smo 633 managing organizational change

SMO 633 Lec B1 – Winter 2015 - 1 - Course Syllabus

University of Alberta

SMO 633 Managing Organizational Change

LEC B1 Winter 2015

Mondays – 2:00 to 4:50 pm

BUS 3-05

Prof. Trish Reay

4-21D Business Building

Telephone: 780-492-4246

Email: [email protected]

Office Hours: flexible – please email to arrange an appointment.

Overview and Purpose

This course is designed to focus on the role of managers in creating, navigating and

managing organizational change. Change work has become an essential capability for

managers. Yet, managing organizational change is far from a straightforward endeavor.

The most carefully developed plans often disintegrate during implementation, disrupting

not only production or service delivery, but also the lives of people who work in

organizations. In spite of the long history of introducing organizational change initiatives,

few are sustained over time.

There are many different types of organizational change. Until recently, research on

change focused primarily on top management and operated from the implicit model that

those occupying lower levels in the organization needed to be inspired, cajoled, forced,

incented, etc. to implement change. Much of this research examined exogenous factors

for initiating change; outsiders who brought new ideas and practices to the organization,

and jolts occurring in the environment that called into question the usual way of doing

business. However, the managerial work of implementing change must also incorporate

attention to organizational change that is driven by events and processes that occur inside

organizations – or “bottom-up” change. In this course, we consider different ways of

implementing both “top-down” and “bottom-up” organizational change processes as well

as combinations of the two.

Overall, students will build a virtual “tool-kit” that consists of knowledge about

organizational change and strategies for implementing desired changes. Emerging

research and reflective experience are beginning to illuminate mechanisms, technologies,

tools and practices that people have used to implement organizational change. We are

acquiring a better understanding of the cultural and political dynamics, as well as

structural dynamics involved in creating and navigating change. And we are gaining new

mailto:[email protected]


appreciation for the hard work change requires, and for the importance of re-designing

our workplaces and the models we use to guide our efforts in changing. In this course, we

will explore the multi-faceted dynamics of organizational change with particular attention

to how managers can improve their ability to implement desired changes.

Course Objectives:

(1) Students will increase their knowledge of different approaches to

organizational change. (Contribution to MBA Program Goal #1 – Business

Fundamentals)

(2) Students will increase their ability to successfully implement change

initiatives in organizations. (Contribution to MBA Program Goal #1 –

Business Fundamentals)

(3) Students will increase their ability to develop written and oral

presentations. (Contribution to MBA Program Goal #4 – Communication

Skills)

(4) Students will increase their ability to use and demonstrate critical thinking

skills. (Contribution to MBA Program Goal #3 – Critical Thinking)

Resources

There are four required resources for the seminar:

(1) Package of Cases (available from Ivey Publishing – directions will be posted on

ULearn under “documents” tab).

(2) Selected articles available through the University of Alberta Library website –

identified in the course syllabus.

(3) INSEAD EIS Simulation User Manual. (A pdf version of the manual will be posted

on Ulearn under the “assignments” tab, or it is accessible from the EIS Simulation

website http://www.calt.insead.edu/eis/)

(4) INSEAD EIS Simulation software. (Available on January 26. Cost covered by MBA

program.)

Course Website

Course materials and other information will be posted through the Blackboard web

system. https://ulearn.ualberta.ca

Approach

In this seminar there will be a combination of cases, lecture, small group work, videos,

guided large group discussion and an experiential simulation designed to provide focus

on the dynamics and factors to consider when implementing organizational change. Each

http://www.calt.insead.edu/eis/

https://ulearn.ualberta.ca/


session will link the theory and experience of change through readings and case

discussion.

Grading and Assignments

100 total points are allocated for assignments. I will mark each assignment in points, and

accumulate them to assign your earned grade. The final grade will be assigned based on

the U of A grading system (A+; A; A-; B+; B; B-; etc.) A full description can be found at

http://www.registrar.ualberta.ca/calendar/Regulations-and-Information/Academic-

Regulation/23.4.html

Assignments should be handed in on time. If unexpected situations arise (such as illness,

or other life events) please notify the instructor as soon as possible. Points for missed

assignments will be transferred to the final paper.

Allocation of Points / Assignment & Due Dates

Assignment

(more detailed explanations below) Points

Allocated

Due Date

Participation

Active input based on reading materials, both in

large and small groups

Take part in simulation (January 26th )

Present current story of organizational change from

newspaper or other publicly accessible source

20

5

Ongoing

Sign up for available

dates. (Group

project)

Group Projects and Presentations

Simulation group written reflections (group

assignment) “Lessons learned about implementing

change”

Written case analysis

o Groups of 2 or 3; or Individual Work

10

20

Prior to start of session

on Feb. 2

Tim Horton’s Inc.

Due: Feb 23, prior to

start of session

Individual Assignments

Class Presentation on final paper.

Final Paper – Managing Organizational Change in

a particular organization (chosen by student)

10

35

March 23 & March 30

Due: April 9, 2015

Total 100

http://www.registrar.ualberta.ca/calendar/Regulations-and-Information/Academic-Regulation/23.4.html

http://www.registrar.ualberta.ca/calendar/Regulations-and-Information/Academic-Regulation/23.4.html


Other important university policies:

Policy about course outlines can be found in Section 23.4 of the University of Alberta

Calendar.

The University of Alberta is committed to the highest standards of academic integrity and

honesty. Students in this course are expected to be familiar with these standards

regarding academic honesty and to uphold the policies of the University in this respect.

Students are particularly urged to familiarize themselves with the provisions of the Code

of Student Behavior http://www.governance.ualberta.ca/en/CodesofConductandResidenceCommunityStandards/Code

ofStudentBehaviour.aspx. The document outlines students’ rights and responsibilities.

Students must avoid any behavior that could potentially result in suspicions of cheating,

plagiarism, misrepresentation of facts and/or participation in an offence. Academic

dishonesty is a serious offence and can result in suspension or expulsion from the

University.

Audio or video recording of lectures, labs, seminars or any other teaching environment

by students is allowed only with the prior written consent of the instructor or as a part of

an approved accommodation plan. Recorded material is to be used solely for personal

study, and is not to be used or distributed for any other purpose without prior written

consent from the instructor. (Section 23.4(2) of the University of Alberta Calendar.)

Explanation of Assignments:

Class Participation (20 points)

Since this is a seminar class, participation is strongly encouraged. In addition to attending class,

participation includes active input into discussions, as well as taking part in the simulation in a

manner that enhances your group’s efforts. Participation points will depend on your contribution

quality, e.g. how well you bring in concepts from readings; build on ideas of others; add new

insights to readings; offer a different, unique, and relevant perspective on an issue; extend rather

than repeat others’ comments; demonstrate reflective thinking; or expand understanding by

asking clarifying and/or thought-stimulating questions.

Participation in the EIS Simulation to be conducted in class on Monday, January 26, 2015 is

specifically taken into account in determining participation points.

“Newspaper” Article Assignment (5 points) (Jan. 12; 19; Feb. 2; Feb. 9; Feb 23; March 2; March

9)

Students will make a short oral presentation (in small groups) about a current

“newspaper” article that relates to an organizational change. First, students should

provide a very short summary of the article and the source. Then, they should explain the

key points in the article concerning (1) type of organizational change, (2) examples of

concepts from that week’s course readings, (3) other interesting issues to consider

http://www.governance.ualberta.ca/en/CodesofConductandResidenceCommunityStandards/CodeofStudentBehaviour.aspx

http://www.governance.ualberta.ca/en/CodesofConductandResidenceCommunityStandards/CodeofStudentBehaviour.aspx


(related to this course), (4) what evidence can you draw on to make

recommendations about organizational change and (5) what are your

recommendations for managing the organizational change?

The objective is to provide an interesting current example that we can use in class to

discuss managing organizational change. The assignment will be graded on a pass/ fail

basis and is worth a total of 5 points.

The oral presentation should be no longer than 5 minutes. If you want to use

PowerPoint a maximum of one (1) slide is permitted. There will be class time for a

short discussion following the presentations. We will thoroughly discuss the expectations

of this assignment in class.

Simulation Group Written Reflection Paper (10 points)

The change simulation held on January 26th

is an aspect of this course that we will continue to

reference throughout the term. After taking part in the simulation, the group will collaborate to

complete a 3-page reflection paper on “lessons learned about implementing change.” In this short

paper your group should identify an important event or moment for the group, explain its

significance and examine what the group learned from this moment/event for implementing

change. You may also want to comment on particular things that your group learned about

organizational change as a result of participating in the simulation. In the paper, you should

make specific linkages between your experiences with the simulation and material covered in the

course readings to date, and/or to your personal work experiences. The paper is due prior to

debriefing the simulation in class on February 2nd

. All members of the group will receive the

same mark unless the peer evaluation indicates need for adjustment. (Please see the section on

Peer Evaluation Forms for details.)

Peer Evaluation Forms:

For each group project, all students must complete a peer evaluation form to report on the

participation and contribution of each group member. The evaluation form will be

distributed to students at the beginning of term. The form will also be posted on the

course website. The instructor will use the information from these evaluations to adjust

individual marks for this project and overall participation marks, if warranted. Any

student who believes his or her group is encountering difficulties completing the project

should contact the instructor (sooner rather than later).

Written Case Analysis (20 points) (Due beginning of class Monday, Feb. 23/15)

You may complete this case analysis in groups of 2 or 3 students, or you may complete the

assignment individually. If you choose to work in a group, all members of the group will receive

the same mark unless the peer evaluation indicates need for adjustment. Students must complete

a peer evaluation form for this group project. (Please see the section on Peer Evaluation Forms

for details.)


Students will prepare a written, in-depth case analysis concerning organizational change.

The case to be analyzed is “Tim Hortons Inc” which is included in your course package

(assigned for discussion on Mar. 2, 2015).

In the introduction of the case analysis, students must answer the following questions:

1. Who must make a decision?

2. What decision must he/ she/ they make?

3. Why is this decision important?

4. When must this decision be made by?

Students must explain how key issues about organizational change are illustrated in the

case. Students should build on (and reference) course concepts to provide thoughtful and

insightful answers to the questions that are distributed with the case.

The total length of the written case analysis should be no more than 10 pages, double

spaced. (Font should be 12 point.)

The case analysis must be handed in at the beginning of class on Monday, Feb. 23/15.

This will give me time to mark your assignments and give them back to you in advance

of our class discussion of the case on March 2.

We will fully discuss the expected format and content for this assignment in class.

Final Project – Managing Organizational Change in a particular organization

(Consists of Class Presentation and Written Report)

Class Presentation: (10 points)

Oral presentation on March 23 or March 30, 2015

Written Report (Final Paper): (35 points)

Due April 9, 2015 (before midnight)

The Assignment

The object of the overall assignment is for students to apply their knowledge about

managing organizational change to a particular case.

Students can select an organization where they have access to information, or they can

select an organization for which there is sufficient information publicly available. (For

example, there is more than enough information easily available on almost all publicly

traded companies.)


Alternatively, students can choose to interview people to gather information for this

assignment. If interviews are going to be used, students must attend a special session with

the instructor where the principles of ethical research are explained and discussed.

Students should analyze the organization chosen in order to assess and understand the

context and type of organizational change that is evident or desired. They should select a

focal manager in the organization (the manager could be at the middle or top level) and

develop a suggested managerial plan for managing change.

The assignment is divided into two components (Oral presentation and Final Paper).

Both the presentation in class and the written report should integrate concepts and

readings from the course and other articles related to organizational change.

Final Paper (35 points)

This written assignment is an analysis of how a manager in a particular organization

should manage a desired organizational change. Students will use data collected from an

organization or publicly available information to better understand the process of

managing change. Students are expected to reference appropriate articles and books that

are part of the course readings as well as additional articles or books that provide relevant

information. Although there is no maximum length for the paper, the expected length of

the paper is approximately 10 to 15 pages of double-spaced text, plus the reference list

and any other appendices.

Oral Presentation in Class (10 points)

The development of an oral presentation can be a preliminary stage in preparing the final

paper.

On the last two days of class (March 23 & March 30), students will make short

presentations about their project. In particular, it will be important to provide fellow

students with enough information to understand the organization studied and the desired

organizational change. Students may choose the format for presentation. PowerPoint

presentations, overhead slides, use of whiteboards or speaking alone can be effective

ways to present material. The overall goal of the presentation is to share information

with fellow students in a way that is both interesting and enjoyable.

At the time of the presentation, students must hand in a copy of the PowerPoint slides or

(if slides are not used) a one-page summary or outline of the presentation.

We will fully discuss the expected format and content for this assignment in class.

The final paper must be handed in by midnight Thursday, April 9, 2015 through

ULearn. Please convert your document to a pdf before submitting. Please name your file


using this format: Firstname.Lastname.SMO633 final paper.pdf This helps me manage

the files! (Please note: Early submissions are welcomed!)

I will acknowledge receipt of your assignments by e-mail.

We will fully discuss the expectations of this assignment in class.


Seminar Sessions

January 5 Introduction and Exploring Organizational Change

Pre-work:

(1) Get organized and come to class.

Objectives:

(1) Introduce participants and seminar, including design, learning approach and

requirements

(2) Introduce class approach for analyzing business cases.

(3) Discuss a particular case of organizational change.

(4) Discussion of key concepts concerning organizational change (What is it? How do

you know it is happening or has happened? What causes organizational change?)

(5) Discuss group work, establish working groups, and sign up for presentation dates.

January 12 Envisioning and Implementing Organizational Change

Pre-work:

(1) Case: Charlotte Beers at Ogilvy & Mather Worldwide (# 495031) [Purchase through Ivey

website]

Four key questions: Who? What? Why? When?

How would you describe this type of organizational change? What is driving this change

initiative?

How has the vision impacted this change initiative? What is your assessment of this

process?

What course of action do you recommend Charlotte follow for 1994?

(2) Leading Change: Why transformation efforts fail, by John P Kotter. Harvard Business

Review, Jan. 2007

(3) The Hard Side of Change Management, by Sirken, Perry & Jackson. Harvard

Business Review, Oct. 2005.

You can view all Harvard Business Review articles by using the University of Alberta

Libraries access to the database “Business Source Complete” through this link:

http://www.library.ualberta.ca/databases/ Some HBR articles are protected, and you may

not be able to print it. If so, please see our course website in Ulearn for further

directions.

Objectives:

(1) Examine the complications, dilemmas and opportunities associated with envisioning change

(2) Become familiar with case analysis approach

(3) Analyze a case situation in which vision formulation and implementation are critical

to a new CEO’s efforts to change company direction

(4) Integrate course concepts with current events through discussion of newspaper article

presentations by students.

(5) Sign up for presentations

http://www.library.ualberta.ca/databases/


January 19 Organizational Change: Engaging with Power & Politics

Pre-work:

(1) Heimans, J. & Timms, H. 2014. Understanding “New Power”, December 2014: 48-

56.

(2) Pfeffer, J. 2010. Power Play. Harvard Business Review, July-August. 2010.

(3) The Uses (and Abuses) of Influence. Interview with Robert Cialdini. Harvard

Business Review, July-August, 2013.

(4) Case: Project HUGO at LHSC: Leading Urgent Change in Healthcare. Ivey Business

School case #


What type of organizational change is illustrated in this case?

Who holds what sources of power, and how can these sources of power be

used?

How should Susan Johnson manage this change initiative?

Objectives:

(1) Analyze a case of implementing change in a complex organization

(2) Consider different strategies that individuals could use in implementing change.

(3) Incorporate analysis of power dynamics into understanding of organizational

change.

(4) Examine the use of power (politics) in managing organizational change

(5) Integrate course concepts with current events through discussion of newspaper

article presentations by students.

(6) Provide orientation to simulation to be conducted next session (January 31, 2015)

(7) Gain a general understanding of the INSEAD EIS User Simulation Manual

To obtain the Harvard Business Review articles above, please use the University of

Alberta Libraries access to the database “Business Source Complete” through this link:


January 26 Implementing Organizational Change: A Simulation

Pre-work:

(1) Re-read the INSEAD EIS Simulation User Manual

(2) Discuss approach with group & Come to class ready to start the simulation

Objectives:

(1) Experience a simulated process of implementing change involving introduction of a

new technology, an Executive Information System



February 2 Implementing Organizational Change: Debrief Simulation

Pre-work:

(1) Complete the Simulation reflection paper and turn in prior to start of class

(2) Meeting the Challenge of Disruptive Change, by Clayton M Christensen and Michael

Overdorf. Harvard Business Review, Mar-Apr 2000.

Objectives:

(1) Reflect on the simulated process of implementing change

(2) Recognize the importance of timing and early resourcing of change

(3) Understand common dynamics in mobilizing support for change

(4) Understand the concept of disruptive change and effective managerial approaches

February 9 Evidence Based Management & Organizational Change

Pre-work:

(1) Case: Ganesh Natarajan: Leading Innovation and Organizational Change at

Zensar (A) [part of case package purchased through Ivey Publishing]

Case questions:

Is the introduction of the SBP technology a “disruptive change”? Why or why not?

What are the key points to consider in implementing a disruptive change?

Does this case illustrate Evidence Based Decision Making? Why/ Why not?

What should Natarajan do?

(2) Pfeffer, J. & Sutton, R. 2006. Evidence Based Management. Harvard Business

Review, 62-

(3) Choosing Strategies for Change, by John P Kotter and Leonard A Schlesinger.

Harvard Business Review, July-Aug 2008.

Objectives:

(1) Consider levels of evidence for adopting particular strategies or approaches

(2) Integrate course concepts with current events through discussion of current event


February 16 READING WEEK - No class


February 23 Organizational Culture and Change

Pre-work:

(1) Case: Maintaining the “Single Samsung” spirit: New challenges in a changing

environment. Ivey Case # 9B11C010

Case questions:

(1) How would you describe the organizational culture of Samsung?

(2) What is threatening this culture?

(3) What should the CEO of Samsung do?

(2) Home Depot’s Blueprint for Culture change, by R. Charan. Harvard Business Review,

April 2006: 61-70.

(3) Ferrazzi, K. 2014. Managing Change, One Day at a Time. Harvard Business Review,

July/Aug,

Objectives:

(1) Consider the importance of organizational culture in managing organizational change.

(2) Understand appropriate managerial actions regarding organizational culture when

change is desired.

March 2

Guest Speaker: Kate McIntosh, City of Edmonton

Pre-work:

(1) CASE: Tim Hortons Inc. Ivey Business School case, # 9B14M114.

o Four key questions: Who? What? Why? When?

o What type of organizational change is illustrated in this case?

o How could the organizational change be led by following an evidence

based approach?

o How should the CEO manage this change initiative?

(2) Kotter, J.P. 2012. Accelerate! Harvard Business Review, November: 44-58.

Objectives:

(1) Listen to the experiences of a change manager at a large organization who has been

involved in leading organizational change initiatives. Take the opportunity to ask

questions and discuss organizational issues related to change.

(2) Examine the role of new technologies in organizational change

(3) Integrate course concepts with current events through discussion of newspaper article



March 9 Networks and Organizational Change

Pre-work:

(1) CASE: Teaming at Disney. Harvard Business School Case, available through Ivey

Publishing # 615023.


What type of organizational change is illustrated in this case?

How should the CEO manage this change initiative?

(2) The Network Secrets of Great change Agents, by Julie Battilana & Tiziana Casciaro.

Harvard Business Review, July-August 2013, pp. 62-68.

(3) Radical Change, the Quiet Way, by Debra E. Meyerson. Harvard Business Review,

Oct. 2001, pp. 92-100.

Objectives:

(1) Consider how networks can be used in organizational change

(2) Integrate course concepts with current events through discussion of presentation by

students.

March 16 Leadership in Organizational Change

Pre-work:

(1) Case: The Vancouver YMCA: The turnaround of a public icon. Ivey Business School case,

2009.

What type of leadership is required in this context?

What should Bill Stewart do?

(2) Liberating Leadership: How the Initiative-Freeing Radical Organizational Form has

been Successfully Adopted. By I. Getz. California Management Review, 2009, 51(4):

32-58. Library Link:

http://login.ezproxy.library.ualberta.ca/login?url=http://search.ebscohost.com/login.as

px?direct=true&db=bth&AN=43676443&site=ehost-live&scope=site

(3) Decoding Resistance to Change, by Jeffrey D Ford and Laurie W Ford. Harvard Business

Review, Apr 2009.

Objectives:

(1) Analyze a case that highlights the role of leadership and culture in organizational

change.

(2) Analyze a case of organizational change that takes place in the public sector.

(3) Consider how different leadership styles influence organizational change.

http://login.ezproxy.library.ualberta.ca/login?url=http://search.ebscohost.com/login.aspx?direct=true&db=bth&AN=43676443&site=ehost-live&scope=site

http://login.ezproxy.library.ualberta.ca/login?url=http://search.ebscohost.com/login.aspx?direct=true&db=bth&AN=43676443&site=ehost-live&scope=site


March 23 Student Presentations / Wrapping Up

No assigned readings

Objectives:

(1) Reminder to complete course evaluations [on line].

(2) Opportunity to present key components of final paper and discuss with class

members.

(3) Recap and reflect on accumulated knowledge of organizational change and

managerial “toolkit” for implementing desired change

March 30 Student Presentations / Wrapping Up

No assigned readings

Objectives:

(1) Opportunity to present key components of final paper and discuss with class

members.

(2) Recap and reflect on accumulated knowledge of organizational change and

managerial “toolkit” for implementing desired change

(3) Share what worked well and what can be improved in next offering of seminar

(4) Celebrate completion of the class!

Monday, April 9/15 before12:00 midnight --- Final paper due. Submit through

ULearn. (Early submissions are welcomed!!)

smo 633 managing organizational change

Documents