1.0 INTRODUCTION

The study programme is designed to cover both the theoretical aspects and practical application of key topics relevant to change implementation.

The unit will cover models for effective change implementation with practical step-by step means of handling change in a context specific manner. Illustrations of the use and validity of change implementation models will be examined through real-life case studies.

As befits a senior management program, the emphasis will be more strategic and applied rather than technical and theoretical.

2.0 UNIT OBJECTIVES

The objective of the program is to analyze the design of the detailed steps to achieve the implementation of the desired change approach and, once change gets underway how to manage it. Emphasis will also be placed on harnessing and leveraging people's creativity in organizations.

The unit's specific objectives are:

· to develop an understanding of the notion of three change states; current, future and transition
· to explore the concept of change vision
· to develop an ability to diagnose barriers to change arising from organizational culture and stakeholders
· to explore theoretical frameworks in change implementation; force-field analysis, cultural web, Lewin's three-phase model, transition curve
· to analyze the role levers such as communication, both verbal and symbolic, resistance management, human resource management and training in the change process
· to develop an appreciation of monitoring mechanisms to evaluate the progress and success of the change process
· to explore the different roles that need to be managed during transition and the issues for the individuals who fulfill them, with a focus on change agency, middle managers and change recipients
· to analyze the features of successful and failed change initiatives

3.0 LEARNING OUTCOMES

By the end of the program participants will be able to:

· Understand the theoretical underpinnings of change management implementation
· Apply this knowledge to "real life" situations through synthesis of theoretical frameworks and practical application via case studies
· Have the ability to analyze and recommend solutions to complex organizational change problems
· Understand political dynamics within organizations and the role of a change agent as a change catalyst
· Understand the concept of learning organization as a lever for creativity

4.0 LEARNING PATTERN

Theory and overviews will be developed in a series of short formal lectures using OHP's and video. Students will have access to lecture notes via Delta Strategies Ltd web site prior to the sessions. Formal sessions will be supported by a mini-case study.

Sessions will be supplemented by two six-hour workshops. Students will be distributed with a major case study for each of the workshops to be analyzed in a study group during the workshop. Team presentations of maximum of 20 minutes will be held at the end of the workshop followed by a plenary session to give feedback on the case.

5.0 CONTENT

1. Introduction to Unit
Outline the process of change implementation and introduce the theoretical underpinnings of change implementation. Compare and contrast the Hard and Soft Systems Models of Change.

2. Transition Design
Analyze the role of vision for the future state and the use of the 'Cultural Web' to help formulate a future vision. Identify barriers to change and levers to overcome them using force-field analysis and linking barriers to design choices. Discuss the facilitation of individual transition linking the management of personal transition to design choices.

3. Levers and Mechanisms for Change
Analyze the role of communications, verbal and symbolic, as a lever to facilitate the change process. Link communication to design choices. Discuss ways of managing resistance and organizational politics.

4. Building New Human Resource Management System
Analyze how HRM policies and processes can be used both to move the organization through change and also to reinforce and sustain the newly formed organization. Focus on recruitment, appraisal, reward and development.

5. Managing the Transition
Consider the design of change outcomes and monitoring mechanisms to evaluate the progress and success of the change process. Analyze the roles that need to be managed during the transition and the issues for the individuals with a focus on change agency, middle managers and chance recipients.

6. Change in 21st Century
A revision session with a focus on 'knowledge society' and the role of work, innovation, creativity and flexibility.

6.0 READING

Core reading:

Balogun, J & Hope-Hailey, V, Exploring Strategic Change, Prentice Hall, 1999

Senior, B, Organisational Change, Prentice Hall, 1997

Burns, B, Managing Change 2nd Ed., Pitman, 1996

King, A & Anderson, N, Innovation and Change in Organisations, Routledge, 1995

Nonaka, I & Takeuchi, H, The Knowledge - Creating Company, Oxford University Press, 1995

Sadler, P, Managing Change, Kogan Page, 1995

Harvard Business Review on Change, Harvard Business School Press, 1998

McCalman, J & Paton R A, Change Management, A Guide to Effective Implementation, Paul Chapman Publishing, 1992

Senge, P, The Dance of Change, Nicholas Brealey Publishing, 1999

Background Reading:

Klein, D, The Strategic Management of Intellectual Capital, Butterworth - Heinemann, 1998

Senge, P, The Fifth Discipline - Field Book, Nicholas Brealey Publishing, 1999

Kanter, R M, The Change Masters, Thomson, 1992

Kanter, R M, When Giants Learn to Dance, Thomson, 1992

Handy, C, The Age of Unreason, Arrow, 1995

Drucker, P F, Management Challenges for the 21st Century, Butterworth-Heinemann, 1999

Hussey, D, How to be Better at Managing Change, Kogan Page 1998

Levesque, P, Breakaway Planning, AMACOM, New York, 1998

Case Studies:

Seminar case studies:

1. Cray Research, Inc. (Harvard Business School, 1984)

2. A strategy for change at KPMG (Cranfield Management Resource, 1992)

Lecture Case Studies (The Sunday Times Business Skills Series):

1. Alliance & Leicester

2. British Telecom

3. The Royal Logistics Corps