組織變革課程介紹與教學(xué)大綱

組織變革課程簡(jiǎn)介課程編號(hào)12MGT388課程名稱組織變革課程性質(zhì)選修學(xué) 時(shí)72學(xué) 分4.5學(xué)時(shí)分配授課：72實(shí)驗(yàn)：上機(jī)： 實(shí)踐：實(shí)踐（周）：考核方式閉卷考試，平時(shí)成績(jī)占50% ,期末成績(jī)占50% o開課學(xué)院國(guó)際教育學(xué)院更新時(shí)間適用專業(yè)財(cái)務(wù)管理（中澳合作）先修課程管理學(xué)、戰(zhàn)略管理等課程內(nèi)容:組織變革是財(cái)務(wù)管理（中澳合作）專業(yè)的一門綜合選修課程。在當(dāng)今競(jìng)爭(zhēng)激烈、復(fù)雜、快節(jié)奏的全球經(jīng)濟(jì)條件下，變革以前所未有的幅度和頻率進(jìn)行著，這意味著企業(yè)不能停滯不前。為了取得成功，企業(yè)需要變革，變革已經(jīng)成為企業(yè)生存的常態(tài)。本課程的主要內(nèi)容包括組織變革的基本內(nèi)容介紹、變革的流程、變革的領(lǐng)導(dǎo)、人力資源管理與組織變革、權(quán)力與對(duì)變革的抵制、變革的評(píng)估與變革的持續(xù)性等。課程的主要任務(wù)是通過(guò)對(duì)組織變革概念的深入學(xué)習(xí)使學(xué)生對(duì)已學(xué)管理理論和知識(shí)進(jìn)行全面整合，進(jìn)而在理論和實(shí)踐兩方面對(duì)信息社會(huì)環(huán)境下企業(yè)的管理、組織及其戰(zhàn)略有更加深刻的理解和全面的認(rèn)識(shí)。Brief IntroductionCode12MGT388 TitleOrganisational ChangeCourse natureOptionalSemester Hours72 Credits 4.5Semester HourStructureLecture： 72 Experiment：Computer Lab：Practice：Practice (Week)：AssessmentClosed book examination, usually results accounted for 50%, the final gradeaccounted for 50%.Offered byInternational Education CollegeDateforFinancial Management (Sino-Australian cooperation)PrerequisiteManagement, Strategy Management etcCourse Description:The magnitude and frequency of change occurring in today's competitive, complex and fast-pacedglobal economy means that organisations cannot stand still. They need to change in order tosucceed therefore, change should be considered a normal part of business life. However, while thenecessity for change may seem obvious, methods for 'managing' it (assuming change can bemanaged) are elusive. This subject critically examines the theoretical and practical tools and issuesthat face organisations when they confront change.組織變革課程教學(xué)大綱課程編號(hào)12MGT388課程名稱組織變革課程性質(zhì)選修學(xué) 時(shí)72學(xué) 分學(xué)時(shí)分配授課：72§買驗(yàn)：.上機(jī)：實(shí)踐：.實(shí)踐（周）：考核方式閉卷考試，平時(shí)成績(jī)占50% ,期末成績(jī)占50%。開課學(xué)院國(guó)際教育學(xué)院更新時(shí)間適用專業(yè)財(cái)務(wù)管理（中澳合作）先修課程管理學(xué)、戰(zhàn)略管理等一、教學(xué)內(nèi)容Chapter 1 Introduction to organisational change1.1 Introduction1.2 Organisational change: Character, extent and causes1.3 ConclusionDifficulties： Understanding the concept of Change.Key points: Identify the character, extent and causes of organizational change.Chapter 2 Understanding change1.1 Introduction1.2 Perspectives on managing organisational change1.3 Resistance to change1.4 Common change implementation pitfalls1.5 ConclusionDifficulties： understanding the perspectives on managing organisational changeKey points: Identify the resistance to change.Chapter 3 The change process1.1 Introduction1.2 Change paths and change planning models or tools1.3 Why do change paths differ?1.4 Change models or tools1.5 ConclusionDifficulties： Understanding the change paths and change planning models or tools.Key points: Identify the change models or tools.Chapter 4 Change leadership1.1 Introduction1.2 Distinction between managing and leading1.3 Dimensions of leadership1.4 Complementing leadership style with differing forms of change1.5 ConclusionDifficulties： Understanding the dimensions of leadershipKey points: Identify the dimensions of leadership.Chapter 5 Human resource management and organisational change1.1 Introduction1.2 Organisational change is strategy-driven1.3 HR competencies for change1.4 HRM levers of organisational change1.5 ConclusionDifficulties: Understanding the HRM levers of organizational change.Key points: Identify the HRM levers of organizational change.Chapter 6 Power and resistance to change1.1 Introduction1.2 Power, politics and control1.3 Perspectives on power1.4 Bases of power1.5 Dimensions of power1.6 Empowerment1.7 Resistance to change1.8 Overcoming resistance to change1.9 ConclusionDifficulties: Understanding the concepts of power, politics and control.Key points: Identify how to overcoming resistance to change.Chapter 7 Measuring, evaluating and maintaining change1.1 Introduction1.2 Measures of change1.3 Measuring and evaluating change interventions1.5 ConclusionDifficulties: Understanding the measures of change.Key points: Identify how to measure and evaluating change interventions.Chapter 8 Change and sustainability1.1 Introduction1.2 The nature of organisational change1.3 Drivers of change1.4 Incremental and transformational change1.5 Organisational change for corporate compliance1.6 ConclusionDifficulties: Understanding the incremental and transformational change.Key points: Identify the incremental and transformational change.二、教學(xué)基本要求Chapter 1 Introduction to organisational changeThis subject is about how to successfully bring about changes in contemporary organisations:changes that improve the effectiveness and efficiency of organisations. It has two major objectives.First, it aims to provide you with an appreciation of the nature, character, pace and consequencesof changes presently taking place in organisations. Second, it aims to help you to become effectivechange agents in organisations.Chapter 2 Understanding changeIn the first part of the Chapter we will look at the perspectives on managing organisational changeas they are the "backbone of change theory, and serve as lenses for the conceptualisation oforganisational change9 (Graetz, Rimmer, Lawrence and Smith, 2011, p. 40). Because changecreates uncertainty, fear, and resistance, there will be a brief discussion of resistance to change.This will only be an overview as resistance to change is covered in detail in Chapter 6. The finalsection will outline ways to facilitate the process of planned change because bringing in change isnot an easy process.Chapter 3 The change processThis Chapter deals with the change process. The aim of this Chapter is to introduce a number ofchange models or what Graetz et al. (2011) call change tools or change planning tools. Before wedo this we will distinguish "change paths' from "change planning models/toolsChapter 4 Change leadershipFew would argue that the principal task of senior managers today is the leadership oforganisational change. This is the result of "increasing globalisation, deregulation, the rapid paceof technological innovation, shifting social and demographic trends, and the growing knowledgeworkforce9 (Graetz, et aL, 2011, p. 143). In an environment characterised by change anduncertainty, strong leadership becomes even more vital. However, it also calls for very differentsorts of leadership skills. Over the last two decades the role of senior managers has shifted fromthe traditional authoritarian, command-and-control style to a more open, participative managementstyle. With the emphasis now on cooperation, collaboration and communication, managers need todevelop a completely different range of leadership skills. Traditionally, managers focused on thetechnical dimension of management (eg budgeting, increasing productivity). To be effectiveleaders in an environment of continuous change, however, an interpersonal dimension, whichunderpins a strategic focus, becomes critical (Graetz, et al., 2011, p. 144).Chapter 5 Human resource management and organisational changeThis Chapter builds on previous material relating to the nature, process and leadership of change.Here, we look at the change process in more detail, examining the strategic context oforganisational change and several of the change levers used. You will see that organisationalchange is quite purposeful 一 it aims to (re)shape individual behaviour in order improve thealignment of performance with organisational strategy. In other words, change is alwaysstrategy-driven. We look at some of the models and approaches used to depict this relationship.Much of the Chapter focuses on the major levers used to implement change, such as performanceappraisal. These levers will be familiar to you from previous subjects that you have completed. Inthis subject, we are specially interested in how these levers actually shape behavioural change inorder to achieve better performance outcomes.Chapter 6 Power and resistance to changeThis Chapter explores the role and impact of power and resistance to change. Although each isdealt with in detail, it must be understood that the two concepts are linked. That is to say, "theapplication of power in one form or another must be used to overcome resistance, and resistancecan be used as a form of power', (Graetz et aL, 2011, p. 236).Chapter 7 Measuring, evaluating and maintaining changeThis Chapter deals with measuring change, evaluating or monitoring change andmaintaining/sustaining or institutionalising change. 'Measuring' involves quantifying change."Evaluation9 is about determining how well the intervention has met the goals it was designed for,and thus is a means of establishing whether or not any further work needs to be undertaken.'Institutionalisation, refers to those processes that are designed to 'fix' changes in place. Plannedchange often fails not because it is rejected or resisted at the planning or implementation stages,but because it fails to take hold after implementation. In these circumstances, people return to theirold ways of working and the new structures or processes are ignored or the technologies are leftidle. Managers of change need to be able to make the changes they have introduced stick.Chapter 8 Change and sustainabilityLet us assume that a business's focus is primarily on not only wanting to survive, but to thrive inthe long term. Let us also assume that it is only prepared to comply with the laws and regulationsgoverning the use of its capital that it cannot avoid. It is not convinced that there may be any meritin being pro-active in managing all forms of its capital (other than financial capital). The primaryfocus of management is on profit, for which there are systematic and integrated reporting systemsand a bureaucratic chain of command in place. Does such a business have a future today? For amore detailed discussion of this issue, read the following Reading by Porter & Kramer.三、章節(jié)學(xué)時(shí)分配章次總課時(shí)課堂講授實(shí)驗(yàn)上機(jī)實(shí)踐備注1882101031010410105101061010788866總計(jì)7272四、教材與主要參考資料教材1 Organizational Change, Written and compiled by Mike Walsh參考資料fl Bergquist, W. (1993). From the pendulum to the fire: Coming to terms with irreversiblechange.2 Graetz, F., & Smith, A. C. T. (2010). Managing organizational change: A philosophies ofchange approach.3 Burnes, B. (2004). Kurt Lewin and the planned approach to change: A re-appraisal.4 Higgs, M，& Rowland, D. (2010, December). Emperors with clothes on: The role ofself-awareness in developing effective change leadership.5 Katou, A. A., & Budhwar, P. S. (2010, February). Causal relationship between HRM policiesand organisational performance: Evidence from the Greek manufacturing sector.6 Catcher, L. (2009). Resisting change from within and without the organization.執(zhí)筆：審核：批準(zhǔn)：