College aantekeningen
All lectures Organizational Change (OC)
- Instelling
- Tilburg University (UVT)
Alle aantekeningen van de colleges van organizational change (inclucief afbeeldingen)
[Meer zien]Voorbeeld 4 van de 53 pagina's
Voorbeeld 4 van de 53 pagina's
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Voorbeeld van de inhoud
Organizational ChangeLecture 1 – Introduction; Basics of Change
9-2-2022
Organizations are constantly involved in change and renewing, otherwise you will be outdated soon.
Change is all around us e.g. organizations. Very relevant for HR, HR plays a crucial role in conducting
and guiding the change among people.
Objectives of the course:
1. understand the process side of organizational change, including aspects like social
dynamics,
resistance, willingness to change, creating commitment, etc.;
2. to identify and analyze the main focus areas of the relevant organizational issues, and draw a
sound
diagnosis;
3. to evaluate the mechanisms of the interdependent relationship between organizational
structure and
culture in processes of organizational development and change;
4. to argue and defend how a change program is to be constructed, paying attention to
the relevant
situational conditions and constrictions;
5. to evaluate the relative importance of stakeholders and the role of the organization's
leadership;
6. to advise an organization's top leadership on implementation issues, based on a
thorough
understanding of relevant social issues, dynamics and other contextual conditions;
7. to assess and evaluate the specific role of HR leadership in change programs;
8. to assess and evaluate one’s own specific role during the presentation and defence of the
change
proposal to organization’s top leadership.
Program overview:
1. Fundamentals of organizational change
2. Organizational development; change diagnostics
3. Social factors and dynamics in change processes: how people react to change and how they
commit
4. Organizational culture and change: culture is context, people behave in a specific way, crucial
for change.
5. Designing and implementing change:
6. Practical examples and experiences (guest lectures)
Fundamentals of organizational change:
1. Introduction to the course
2. Context, trends and developments
3. OD and Change approaches
4. Basics of Organizational Change
5. Improving Performance
,Textbook and articles: see canvas
Course components:
- 5 lectures
- 2 guest lectures: consultants, talk about projects they have worked on
- Group assignment
o Written change proposal
o Presentation and defence of change proposal
o Question and answers question scheduled and consultation sessions prepared in
order to prepare students for the defence presentation
- Individual assignment
o Reflection on group assignment (skills and competences used, the performance of
you and the group, and your unique contribution to the process)
Course assessment
Schedule of lectures and consultants
,Schedule defences
Group assignment
The group case:
Oticon
• Oticon had enjoyed almost two decades of success until the 2008 results revealed a loss of revenue
and market share due to a challenging and cost-intensive product launch. Oticon’s profitability was
below that of its competitor. According to the President of the company, Nielsen, something has to
change. And you’re going to help them…
• Since we have to take care of copyright issues, we are going to buy a case for you.
Instructions
- Detailed instructions on the group paper and defense are placed on Canvas.
- Most basically:
o Written proposal: Develop an evidence-based change proposal for the company
Oticon by using the input of the (guest) lectures, course material and additional
articles.
o Oral presentation: Defend your change proposal to the board of the company Oticon
and try to convince them of the value of your proposal.
Group enrollment
- You’ve already been assigned to groups. Only one person of each team is in contact with me;
one team captain has been randomly assigned.
- If it appears that people do not follow this Master although they are registered, it could be
the case that I make a few changes in the teams. I will not be doing that after March 1st
anymore. If you, as a group, encounter that people do not respond at all, please let the team
captain let me know.
Individual assignment
Instructions
- Detailed instructions on the individual paper are placed on Canvas.
- Most basically: Reflect on your experiences, skills and unique contribution during the group
assignment
, Fundamental of organization change
Context trends, and developments
Starting points for change management
- The only constant in organizations is change (Charles Handy): quote is very often misused,
justify change, but may not be that justified. It is true, but don’t let it be misused.
- Organizations that do not change themselves to become more flexible, will be forced to
change.
- The majority of change initiatives fail ( > 70%): actually the number is misused, as if
organizational change is not a good thing to do. Not focused on change projects that failing,
but the initiatives, because they are too high. People are very keen in setting up a change,
but they are not so good at rounding it up. More an indication of too high ambitions.
- Any organizational change requires a change in behavior; e.g. people have to use a certain
system that is changed.
- Behavior change is wicked stuff (it is not an easy thing), e.g. getting rid of a bad habit is very
difficult.
Organizations are involving in change because of external (sometimes internal) needs. Organizations
are reacting to changes e.g. restructuring, lean, 6 sigma, TQM, M&A, Shared services centers,
flexibility, sustainability, etc.
Dilemma; you cannot have everything, you have to choose between better, faster and lower costs.
In change management, nobody wants to compromise in quality, so faster and lower costs will be
left, as well as costs. Only one thing you can comprise on is speed. It is peoples work, it will always be
longer.
Perform or perish: you have to perform or perish. If you don’t perform, you will go bankrupt or get
fired for example. This is not a good starting point for change, but it is the reality. If you are having a
lot of stress, you are not open for creativity and new insights; situation in real life. Deal with it!
Part of the issues that we have with conducting change is that it is always under high pressure.
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