Theory and Practice – 4

th edition” (2014)

o Chapter 15. Organization change: summary and integration

o Chapter 16. Organization change: what we need to know

- Kim, Ch.W. & Mauborgne, R. „Tipping point leadership”, Harvard Business Review, Apr 2003,

or in Harvard Business Review: “HBR’s 10 must reads on change management” (2011), p. 79-

98

- Heifetz, R.A & Linsky, M. “Survival guide for leaders”, Harvard Business Review, June 2002,

or in: Harvard Business Review: “HBR’s 10 must reads on change management” (2011), p.

99-118

- Cameron, E. & Green, M. “Making sense of change management: a complete guide to the

models, tools, and technics of organizational change” – 4

th edition (2015)

o Chapter 6. Restructuring

o Chapter 8. Culture and change

o Chapter 10. Complex change

o Chapter 11. Leading change in uncertain times

Uwagi: (tylko po angielsku)

Prerequisites

Completed introductory course on Social Psychology

Opisy przedmiotów w USOS i USOSweb są chronione prawem autorskim.
Właścicielem praw autorskich jest Uniwersytet Warszawski.