Lecture: 1 hour/week
and
Seminar: 3 hours/week
Learning activities include case studies, classroom discussion, lectures, seminars, applied project(s), experiential exercises, and/or reading assignments. Guest speakers, role-plays, and audio-visual materials may be used where appropriate.
I. Factors that improve an individual’s capacity for change and for leading and managing change
II. Obstacles to change in individuals, teams, and organizations
III. Theories, models, and tools for leading and managing change with individuals, teams, and organizations
A. Established approaches (e.g., Kotter) and tools for leading and managing change
B. Emerging approaches and tools for leading and managing change
After completing this course, students will be able to:
- Assess and propose ways to improve their own capacity for change and for leading and managing change;
- Identify pathways and obstacles to change in individuals, teams, and organizations; and
- Apply established and emerging approaches, models, and tools for leading and managing individuals, teams, and organizations.
Assessment will be in accordance with the ºÚÁϳԹÏÍøÆØÒ»Çø¶þÇø Evaluation Policy. Instructors may use a student’s record of attendance and/or level of active participation in the course as part of the student’s graded performance. Where this occurs, expectations and grade calculations regarding class attendance and participation will be clearly defined in the Instructor Course Outline.
| Participation | 0-10% |
| Case Study(ies), assignments and/or project(s) on Innovation and Change Capabilities/Change Management | 60-80% |
| Examination(s) (see note 4) | 10-30% |
Notes:
1. At least 70% of the total coursework must be individual work.
2. To pass the course, students must achieve a cumulative grade of 50% in all non-group assessments as well as 50% overall in the course. In other words, students must have achieved at least 50% on their cumulative individual assessments in order to be eligible to earn marks from group work.
3. No single assessment (e.g., case study, exam, quiz, project, etc.) can be worth more than 30%.
4. At the discretion of the instructor, the examinations should be a traditional examination, individual change management portfolio, and/or individual change management portfolio presentation.
5. Students may conduct research as part of their coursework in this class. Instructors for the course are responsible for ensuring that student research projects comply with College policies on ethical conduct for research involving humans, which can require obtaining Informed Consent from participants and getting the approval of the ºÚÁϳԹÏÍøÆØÒ»Çø¶þÇø Research Ethics Board prior to conducting the research.
Custom change management readings, cases, and selected readings and/or the whole text from any one or more of the following:
Kotter, J.P., Akhtar, V., & Gupta, G. Change: How Organizations Achieve Hard-to-Imagine Results in Uncertain and Volatile Times (latest edition);
Cameron, E., & Green, M. Making Sense of Change Management (latest edition);
Carnall, C. & Todnem, R. Managing Change in Organizations (latest edition); or
Or other textbook as approved by the Business Management Department.
and
[Any three credits in BLAW, CMNS, MARK, or UT ENGL]
and
[Any one of: BUSN 2275, BUSN 3100, BUSN 3200, BUSN 3253, BUSN 3310, BUSN 3350, BUSN 3351, BUSN 3352, BUSN 3353, BUSN 3354, BUSN 3380, BUSN 3386, BUSN 3388, BUSN 3390, BUSN 3410, BUSN 3500, BUSN 3600, BUSN 3610, BUSN 3620, or BUSN 3630]
or with instructor approval.
None
None