Master of Business Administration Course outline Academic year 2016-2017 Program Master of Business Administration Course title Change Management Lecturer Marcel de Lijster, MBA / Dr. Steve F Foster Program variant Full-Time and Part-Time Phase 3 Credit points (ECTS) 3 (84 hours) Number of sessions 7 Contact hours 21 Hours of self-study 63 Assessment method Presentation (group) + report (group) + book review(individual) Minimum result required in all assessments in order to obtain credits for this module 5.5 Cohesion with other MBA modules The course intends to provide a wider theoretical and practical background to the overall programme of the MBA by emphasizing the principles of change management. Course Overview This course introduces students to the topic of change management from the perspective of the decision maker and her/his relationship with the challenges of leading change. The course gives students insights in the dynamics that can be found in a changing environment. Students learn how to lead change from the individual, the group and organizational perspectives. During the course multiple teaching methods will be used. Students will gain knowledge and will also apply their knowledge by working on their own business case. MBA Competencies and Learning outcomes The Learning outcomes are the operationalisation of the MBA Competencies per course. Competency 1 (C1): To understand and be able to apply the Master of Business Administration body of knowledge. Learning outcomes C1: • Critically analyse and apply the theories and approaches taught: The Kubler-Ross model (Kubler-Ross), Belbin’s team types (Belbin), Three-step model (Lewin) Eight-step model (Kotter) and other central models in the field of change management in particular theories and models that are presented in the textbook “Making Sense of Change Management” by Cameron & Green, 4th edition), 2015. • Clearly interpret major global trends which affect businesses today and in the future. Competency 2 (C2): To fulfil the role of leadership and transformational roles in an (international) business environment. Learning outcomes C2: • Analyse specific change management challenges/issues within the organizational context. • Anticipate issues within the organisational context and make suggestions for positive change. Competency 3 (C3): To administer management tasks and tackle business-related challenges. Learning outcome C3: • Recommend critical adjustments of business operations and practices according to the principles of change management (individually and through group assignments) (C3 and C5). Competency 5 (C5): Effectively work with and relate to others. Learning outcome C5: • Recommend critical adjustments of business operations and practices according to the principles of change management (individually and through group assignments) (C3 and C5). Assessment 1. The students will have to complete an individual book review on the book “Re-inventing Organizations” by Frederic Laloux. The book review is an essay of maximum 1,500 words. This weighs for 60% of the final mark. 2. The students have to write a report in which they present their analysis on a change situation in a real organization. They have to reach a conclusion and come up with recommendations for the organization. The minimum length is about 3,000 words and the maximum length of the report is 4,000 words. This assignment is done in groups of maximum 4 students, and also includes a final group presentation of the topic under research. This weighs for 40% of the final mark. Assessment matrix Teaching and learning strategy The course is delivered in 7 interactive sessions, which have been formulated in synchronization with the content of the overall MBA programme and its specific courses in each phase of learning (Understanding; Deepening Knowledge; Implementation). Each session is facilitated by the lecturer with slides and video presentations. During each session students are invited to participate through offering questions and examples thus becoming active learners as active contributors of the session. Students can also have a direct contact with the lecturer to share more ‘personal’ ideas or doubts and concerns about the content of sensitive topics.   Outline of schedule and activities Session nr. 1: Introduction to the course: Understanding change management on the individual level. Preparation to be done by students for this session: Study chapter 1 of Cameron & Green Bring a business case from your own organization to the class. Session nr. 2: Team, Group and Organizational Change Preparation to be done by students for this session: Study Chapter 2 and 3 of Cameron & Green Bring real life business cases if possible from your own organization in which teams and groups were involved. Session nr. 3: Leading Change Preparation to be done by students for this session: Study chapter 4 and 5 of Cameron & Green Bring real life business cases if possible from your own organization which can serve as examples of good and bad leadership in change situations. Session nr. 4: Restructuring / Mergers & Acquisitions Preparation to be done by students for this session: Study chapter 6 and 7 of Cameron & Green Bring real life business cases if possible from your own organization of Restructuring or Mergers and Acquisitions Session nr. 5: Deepening understanding of the effect of (organizational) cultures on the change process Preparation to be done by students for this session: Study chapter 8 of Cameron & Green Bring real life business cases if possible from your own organization in which (organizational) culture had an impact on the change process. Session nr. 6: Complex Change a systems approach to change in organizations Preparation to be done by students for this session: Study chapter 10 of Cameron & Green Session nr. 7: Review of the course and presentation of the Change management report by students groups. Preparation to be done by students for this session: Review of the Theory. Prepare the presentation of your groups Change management report. Required literature (Author, title, ISBN): 1. Cameron, E. & Green, M. (2015) 4th edition. Making Sense of Change Management. London: Kogan Page, ISBN-13: 978-0749472580 2. Frederic Laloux, Re-inventing Organizations ISBN 978-2-960133-50-9. Recommended literature (Author, title, ISBN): Fritz R., The Path of least resistance Wheatley M., Finding our way: Leadership for an uncertain time. Beckhard R.F.and Harris R.T., Organizational Transitions: Managing Complex Change Business/management periodicals such as: Harvard Business Review, Economist, Financial Times…