組織變革課程介紹與教學(xué)大綱

1、組織變革課程簡介課程編號12MGT388課程名稱組織變革課程性質(zhì)選修學(xué) 時(shí)72學(xué) 分4.5學(xué)時(shí)分配授課：72 實(shí)驗(yàn)： 上機(jī)： 實(shí)踐：    實(shí)踐（周）：考核方式閉卷考試，平時(shí)成績占50% ，期末成績占50% 。開課學(xué)院國際教育學(xué)院更新時(shí)間 適用專業(yè)財(cái)務(wù)管理（中澳合作）先修課程管理學(xué)、戰(zhàn)略管理等課程內(nèi)容：組織變革是財(cái)務(wù)管理（中澳合作）專業(yè)的一門綜合選修課程。在當(dāng)今競爭激烈、復(fù)雜、快節(jié)奏的全球經(jīng)濟(jì)條件下，變革以前所未有的幅度和頻率進(jìn)行著，這意味著企業(yè)不能停滯不前。為了取得成功，企業(yè)需要變革，變革已經(jīng)成為企業(yè)生存的常態(tài)。本課程的主要內(nèi)容包括組織變革的基本內(nèi)容介

2、紹、變革的流程、變革的領(lǐng)導(dǎo)、人力資源管理與組織變革、權(quán)力與對變革的抵制、變革的評估與變革的持續(xù)性等。課程的主要任務(wù)是通過對組織變革概念的深入學(xué)習(xí)使學(xué)生對已學(xué)管理理論和知識(shí)進(jìn)行全面整合，進(jìn)而在理論和實(shí)踐兩方面對信息社會(huì)環(huán)境下企業(yè)的管理、組織及其戰(zhàn)略有更加深刻的理解和全面的認(rèn)識(shí)。Brief Introduction  Code12MGT388TitleOrganisational ChangeCourse natureOptionalSemester Hours72Credits4.5Semester Hour StructureLecture：72  Experiment：

3、 Computer Lab：     Practice：Practice (Week)：AssessmentClosed book examination, usually results accounted for 50%, the final grade accounted for 50%.Offered byInternational Education CollegeDateforFinancial Management (Sino-Australian cooperation)PrerequisiteManagement, Strategy M

4、anagement etcCourse Description: The magnitude and frequency of change occurring in todays competitive, complex and fast-paced global economy means that organisations cannot stand still. They need to change in order to succeed therefore, change should be considered a normal part of business life. Ho

5、wever, while the necessity for change may seem obvious, methods for managing it (assuming change can be managed) are elusive. This subject critically examines the theoretical and practical tools and issues that face organisations when they confront change.組織變革課程教學(xué)大綱課程編號12MGT388課程名稱組織變革課程性質(zhì)選修學(xué) 時(shí)72學(xué) 分

6、學(xué)時(shí)分配授課：72   實(shí)驗(yàn)： 上機(jī)：    實(shí)踐：    實(shí)踐（周）：考核方式閉卷考試，平時(shí)成績占50% ，期末成績占50%。開課學(xué)院國際教育學(xué)院更新時(shí)間適用專業(yè)財(cái)務(wù)管理（中澳合作）先修課程管理學(xué)、戰(zhàn)略管理等一、教學(xué)內(nèi)容Chapter 1Introduction to organisational change1.1 Introduction1.2 Organisational change: Character, extent and causes1.3 ConclusionDifficulties：Understand

7、ing the concept of Change.Key points: Identify the character, extent and causes of organizational change.Chapter 2Understanding change1.1 Introduction1.2 Perspectives on managing organisational change1.3 Resistance to change1.4 Common change implementation pitfalls1.5 ConclusionDifficulties：understa

8、nding the perspectives on managing organisational changeKey points: Identify the resistance to change. Chapter 3The change process1.1 Introduction1.2 Change paths and change planning models or tools1.3 Why do change paths differ?1.4 Change models or tools1.5 ConclusionDifficulties：Understanding the

9、change paths and change planning models or tools.Key points: Identify the change models or tools.Chapter 4Change leadership1.1 Introduction1.2 Distinction between managing and leading1.3 Dimensions of leadership1.4 Complementing leadership style with differing forms of change1.5 ConclusionDifficulti

10、es：Understanding the dimensions of leadershipKey points: Identify the dimensions of leadership.Chapter 5Human resource management and organisational change1.1 Introduction1.2 Organisational change is strategy-driven1.3 HR competencies for change1.4 HRM levers of organisational change1.5 ConclusionDi

11、fficulties: Understanding the HRM levers of organizational change.Key points: Identify the HRM levers of organizational change. Chapter 6Power and resistance to change1.1 Introduction1.2 Power, politics and control1.3 Perspectives on power1.4 Bases of power1.5 Dimensions of power1.6 Empowerment1.7 R

12、esistance to change1.8 Overcoming resistance to change1.9 ConclusionDifficulties: Understanding the concepts of power, politics and control.Key points: Identify how to overcoming resistance to change.Chapter 7Measuring, evaluating and maintaining change1.1 Introduction1.2 Measures of change1.3 Measu

13、ring and evaluating change interventions1.4 Maintaining change1.5 ConclusionDifficulties: Understanding the measures of change.Key points: Identify how to measure and evaluating change interventions.Chapter 8Change and sustainability1.1 Introduction 1.2 The nature of organisational change1.3 Drivers

14、 of change1.4 Incremental and transformational change1.5 Organisational change for corporate compliance1.6 Conclusion Difficulties: Understanding the incremental and transformational change.Key points: Identify the incremental and transformational change. 二、教學(xué)基本要求Chapter 1Introduction to organisatio

15、nal changeThis subject is about how to successfully bring about changes in contemporary organisations: changes that improve the effectiveness and efficiency of organisations. It has two major objectives. First, it aims to provide you with an appreciation of the nature, character, pace and consequenc

16、es of changes presently taking place in organisations. Second, it aims to help you to become effective change agents in organisations.Chapter 2Understanding changeIn the first part of the Chapter we will look at the perspectives on managing organisational change as they are the backbone of change th

17、eory, and serve as lenses for the conceptualisation of organisational change (Graetz, Rimmer, Lawrence and Smith, 2011, p. 40). Because change creates uncertainty, fear, and resistance, there will be a brief discussion of resistance to change. This will only be an overview as resistance to change is

18、 covered in detail in Chapter 6. The final section will outline ways to facilitate the process of planned change because bringing in change is not an easy process.Chapter 3The change processThis Chapter deals with the change process. The aim of this Chapter is to introduce a number of change models

19、or what Graetz et al. (2011) call change tools or change planning tools. Before we do this we will distinguish change paths from change planning models/tools.Chapter 4Change leadershipFew would argue that the principal task of senior managers today is the leadership of organisational change. This is

20、 the result of increasing globalisation, deregulation, the rapid pace of technological innovation, shifting social and demographic trends, and the growing knowledge workforce (Graetz, et al., 2011, p. 143). In an environment characterised by change and uncertainty, strong leadership becomes even mor

21、e vital. However, it also calls for very different sorts of leadership skills. Over the last two decades the role of senior managers has shifted from the traditional authoritarian, command-and-control style to a more open, participative management style. With the emphasis now on cooperation, collabo

22、ration and communication, managers need to develop a completely different range of leadership skills. Traditionally, managers focused on the technical dimension of management (eg budgeting, increasing productivity). To be effective leaders in an environment of continuous change, however, an interper

23、sonal dimension, which underpins a strategic focus, becomes critical (Graetz, et al., 2011, p. 144).Chapter 5Human resource management and organisational changeThis Chapter builds on previous material relating to the nature, process and leadership of change. Here, we look at the change process in mo

24、re detail, examining the strategic context of organisational change and several of the change levers used. You will see that organisational change is quite purposeful it aims to (re)shape individual behaviour in order improve the alignment of performance with organisational strategy. In other words,

25、 change is always strategy-driven. We look at some of the models and approaches used to depict this relationship. Much of the Chapter focuses on the major levers used to implement change, such as performance appraisal. These levers will be familiar to you from previous subjects that you have complet

26、ed. In this subject, we are specially interested in how these levers actually shape behavioural change in order to achieve better performance outcomes.Chapter 6Power and resistance to changeThis Chapter explores the role and impact of power and resistance to change. Although each is dealt with in de

27、tail, it must be understood that the two concepts are linked. That is to say, the application of power in one form or another must be used to overcome resistance, and resistance can be used as a form of power, (Graetz et al., 2011, p. 236).Chapter 7Measuring, evaluating and maintaining changeThis Ch

28、apter deals with measuring change, evaluating or monitoring change and maintaining/sustaining or institutionalising change. Measuring involves quantifying change. Evaluation is about determining how well the intervention has met the goals it was designed for, and thus is a means of establishing whet

29、her or not any further work needs to be undertaken. 'Institutionalisation' refers to those processes that are designed to 'fix' changes in place. Planned change often fails not because it is rejected or resisted at the planning or implementation stages, but because it fails to take h

30、old after implementation. In these circumstances, people return to their old ways of working and the new structures or processes are ignored or the technologies are left idle. Managers of change need to be able to make the changes they have introduced stick.Chapter 8Change and sustainabilityLet us a

31、ssume that a businesss focus is primarily on not only wanting to survive, but to thrive in the long term. Let us also assume that it is only prepared to comply with the laws and regulations governing the use of its capital that it cannot avoid. It is not convinced that there may be any merit in being pro-active in managing all forms of its capital (other than financial capital). The primary focus of management is on profit, for which there are systematic and i