Change management based on a process approach

2021/2022

Учебный год

ENG

Обучение ведется на английском языке

6

Кредиты

Кто читает:

Кафедра производственного менеджмента и логистики (Нижний Новгород) (Факультет менеджмента (Нижний Новгород))

Статус:

Курс обязательный

Когда читается:

1-й курс, 3, 4 модуль

Course Syllabus

Abstract

CHANGE MANAGEMENT BASED ON A PROCESS APPROACH is the discipline focusing on the level of changes for organizations and using business process engineering methodologies as one of the most effective and wide spread. Studying CHANGE MANAGEMENT BASED ON A PROCESS APPROACH will allow students to get knowledge and skills to: (1) Understand and Define Change; (2) Plan Change: (3) Communicate Change and (4) Effectively Implement Change. CHANGE MANAGEMENT in general is the discipline that converts best practices in a structured approach that ensures changes to be implemented thoroughly and smoothly. To be effective CHANGE MANAGEMENT lean on many influencing theories from other disciplines, starting from systems thinking and business process engineering and up to psychology and behavioral science.

Learning Objectives

• For learning Course's module # 1: • introduce the discipline terminology and review its foundations; • study of modern methods and models used for analysis to elicit a need for change, plan and implement it at the level of organization's work-flow processes; • study features of a possible resistance to an implementation of the work-flow processes change and modern methods to overcome it; • study the features and role of sources of power and leadership of managers managing corporate changes at the level of work-flow processes.
• For learning Course's module # 2: • develop the student's theoretical basis for a deeper understanding of the Change Management; • study of modern methods and models used for analysis to elicit a need for change, plan and implement organizational level change; • study features of a possible resistance to an implementation of the organizational level change and modern methods to overcome it; • study the features and role of sources of power and leadership of managers managing organizational level changes.

Expected Learning Outcomes

• Ability to analyse key characteristics of planned and spontaneous changes at the work-flow level
• Capability to develop programs for the implementation of changes at the level of the work-flow processes and evaluate their effectiveness
• Knowing major concepts and models used for organizational change management.
• Knowing traditional and modern organizational communication tools. Ability to build communications in the organization implementing changes
• Knowledge and ability to use major methods for overcoming resistance to organizational change (coercive method, adaptive method, method of flexible management).
• Knowledge and ability to use major methods of building and changing corporate culture
• Knowledge and ability to use major models to analyse the organization's current situation in order to identify need and plan changes
• Knowledge of "Inappropriate Behaviour" in organization (IB), its classification, historical and social conditionality of IB.
• Knowledge of major sources of resistance to change and methods of overcoming them
• Knowledge of the approaches for making a decision to initiate organizational changes. Evaluation of the likelihood of success in organizational change using the DICE method.
• Knowledge of the basics for using major notations: Cross-Functional Diagram, IDEF0, IDEF3
• Knowledge of the role of management in implementing change
• Knowledge of the role of organizational culture in carrying out change
• Knowledge of the theoretical foundations and basic conceptual apparatus of the discipline
• Knowledge of the theory of successful implementation of organizational changes
• Obtain major knowledge and skills in designing measures for changes at the level of work-flow processes
• Understanding factors in organization's environment to be taken into account when analysing the need, planning and implementing changes in organization.

Course Contents

• Change management. Basic concepts and definitions. Levels of change.
• Basics of the Change management theory for the "workflow" level.
• Planning and modelling changes at the "workflow" level.
• Setting internal regulations for implementing changes at the "workflow" level.
• Implementation of changes. Resistance to changes at the level of the "workflow", its causes and methods of overcoming
• The role of power and leadership of management in managing change at the 'workflow' level
• Organizational change management. A glimpse of change from a new height
• Identifying the need for organizational change. Its preliminary estimation and taking 'go – no go' decision.
• Business process modelling for planning of organizational changes.
• Implementing organizational changes
• Features of resistance to organizational change and methods of overcoming them
• Organizational change management and corporate culture

Assessment Elements

• Home assignment
• Participation in business game
• Build a business process model (moderate complexity) in the notified notation and optimize it
• Develop a presentation of the proposed changes (at work-flow or organizational level)
• Class work at the seminars
• Examination

Interim Assessment

• 2021/2022 4th module
  0.1 * Participation in business game + 0.1 * Class work at the seminars + 0.5 * Examination + 0.1 * Build a business process model (moderate complexity) in the notified notation and optimize it + 0.1 * Home assignment + 0.1 * Develop a presentation of the proposed changes (at work-flow or organizational level)

Bibliography

Recommended Core Bibliography

• Falcone, P., & Tan, W. (2013). The Performance Appraisal Tool Kit : Redesigning Your Performance Review Template to Drive Individual and Organizational Change. New York: AMACOM. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsebk&AN=581891
• Harrington, H. J., & Harrington, H. J. (2014). Change Management : Manage the Change or It Will Manage You (Vol. 1st). S.l.: Productivity Press. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsebk&AN=1499797
• Oreg, S. (2003). Resistance to change: developing an individual differences measure. Journal of Applied Psychology, 88(4), 680–693. https://doi.org/10.1037/0021-9010.88.4.680
• The Oxford Handbook of Corporate Governance [Электронный ресурс] / M.Wright, D.S.Siegel, K.Keasey, I.Filatotchev, eds.; oxfordhandbooks. - Oxford University Press, 2013. – Режим доступа: http://www.oxfordhandbooks.com/view/10.1093/oxfordhb/9780199642007.001.0001/oxfordhb-9780199642007. - Загл. с экрана.
• von, Rosing, Mark, et al. The Complete Business Process Handbook : Body of Knowledge from Process Modeling to Bpm, Elsevier Science & Technology, 2014. ProQuest Ebook Central, https://ebookcentral.proquest.com/lib/hselibrary-ebooks/detail.action?docID=1888539.
• Yanica Dimitrova. (2019). Corporate Culture Change Management. Economic Alternatives, (2), 296. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsrep&AN=edsrep.a.nwe.eajour.y2019i2p296.312

Recommended Additional Bibliography

• Ahsan, S. M. R. (2014). Corporate Culture and Organizational Change- a Study on a Large Pharmaceutical Company in Bangladesh. Asian Business Review, (2), 73. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsrep&AN=edsrep.a.ris.asbure.0100
• Cohen, D. S. (2005). The Heart of Change Field Guide : Tools And Tactics for Leading Change in Your Organization (Vol. [Academic Subscription]). Boston, Mass: Harvard Business Review Press. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsebk&AN=1798894
• FILATOTCHEV, I., & NAKAJIMA, C. (2014). Corporate Governance, Responsible Managerial Behavior, and Corporate Social Responsibility: Organizational Efficiency Versus Organizational Legitimacy? Academy of Management Perspectives, 28(3), 289–306. https://doi.org/10.5465/amp.2014.0014
• Lundy, V., & Morin, P.-P. (2013). Project Leadership Influences Resistance to Change: The Case of the Canadian Public Service. Project Management Journal, 44(4), 45–64. https://doi.org/10.1002/pmj.21355
• May, G., & Stahl, B. (2017). The significance of organizational change management for sustainable competitiveness in manufacturing: exploring the firm archetypes. International Journal of Production Research, 55(15), 4450–4465. https://doi.org/10.1080/00207543.2016.1261197
• Project Management Institute. (2013). Managing Change in Organizations : A Practice Guide. Newtown Square, Pa: Project Management Institute. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsebk&AN=1244293
• Thomas Lauer. (2019). Change Management. Springer. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsrep&AN=edsrep.b.spr.sprbok.978.3.662.59102.4
• Wil van der Aalst, & Kees van Hee. (2004). Workflow Management: Models, Methods, and Systems. The MIT Press. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsrep&AN=edsrep.b.mtp.titles.0262720469

Authors

• SAFRONOVA KSENIYA OLEGOVNA
• MELNIKOV IVAN ANDREEVICH