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TERM:2020-21 Winter
COURSE NUMBER: BUSI 389
COURSE TITLE: Organizational Design and Change
NAME OF INSTRUCTOR: Dr Elden Wiebe
CREDIT WEIGHT AND WEEKLY TIME DISTRIBUTION: credits 3 (hrs lect 3 - hrs sem 0 - hrs lab 0)
CALENDAR DESCRIPTION: We inevitably encounter organizations, both in work and leisure, everyday of our lives. This course examines how organizations are structured and how they change. Students will be introduced to the theories of why organizations look the way they do, to the principles of organizational design, to the theories of how organizations change, and to practical steps in initiating and accomplishing organizational change. Through these theories and tools, students will develop an appreciation for how organizations affect us, as well as skills in analyzing organizations and reshaping them in order for them to be more effective.

Prerequisites: BUSI 339
REQUIRED TEXTS:
  • Julia Balogun; Veronica Hope Hailey; Stafanie Gustafsson, Exploring Strategic Change . 4th Edn ISBN: 9780273778912, Mandatory, Essential to Pass the Course
  • Chip Heath and Dan Heath, Switch: How To Change Things When Change Is Hard. ISBN: 9780307357274, Mandatory, Essential to Pass the Course
MARK DISTRIBUTION IN PERCENT:
Research paper 30%
Individual Change Project30%
Final Exam25%
Participation15%
100%
COURSE OBJECTIVES: Through this course, students will:
  • Be able to describe key theories of organizational change
  • Become aware of the various elements impeding and enabling organizational change
  • Develop skills in initiating and accomplishing change in organizations by applying knowledge to a change project
  • Gain understanding of themselves and their personal impact on the leading and implementation of change
  • Implement a personal change
COURSE TOPICS:
  • Syllabus and Orientation
  • Begin thinking about the following question: “What is the foundation of
  • our existence—stability or change?”
  • Characteristics of Organizations
  • Types of Change
  • Van de Ven and Poole 2005: Life-cycle, Evolution, Dialectic, Teleology
  • Weick and Quinn 1999; Episodic and Continuous
  • Stability-based change
  • Becoming-based change
  • Ch 1 Balogun: Introduction
  • Ch 2 Balogun: Understanding mplementation Choices: The Change Path
  • Ch 3 Balogun: Understanding Implementation Choices: Additional Options to Consider
  • Ch 4 Balogun: Analyzing the Change Context: How Context Affects Choice
  • Case Analysis: Case 1 Merging to Achieve Change (pp127-136)
  • Ch 5 Balogun: Designing the Transition: The Implementation Path
  • Ch 6 Balogun: Transition Management: Building Enabling Conditions
  • Ch 7 Balogun: Transition Management: Employee Engagement, Trust, Justice, Voice
  • Ch 8 Balogun: Concluding Comments
  • Case Analysis: Case 2 GlaxoSmithKline Pharma Greece (pp234-246)
  • Dialogic Organizational Development: Co-constructing the diagnosis and solution
  • Narrative and Change: Our stories are our lives
  • Analogy and Metaphor: Helping people make sense of, and accept, change
  • Analogy and Metaphor: Shifting the behavior of a society


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