Professional Documents
Culture Documents
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Objectives
This course aims to:
- Deepen your understanding of the nature of organizational change
- Increase your knowledge of the theoretical frameworks that can be used to think
about and analyze change, and build your ability to apply those frameworks;
- Provide some insights into the processes of organizational change; and
- Sharpen your skills for leading, managing and implementing organizational
change.
Course description
The course is designed around six modules, corresponding to each of the six weeks of the
term. We begin by examining the forces for change in organizations and the nature of
organizational change. Next, we critically evaluate the prescription that a vision should
form the basis for organizational change. In the third module, we assume the position of
change agents and consider how change can be implemented while being mindful of
culture, psychological contracts and other features of the organizational context. We then
switch positions in the fourth module and assume the role of recipients of change, trying
to understand how they respond. In the fifth module, we reflect on the personal aspects of
leading change. We conclude by addressing the need for continuous change in
organizations.
Assignment 1b:
Case: Haier: Taking a Chinese company global
Questions:
1. Why was Haier so successful in China?
2. Was Haiers decision to globalize into developed markets early
on a good strategy?
3. Can Haier build on its success in niche products to become a
dominant global brand in high-end white goods?
4. Is Haiers two thirds strategy a viable or wise approach?
Reading: A note on the organizational implications of globalization
Reading: Cultivating the world
Module 2: From vision to reality
Visions: bogus, or necessary?
Process of creating and communicating a vision
Using the vision to inspire change
What else do we need besides a vision?
Assignment 2a:
Reading: Introduction to module 2, Changing the game
Case: Dr Reddys Laboratories Ltd: Chasing a daring vision
Questions:
1. Why has Dr Reddys been successful?
2. How realistic is its new vision?
3. Can it become a $1 bil. Company by 2008?
4. What organizational and people challenges must Prasad and his team address in
order to meet the goals for 2008? How can these challenges be met?
Reading: Meeting the challenge of disruptive change.
Assignment 2b
Case: Charlotte Beers at Ogilvy and Mather Worldwide (A)
Questions:
1. What is Charlotte Beers trying to accomplish as CEO of O&M Worldwide?
2. What is your assessment of the vision?
3. Evaluate the process by which Beers and her team created the vision
4. What are the key challenges that Beers faces, at the end of the case?
Reading: Why change programs dont produce change
Reading: The time is ripe for unorthodox newcomers
Assignment 4b
Case: Wellcome Israel
Questions:
1. What is Ofra Shermans predicament? How did she get into it?
2. How would you evaluate her actions to date?
3. What is likely to happen next?
4. What, then, should Sherman do?
Reading: Changing the deal while keeping the people
Reading: Back to square zero: The post corporate career
(Case analysis assignment, worth 35% of your final grade, is due on June 5)
Module 5: (a) Leading change: Personal aspects
(b) Continuous change
Value-based leadership
Expectations of change leaders
Managing the personal side of change
Second order change
Change as a constant
Learning organisms, learning organizations
Assignment 5a
Case: Leading Culture Change at Seagram
Questions:
1. Why did Seagram need to change? Why did it use a values based approach?
2. How well has the change been accomplished, according to information provided
in the case?
3. How would you respond to the challenges listed at the end of the case?
4. How feasible or important is it for a multi-national and multicultural organization
to have one set of values worldwide?
Reading: Why change programs dont produce change
Optional reading: Graham, Ginger L. If You Want Honesty, Break Some Rules.
Harvard Business Review, Apr 2002: 42-47. Available on IVLE e-reserve list.
Assignment 5b
Reading: Introduction to module 6, Continuous change
Case: Singapore Airlines: Changing to stay ahead
Questions:
1. What have been the key factors behind the success of Singapore Airlines (SIA)?
2. How has SIAs success become vulnerable?
3. As the boss of ground crew at Denpasar and Manila, what advice would you give
them? How would you respond to Denvers complaint letter?
4. Which of the two approaches at the end of the case would you support? Why?
What do world class organizations need to do to stay ahead?
Reading: Change, stability and renewal: The paradoxes of self organizing systems.
Module 6: Learning from our projects
Assignment 6a and 6b
Project presentations and reports are due during this session.
Each group will present its project.
Every project will be peer-reviewed.
The class schedule may be amended when necessary, for example, to take advantage of
other opportunities for learning.
Learners responsibilities
Each change incident can make you better able to meet the next one, if you learn from it.
Using the same principle, this course takes an experiential, interactive approach. You will
assume the role of a change agent or change manager, and think and act accordingly.
To gain the most from this course, it is imperative that you be prepared for all classes.
You should have completed the cases and readings and other assignments for the week,
before coming to class. You will be responsible for participating actively in case
discussions, critiques, debates or project work. In terms of attitude, be willing to question,
think critically and learn from others.
Outside of classes, my main mode of communication with the class will be via IVLE and
e-mail. It will be your responsibility to check your NUS mailbox regularly, and to also
read the announcements, updates and other materials uploaded to the IVLE.
Assessment
Preparation and participation 30%
Case analysis
35%
Project
35%
30%
You will be assessed on the quality of your comments, questions and contributions to
class discussions and learning.
B. Case analysis
35%
This is to be done individually, and without any help from others. You are free to submit
your analysis anytime before the deadline and are encouraged to plan your work
schedule so that you will have enough time to complete the case analysis. Submissions
must be done electronically on IVLE. Late submissions will be marked down
substantially.
Please remember to type your name in your document and to name the document as:
(yourname)case.doc.
No case gives complete information. You may have to make certain reasonable
assumptions. State clearly what your assumptions are and be sure that you can defend
them. Do not make more assumptions than necessary.
In all your answers, be specific, refer to the facts of the case and be sure that you can
justify your conclusions. Your analysis should not exceed 2500 words. Remember this is
a word limit and not a requirement so your answers may be shorter than this.
If you are not satisfied with your grade, you may ask for your analysis to be re-graded,
giving detailed and substantial justifications for your request. Bear in mind that if I accept
your request and your case is re-graded, it can be given the same grade, a higher grade or
a lower grade than originally assigned.
C. Project and presentation
35%
What is the companys background? (Make this brief. Any other information that
is interesting but not directly useful to the case can be shown in an appendix).
What was the change about? Why did it take place? What did it aim to achieve?
How was it planned? What were the organisational systems involved? Who were
the main organisational members/units in this case?
Concentrate on analysing how the change was managed. What was done well and
what could be done better? How would you have gone about making the change?
What are the main learning points from this case?
A hard copy of the report should be submitted to me at the end of the last class session.