MGT 774 Managing Organizational Change, addresses organizational change and development to help you improve overall effectiveness. The primary focus is organizational development, the management discipline aimed at improving organizational effectiveness. You’ll explore the importance of planning change for the most impactful results.
In addition, you’ll discover the basic roles and styles of the organizational development practitioner, including resistance to change and how to overcome it. Throughout the course you’ll be introduced to the concepts of the six images of managing change: director, navigator, caretaker, coach, interpreter, and nurturer. Comprehension of the images of change will assist in your overall success of this elective course in the human resources concentration.
Coursework is designed for research, planning, and implementation of change. Here are examples of some assignments you may complete as part of MGT 774 Managing Organizational Change.
- Interview two people from different industries who have managed change in an organization. Write a compare and contrast response that addresses provided questions and prompts.
- Read and respond to weekly case study questions with a clear, well-formulated thesis and idea development. Additionally, pick two classmates' posts and respond.
- Prepare an organizational development and change management plan, along with a PowerPoint presentation, that incorporates all major themes from this course.
Each week of this course focuses on a different theme. Your group discussions and coursework will align with the week’s theme as well as its primary objectives. All weekly course material is proposed and subject to change.
Week 1 – The Process of Change
During the introduction week, you’ll learn to:
- Understand why change is both a creative and a rational process.
- Identify why there are limits on what the manager of change can achieve.
- Recognize how stories of change can illuminate key issues in managing change.
- Comprehend the importance of organizational images and mental models.
- Explore the concepts behind the six images of managing change.
Week 2 – Pressures that Propel Change
In week two, you’ll learn to:
- Understand environmental pressures propelling organizations toward change.
- Articulate arguments about why not all organizations are affected equally by such pressures.
- Outline a range of issues internal to organizations that push them toward change.
- Gain awareness of the interaction between forces for stability and forces for change.
- Relate differing image of managing change to pressures for change.
Week 3 – Diagnostic Models and Resistance to Change
Throughout week three, you’ll learn to:
- Understand the role of diagnostic models and instruments.
- Apply a range of diagnostic instruments to manage change.
- Identify signs and reasons for resistance to change.
- Be alert to resistance from within the ranks of management.
- Recognize strengths and weaknesses of approaches to manage resistance to change.
Week 4 – Midterm
- During the midpoint week of the course, you’ll summarize what you’ve learned in the course so far by working on a team research project. Along with your team, you’ll analyze chapters from a contemporary business book. This assignment will allow you to personalize your education experience via independent research to meet your career and academic goals.
Week 5 – Development and Management of Organizational Change
As you progress to week five, you’ll learn to:
- Understand the coach, interpreter, director, and navigator images of managing change.
- Articulate strengths and weaknesses to various approaches to manage change.
- Reflect upon your own approach to managing change.
- Identify the change management, contingency, and processual approaches to managing change.
- Appreciate current debates on various approaches to change.
Week 6 – Vision and Communicating Change
In week six, you’ll learn to:
- Appreciate how approaches to vision and change differ.
- Identify the attributes and effectiveness of developing a meaningful vision.
- Outline current arguments concerning the relationship of vision to organizational change.
- Define communication strategies appropriate to different images of managing change.
- Understand that successful communication for announcing organizational change varies.
Week 7 – Communication Skills for Managing Change
Throughout this week, you’ll learn to:
- Identify communication skills appropriate to different images of managing change.
- Appreciate the breadth of skills needed as a change manger in communicating change.
- Make your change communication strategies relevant to both internal and external stakeholders.
- Recognize the difference between the appearance of change and embedded change.
- Identify a range of actions to assist in the sustaining of change, as well as the “pitfalls.”
Week 8 – Final Project and Presentation
- During the last week, you’ll demonstrate your learnings from the course by completing a final organizational presentation. You will act as a manager of change and prepare an organizational development and change management plan.