[Forside] [Hovedområder] [Perioder] [Udannelser] [Alle kurser på en side]
LEARNING OBJECTIVES:
The purpose of this course is that the students - after participating in the course - are able to
- describe diagnostic models at the organizational level, the group level and the individual job level and reflect on the scientific evidence of these models.
- describe stages in planned change models and the difference between planned change models and dialectic, life cycle, and evolutionary change models
- describe human process, human resource management, techno-structural and strategic interventions and reflect on the scientific evidence of the effect of these interventions
- analyze (diagnose) organizational problems and opportunities based on realistic case descriptions and to plan realistic change efforts based on this diagnosis
- combine human process, human resource management, techno-structural and strategic interventions in order to suggest appropriate "change packages" based on the specific situation in a given organization.
- enumerate relevant methods (qualitative and/or quantitative data collection) to improve diagnosis in real-life situations.
COURSE DESCRIPTION:
The traditional conception of organizational development is that it comprises a range of behavioral science tools that may affect the way people behave in organizations.
Organizational behavior is, however, often the result of a long process, and appropriate "change packages" should be based on the specific situation in a given organization. With this in mind, the course gives the student an opportunity to sort through a range of organizational development tools based on organizational research, so that in a given situation they will be able to select the best combination of measures to bring a company from its current state to a future desired state.
COURSE SUBJECT AREAS:
1. Organizational development and perspectives on the change process
2. Stages in the change process:
• Entering and contracting
• Diagnosing
• Planning and implementing change
• Evaluating and institutionalizing change
3. Intervention tools:
• Behavioral processes
• Techno-structural measures
• Strategic measures
• HR measures.
REQUIRED COURSES (progression):
Organization (Design/1st semester) and 8035: Organizational Behavior.
LECTURER: Christian Preuthun.
TEACHING METHOD:
Lectures and case discussions. A total of 48 lecture modules. Group work (mainly case-discussions) may be arranged outside of the scheduled lectures if the students want to.
LITERATURE:
Textbook:
Cummings & Worley (2009). Organization Development and Change, 9th ed. (latest edition). South Western College Publishing (Thomson Learning). 700 pages.
Articles:
1. Kottler, J.P. (1995). Leading Change: Why Transformation Efforts Fail. Harvard Business Review, March-April.
2. Van de Ven, A.H. & M.S. Poole (1995). Explaining Development and Change in Organizations. Academy of Management Review, 20 (3), pp. 510-540.
3. Flohr Nielsen, J. (2006). Models of Change, Organizational Design, and the Adoption of Web Technologies. In R.M. Burton, B. Eriksen, D.D. Haakonsson & C.C. Snow (eds) Organization Design: The Dynamics of Adaptation and Change. Boston, MA: Springer Publishers, Information and Organization Series (forthcoming)
Additional articles and notes = less than 100 pages.
GRAND TOTAL: approx. 850 pages.
FORM OF ASSESSMENT:
Oral exam of 20 minutes duration after a 2 hours case preparation of an unknown case.
EXAMINATION AIDS ALLOWED: None.
