Organization Change Leadership: Theory and Practice
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|Course Number:||OCL 7330|
|Course Name:||Organizational Change Leadership: Theory and Practice (Online)|
|Course Description:||This course provides an introduction to leadership theory and practice, both generally and specifically. Strategies for identifying and positively affecting the core of the organization will be discussed. Methods for adapting to and affecting change in interpersonal and group situations will be covered.|
MS in Project Management
MS in Integrated Supply Chain Management
MS in Organizational Change Leadership
NOTE: The information below is representative of the course and is subject to change. The specific details of the course will be available in the Desire2Learn course instance for the course in which a student registers.
Upon completion of this course, you should be able to
- Develop investigative and diagnostic skills to be better equipped to manage the change process within an organization.
- Effectively manage issues arising from internally planned and externally imposed organizational changes.
- Improve the student's awareness of how people can facilitate change and extend their ability to manage human resources in the context of change.
- Identify the need to lead effective and healthy change within organizations and be able to plan for such change using a variety of ethical strategies and models.
- Analyze how individual and group behaviors act as building blocks to effectuate change in today's organizations.
- Demonstrate the ability to communicate and interact with team members.
Unit 1: Introduction to Change
This unit reviews some important theoretical perspectives on the nature of change and a range of issues and choices that need to be considered when developing an approach to managing change. An examination of some of the issues associated with starting the change process will be encountered. Most important is translating the need for change into a desire for change. Organizational diagnosis is concerned with identifying what needs to be changed. Organizational behavior, at all its different levels, is a complex phenomenon and it is impossible for managers to pay attention to every aspect of organizational functioning. Diagnostic models help change managers cope with this complexity.
Unit 2: Managing People Issues
People issues need to be attended to throughout the whole change process. A common mistake is to treat the early stages of starting the change and diagnosis and goal setting as purely technical activities. Too often, too little attention is given to political and motivational issues early on. It is not unusual for 'expert' change agent to decide when and where change is required and to define change objectives without taking into account the concerns of stakeholders or recognizing the ways in which they can contribute to or sabotage the change process. This unit also examines some of the issues that change managers need to attend to, after they have diagnosed what needs to be changed, in order to decide how to achieve the required change.
Unit 3: Creating Change Plans and Implementing Them
Creating a change plan is just one of the steps needed to create change in your organization. Implementation is the step in the change process that involves taking action to bring about change. This module reviews the theory that underpins nine types of intervention and considers how each can be used to secure change.
Unit 4 - Reviewing Change
This unit will review the entire change process. Lewin argued that all too often change is short-lived. After a 'shot-in-the-arm', life returns to the way it was before. In his view, it is not enough to think of change in terms of simply reaching a new state. For lasting change to occur, we need to identify tools that will assist the organization in holding onto the gains realized by our change initiative. Without this lasting change, the organization cannot reach its full potential. Gaining insights into what tools can be used to make change stick is essential.
Summary of Final Grade Composition
Class participation 22%
Weekly assignments 36%
Leadership Theory paper 14%
Performance Appraisal paper 9%
Final Exam 14%
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