College aantekeningen
CHANGE MANAGEMENT 2023
- Instelling
- Universiteit Van Amsterdam (UvA)
Alle notes van de lectures - notes lectures - notes tutorials - GEEN antwoorden van studievragen!
[Meer zien]Voorbeeld 4 van de 59 pagina's
Voorbeeld 4 van de 59 pagina's
In winkelwagengesponsord bericht van onze partner
Voorbeeld van de inhoud
Change ManagementLecture Notes 2022/2023
1
MD Change Management 2022/2023
,Inhoudsopgave
Week 1: Introduction to Organizational Change & Change Management...................................................................................3
§1.1 Lecture: 4 April........................................................................................................................................................................3
§1.2 Tutorial / workgroup: 6 April..................................................................................................................................................9
§1.3 Study Questions......................................................................................................................................................................11
Week 2: Understanding Reactions to Change................................................................................................................................12
§2.1 Lecture: 11 April....................................................................................................................................................................12
§2.2 Tutorial / workgroup: 13 April..............................................................................................................................................17
§2.3 Study Questions......................................................................................................................................................................22
Week 3: Effective Change Management Practices and Change Leadership...............................................................................23
§3.1 Lecture: 18 April....................................................................................................................................................................23
§3.2 Tutorial / workgroup: 20 April..............................................................................................................................................31
§3.3 Study Questions......................................................................................................................................................................35
Week 4: “Managing” Emergent Change and the Role of Middle Managers..............................................................................36
§4.1 Lecture: 25 April....................................................................................................................................................................36
§4.2 Tutorial / workgroup: 26 April..............................................................................................................................................44
§4.3 Study Questions......................................................................................................................................................................47
Week 5: Culture Diagnosis & Change............................................................................................................................................48
§5.1 Lecture: 9 May.......................................................................................................................................................................48
§5.2 Tutorial / workgroup: 11 May...............................................................................................................................................55
§5.3 Study Questions......................................................................................................................................................................58
Week 6: Synthesis & Integration + Presentations..........................................................................................................................59
§6.1 Lecture: 16 May.....................................................................................................................................................................59
§6.2 Tutorial / workgroup: 17 May...............................................................................................................................................59
§6.3 Study Questions......................................................................................................................................................................59
2
MD Change Management 2022/2023
,Week 1: Introduction to Organizational Change & Change
Management
§1.1 Lecture: 4 April
General
Course objectives
- Know, recognize
- Understand, present
- Evaluate
- Apply
Core theories and approached in the field of change management.
Keep in mind:
Focus on the people side of organizational change (organizational behavior perspective)
As academic as necessary and as practical as possible
No magic pill (but we will tackle underlying principles and then see how they apply specific cases)
Process
We meet each Thursdays in class
For each session, I will provide knowledge clips focusing on theories and concepts. You can do this
content flexibly at home
In class, we briefly recap theory but focus on the learning process, i.e., interaction, discussion,
application.
OPTIONAL Starting from April 11, I will be available for Q&A on Tuesday (14-15H)
Evaluation & Assessment
Group (30%)
Group Presentation (10%)
Individual: open book exam (60%)
Group Research Project
Goal: Examining organizational change in a real-world setting.
You will work in teams and identify a real change situation/project in an organization and conduct
interviews with people involved in the change project.
Your case can come from anywhere (including your own organization), not necessarily from big
organizations.
The change project should be ongoing. It can be at different stages but should not be fully
completed at the time of the investigation.
Conducting interviews.
Identify 2 sources
1. One change agent: Project leader, supervisor, HR Manager …..
2. One change recipient: a person affected by the change, e.g., team members, other employees.
Group report & presentations
Key features of the change initiative
Analysis and evaluation if the change process, based on an established change framework
3
MD Change Management 2022/2023
, Recommendations
Team up
5/6 people / organize teams in canvas
Open book Exam
Take home open book exam on the full course material (i.e., core readings) including topics discussed in
class.
More details about the content and structure will be provided on Canvas and throughout the course.
Lecture
Video 1.
Organizational change definition
“Any alteration or modification of organizational structures or processes”
“One of the greatest themes in the social sciences”
“The event in which something appears to become, or turn into, something else” (Ford&Ford, 1994)
“One of the greates themes in the social sciences” (Pettigrew, Woodman & Cameron, 2001)
Why people do want to change: to grow
Why people don’t want to change: Uncertainty, status quo, skills / ability / knowledge/ cost energy
70% of Change management initiatives fail
Categorie betekenis Oplossing
1 Kan niet Lack of competencies Training & Coaching in ‘strategic thinking’ for example
(Can not)
2 Weet niet Lack of insight Best practices from forerunners in change
(Dont’t know)
3 Wil niet Lack of motivation and commitment Involve employees in decisions and ask their opinions
(won’t)
4 Deugt niet Don’t see benefits Storytelling to create a more concrete picture
“Sadly, we must report that despite the success stories described in previous chapters, many companies
that begin reengineering don’t succeed at it. Our unscientific estimate is that as many as 50% to 70% of
the organizations that undertake a reengineering effort do not achieve the dramatic results they
intended.”
In reengineering the corporation, we estimated that between 50-70% of reengineering efforts were not
successful in achieving the desired breakthrough performance. Unfortunately, this simple descriptive
observation has been widely misrepresented and transmogrified and distorted into a normative
statement. There is no inherent success or failure rate for reengineering.
When is a change successful: When achieving KPI’s/ people accept change/ believe in the change.
Arguments against the concept of an inherent organizational change failure/ success rate (Hughs, 2011)
Fails to acknowledge ongoing change and improvisation
Disregards the unique context of different change initatives
Fails to acknowledge the multiple accounts of change outcomes which exist.
Fails to acknowledge the temporal nature of evaluating change outcomes
Fails to acknowledge owning change and improvision
4
MD Change Management 2022/2023
Voordelen van het kopen van samenvattingen bij Stuvia op een rij:
Verzekerd van kwaliteit door reviews
Stuvia-klanten hebben meer dan 700.000 samenvattingen beoordeeld. Zo weet je zeker dat je de beste documenten koopt!
Snel en makkelijk kopen
Je betaalt supersnel en eenmalig met iDeal, creditcard of Stuvia-tegoed voor de samenvatting. Zonder lidmaatschap.
Focus op de essentie
Samenvattingen worden geschreven voor en door anderen. Daarom zijn de samenvattingen altijd betrouwbaar en actueel. Zo kom je snel tot de kern!
Veelgestelde vragen
Wat krijg ik als ik dit document koop?
Je krijgt een PDF, die direct beschikbaar is na je aankoop. Het gekochte document is altijd, overal en oneindig toegankelijk via je profiel.
Tevredenheidsgarantie: hoe werkt dat?
Onze tevredenheidsgarantie zorgt ervoor dat je altijd een studiedocument vindt dat goed bij je past. Je vult een formulier in en onze klantenservice regelt de rest.
Van wie koop ik deze samenvatting?
Stuvia is een marktplaats, je koop dit document dus niet van ons, maar van verkoper mereldubbeldam. Stuvia faciliteert de betaling aan de verkoper.
Zit ik meteen vast aan een abonnement?
Nee, je koopt alleen deze samenvatting voor €8,49. Je zit daarna nergens aan vast.
Is Stuvia te vertrouwen?
4,6 sterren op Google & Trustpilot (+1000 reviews)
Afgelopen 30 dagen zijn er 83100 samenvattingen verkocht
Opgericht in 2010, al 14 jaar dé plek om samenvattingen te kopen