change management - GUL

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16 Νοε 2013 (πριν από 3 χρόνια και 10 μήνες)

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CHANGE MANAGEMENT

GM 0806


Kajsa Lindberg e
-
mail:
Kajsa.Lindberg@gri.gu.se

Elena Raviola, e
-
mail:
Elena.Raviola@gri.gu.se


Week

Date

Time

Room

Content and teacher

Group

18

Wed

12050
2

1
1
-
13


Intro to Change Management, Preparing for
group task

Elena Raviola


L1 Perspectives on

change

All

19

Tue

120508

9
-
11


L2 Organizational development (OD) and
long
-
term change

Torbjörn Stjernberg

All


Wed

120509

11
-
13


Tutoring

Elena Raviola




Thu

120510

9
-
11


L3 Guest lecture: Technology in
organizational change

Martin Holmberg, GP

All

20

Mon

12051
4

9
-
11


L4
Translating organizational change

Fredrik Lavén

All


Fri

120518

11
-
13


Seminar 1: Practicing
change

All

21

Tue

120522

9
-
11


L5
Culture in organizational change

Elena Raviola


All


Thu

120524


9
-
11



L6 Resistance and leadership in change

Elena Raviola

All


Thu

120524

14
-
17


Tutoring

Elena Raviola


G1

G2

22

Tue

120529

11
-
13


Seminar 2:
Discussing Change Management

All

22

Thu

120531

14
-
17



Presentation of group task

Elena Raviola



23

Mon

120604



Exam




120825



Re
-
exam







Lecture 1 Perspectives of change

The aim of this lecture is to present a historical overview of different
perspectives of change and change
management, but also different “lenses” one can use in order to understand change processes. Thus, the complex
and dynamic process of change are in focus.


Literature:

Dawson, Chapters 1
-
3


Lecture 2 Organizational
development (OD) and long
-
term chan
ge

Literature:

Stjernberg, Torbjörn and Åke Philips (1993) Organizational Innovations in a long
-
term perspective: Legitimacy
and souls
-
if
-
fire as critical factors of change and viability.
Human Relations

46(10): 1193
-

Shani, Rami and Torbjörn Stjernberg (1995) The integration of change in organizations: alternative learning and
transformation mechanisms.
Research in Organizational Change and Development
, Vol. 8: 77
-
121.


Lecture 3
Technology in organizational change

In
this lecture
Martin Holmberg from the local newspaper
Göteborgs Posten
will present some of the
organizational changes that the newspaper has undertaken as a consequence to the spread of digital technologies
and changes in news consumption. Martin is leadi
ng the Digital Development Group at Göteborgs Posten, the
fourth largest newspaper in Sweden. GP is a pioneer newspaper in Sweden, with regard to web and especially
mobile services development. Thus, he will talk about the organizing of digital development

at GP, focusing
especially on the challenges of bringing change in an old organization and putting together journalists, marketers
and technicians around digital development initiatives.



Literature:

Orlikowski, W. (1992) The duality of technology: Rethi
nking the Concept of Technology in Organizations.
Organization Science,
3(3): 398
-
427.


Lecture 4
Translating organizational change

In this lecture we will discuss two perspectives on change and innovation that are prominent within studies of
organization

and management: the “diffusion model” and “translation model” (Latour, 1987).

In the past, studies of change in general and innovation in particular have predominantly followed one particular
framework: Their main focus lay with comparing the intentions o
f the actors participating in the change process
with the achieved results. However, during the past decade the translation model has gained a lot of interest
-

it
has become a fashionable concept
-

and many organizational scholars in Gothenburg are part o
f this movement.
From such a perspective change, change management and innovation have been treated as ideas, which, when
transformed into objects, circulate in and between organizations from one time/space to another (see e.g.
Czarniawska & Sevón, 1996).
The main point here is that ideas do not diffuse. Instead of the transmission of the
same idea, which according to the diffusion model can merely be deflected or slowed down by friction, but
remains essentially the same, the translation model proposes a co
ntinuous transformation of the idea. In doing
so, the ideas contribute to the construction of many other things: new identities, new institutions, new products,
new practices, new technologies or new structures. There is no master plan for innovation and n
o initial energy
which moves a new technology or a new set of practices along a trajectory from Point A to Point B. There is no
automatic diffusion, but there are plenty of uncontrollable translations.


Literature:

Bergström, O. (2007) Translating socially

responsible workforce reduction


A longitudinal study of workforce
reduction in a Swedish company.
Scandinavian Journal of Management,

23: 384
-
405.

Nicolini, D. (2009) Medical innovation as a process of translation: A case from the field of telemedicine.

British
Journal of Management
.


Lecture 5

Culture in organizational change

The lecture focuses on organiz
ational culture and its role in
organizational change. It aims at discussing the
complex interplaying between organizational culture a
nd change
management
. We will discuss different
perspec
tives on organizational culture, particular in relation to the

political, symbolic and material dimensions
of organizational change.


Literature:

Meyerson, D. and Martin, J. (1987) Cultural Change: An Integrati
on of Three Different Views.
Journal of
Management Studies,
Vol.24(6): 623
-
647.

Hatch, M.J, (1993) The Dynamics of Organizational Culture.
The Academy of Management Review
, 18(4): 657
-
693.


Lecture 6 Resist
ance and leadership in change

The lecture focuses on the complexities of organizational change implementation. It aims at exploring how
change unfolds throughout organization, by looking at the same time at change and resistance to it and by
presenting different theoretical perspective
s focusing on resistance to change.
The lecture will also deal with
leadership in organizational change by
discussing the multiple and varied role of leadership in organizing for
change from different perspectives, in particular in connection to
resistance
.


Literature

Alvesson, M. (1992) Leadership as social integrative action. A study of a computer consulting company.
Organization Studies,
13(2): 185
-
210.

Battilana, J. (2006) Agency and institutions: The enabling role of individuals’ social position.
O
rganization,
13(5) 653
-
676.

Piderit, S.K. (2000) Rethinking resistance and recognizing ambivalence: A multidimensional view of attitudes
toward an organizational change.
Academy of Management Review,
25(4): 783
-
794


Seminar 1: Practicing change


During the

first seminar we will practice organizational change through a game. The instructions will
be given in class. This game will serve a
s a base of discussion in class.


Seminar 2
: Discussing change management


For the second seminar, the students will be req
uired to watch an online lecture on an issue of change
management (from a specific website whose address will be given
to the students). Every student
should reflect on the connections between

the lecture (observed online) and

other theories and issues
dis
cussed in the course. During the seminar students will discuss the main points of the lecture with
other students.






Grouptask:

Learning outcome 2,3 and 4 includes identifying organizational problems, critically analyse

and evaluate change
processes in organizations.

This will be done through a “case study”. The students will work in groups of three.

Focus on one aspect/theme and seek for relevant literature in order to analyse

the selected theme. The
aspect/theme should be illustrated with a case. The case can be a “real” change project or a case presented in
literature (e.g. a case study in a thesis or from a novel) or in media.

The group work will be presented in the end of t
he course both by handing in a written report (amount for 40%
of the final grading) and by an oral presentation.




May 7
, e
-
mail a draft (1/2


1 page) to
Elena

presenting an idea of what aspect your group will
address



May 2
1
, e
-
mail a first version of the
paper to
Elena



May 30
,

e
-
mail the final version
of paper to Kajsa and Elena



May 31
, presentation of the paper


App. 20 000 characters (with blanks), text size 12 pts, 1,5 space (app. 8 pages).