Change management based on a process approach

2021/2022

Учебный год

ENG

Обучение ведется на английском языке

3

Кредиты

Кто читает:

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

Статус:

Курс обязательный

Когда читается:

2-й курс, 1 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

• The key Objectives for the Course are: • to develop the student's theoretical basis for a deeper understanding of the Change Management; • to study of modern methods and models used for analysis to elicit a need for change, plan and implement it at the level of reengineering of organization's business processes; • to get familiar with the modern IT tools helping to perform business processes reengineering: • to study features of self-learning organizations.

Expected Learning Outcomes

• Be acquainted with major examples of the software for modelling of business processes for their further reengineering. (ARIS; Bizagi Process Modeller; IBM WebSphere Business Modeller).
• Know anti-crisis management concept, tasks of anti-crisis management and the sequence of their solution.
• Know essentials of the "Soft System Methodology" by P. Checkland.
• Know how to use of BPMN 2.0 notation for modelling of corporate business processes for reengineering purposes.
• Know major diagrams of the Unified Modelling Language (UML).
• Know reengineering principles. Direct and reverse engineering. The structure and stages of reengineering.
• Know the basics of the theory of a self-learning organization by P. Senge
• Understand advantages and disadvantages of general theory of systems for describing of an organization.
• Understand BPMN (Business Process Model and Notation) basic principles.
• Understand the differences between reengineering and optimization or building of a new, but traditional systems of business processes.

Course Contents

• Business process reengineering essentials
• "Soft System Methodology" as the way to determine the goals of reengineering
• Methodologies for describing and designing business processes in order of their further reengineering
• Using of modern Information Technologies for business process reengineering
• Differences of driving the changes in crisis
• Self learning organization

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 business processes reengineering level)
• Class work at the seminars
• Examination

Interim Assessment

• 2021/2022 1st module
  0.1 * Participation in business game + 0.1 * Home assignment + 0.1 * Class work at the seminars + 0.1 * Develop a presentation of the proposed changes (at business processes reengineering level) + 0.5 * Examination + 0.1 * Build a business process model (moderate complexity) in the notified notation and optimize it

Bibliography

Recommended Core Bibliography

• Discovering high-level BPMN process models from event data. (2019). Business Process Management Journal, 25(5), 995–1019. https://doi.org/10.1108/bpmj-02-2018-0051
• 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
• 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.

Recommended Additional Bibliography

• Chonoles, M. J., & Schardt, J. A. (2003). UML 2 For Dummies. New York: For Dummies. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsebk&AN=100930
• Lahtero, T. J., Ahtiainen, R. S., & Lång, N. (2019). Finnish Principals: Leadership Training and Views on Distributed Leadership. Educational Research and Reviews, 14(10), 340–348. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=eric&AN=EJ1216700
• Zykov, S. V. (2016). Crisis Management for Software Development and Knowledge Transfer. Switzerland: Springer. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=nlebk&AN=1261466

Authors

• SAFRONOVA KSENIYA OLEGOVNA
• MELNIKOV IVAN ANDREEVICH