1. Course Overview
Whether you area scientist, analyst, or administrator; whether you work in government, a non-
profit or a for-profit corporation, you will have to work within an organization in order to
accomplish your goals. And as you advance in your career, and assume greater responsibilities,
you will need to be able to manage the people who work for you as well as your peers and your
superiors; and an increasingly important component of management is the planning and control
of organizational and behavioral change. Organizational change may be required by innovations
in technology, materials, work processes, and organizational structures; new and shifting market
forces; work force values, demands, and diversity; or regulatory and ethical constraints from the
various communities in which an organization participates. But, while the necessity for change
may seem obvious, methods for managing it are elusive. This course will focus on theory,
research and practice of both “planned” and “unplanned” change, with emphasis on the
development of change techniques in terms of procedural and mental frameworks with which to
diagnose, implement and evaluate organizational change processes.
One’s effectiveness as a manager or team member requires a variety of skills in managing
change and the conflict that generally arises with it. Individuals within groups and organizations
need to be able to create conditions in which people take the personal risks necessary to respond
to change, to engage in task-enhancing conflicts, and to build new capacities. They must be able
to craft coalitions to support innovation proposals in the face of foreseeable resistance and to
buffer themselves from conflict inherent in the complex organizational arrangements that are
now being implemented.
Managing change and its attendant conflicts entails a variety of skills — some conceptual and
diagnostic, others strategic, political and interpersonal. Toward this end our work together is
aimed at the following objectives:
1. To develop an understanding of the complexity and dynamics of change in complex
organizations. The objective here is to identify the different variables (technology, social
structure, interpersonal relations, external demands) and their interrelationships that create
or impede change.
2. To discuss and evaluate different change techniques.
3. To examine the implications of change for the manager’s own behavior and career.
4. To provide techniques for recognition and response to change opportunities and efforts.
http://www.valuebasedmanagement.net/methods_kotter_change.html
http://www.12manage.com/i_co.html
http://www.themanager.org/Knowledgebase/Management/Change.htm
http://www.businessballs.com/changemanagement.htm
http://www.jiscinfonet.ac.uk/InfoKits/risk-management/risk-response-planning
http://www.associatedcontent.com/article/237685/change_management_models_a_look
_at.html
http://www.change-management-blog.com/2007/08/community-of-change-
management-bloggers_07.html
2. Syllabus
2.1 General Introduction to ‘Change’ (Personal, Environmental and Organizational).

2. a.) What does ‘Change’ mean to different people?
b.) What is the difference between planned and unplanned change?
c.) What is the difference between evolutionary and revolutionary change?
Class 1 – What is change - READING – Rico and Enrico
Class 2 – Innovation-Change
READING MEDICINE – PATENTS
Lifecycle of change – Ron Kaufman
2.2 Definition of Managing Change in Organizations
a.) Defining Organizational Change Management
b.) Definition of Terms Used
c.) Parameters of Organizational Change
Class 3 - Organisational structures – SMART – flat strutures – working in cross
functional teams
2.3 Why Do Change Programs Often Fail?
a.) What are the reasons for ‘Change Program’ failure?
b.) How can we manage change better for organizational effectiveness?
Class 3 - The difference between success and failure in Organisational Change –
Reasons for failure and success
2.4 What are the Cornerstones for Successful Organizational Change?
The four cornerstones of successful change initiative
a.) The importance of having a clear purpose
b.) Why is it important to develop leaders for change?
c.) Steps of designing a ‘Collaborative Change Process’
d.) Steps to build commitment
Class 4 - Leadership
2.5 Managing Collaborative Organizational Change: Phase I ‘Developing the
Foundation for Change’
a.) Coaching the leader
b.) Aligning the leadership team
c.) Set the stage for change
d.) Start the initiative
Class 5 – Oganisational Behaviour
2.6 Managing Collaborative Organizational Change: Phase II ‘Designing Change’
MGT4932 - 3 -
a.) First step: Begin by assessing the situation.
b.) Second step: Finish by finalizing the mission and vision.
c.) Final step: Put in place an agreement on the changes needed.
Class 6 – Models of change
Class 8 – Planning 1
2.7 Managing Collaborative Organizational Change: Phase III ‘Implementing
Change’
a.) Issues involved in the implementation stage.
b.) Reasons for everyone to understand how change will be implemented.
c.) Methods to evaluate and sustain change.

3. 2.8 Further Issues in Leading Change in Organizations
a.) Further issues in thorough change management in work organization.
b.) Resistance to change; the psychological bases of resistance to change; group
processes in change situations.
c.) Personal assessment of one’s own styles of coping with change
Class 9 – Scheduling
Class 10 – Risk Analysis
Class 11 – Budgeting
Include more on Change and Innovation