SMO 633 Managing Organizational Change - Apps@UAlberta
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SMO 633 Managing Organizational Change
LEC 850 Winter 2021
Dates: January 15, February 5, February 20, March 12, April 16
8:30 am to 12:00 and 1:00 to 4:30 pm
All classes will be on-line through eClass/ Zoom
Ft. McMurray MBA Program
Prof. Trish Reay
4-21D Business Building, University of Alberta
Telephone: 780-492-4246
Email: trish.reay@ualberta.ca
Please email to arrange an appointment
Key points regarding on-line course delivery in Winter 2021.
I am attempting to manage on-line delivery of the course so that we have classes that are
as close as possible to in-person classes.
Synchronous Course Delivery – Classes will take place during the scheduled class times.
Pre-reading of class materials is expected so that class time can be used for discussion
incorporating student experiences.
Class Discussion/ Participation – As explained in more detail below, I hope to facilitate a
number of different ways for students to participate. In addition to participating in class
time discussions in large group and small group conversations, students can also
participate by:
1. Posting on-line responses in Discussion Forums
2. Reporting back on content of small group discussions, when students re-join the
larger class.
3. Leading discussions about assigned cases and articles.
4. Posting on-line responses to video-recorded student final presentations (scheduled
for April 16).
5. Suggesting, or Assisting with alternate/ innovate ways of discussion course
materials.
SMO 633 Lec 850–Winter 2021 -1- Course SyllabusCourse Overview and Purpose
This course is designed to focus on the role of managers in creating, navigating and
managing organizational change. Change work has become an essential capability for
managers. Yet, managing organizational change is far from a straightforward endeavor.
The most carefully developed plans often disintegrate during implementation, disrupting
not only production or service delivery, but also the lives of people who work in
organizations. In spite of the long history of introducing organizational change initiatives,
few are sustained over time.
There are many different types of organizational change. Until recently, research on
change focused primarily on top management and operated from the implicit model that
those occupying lower levels in the organization needed to be inspired, cajoled, forced,
incented, etc. to implement change. Much of this research examined exogenous factors
for initiating change; outsiders who brought new ideas and practices to the organization,
and jolts occurring in the environment that called into question the usual way of doing
business. However, the managerial work of implementing change must also incorporate
attention to organizational change that is driven by events and processes that occur inside
organizations – or “bottom-up” change. In this course, we consider different ways of
implementing both “top-down” and “bottom-up” organizational change processes as well
as combinations of the two.
Overall, students will build a virtual “tool-kit” that consists of knowledge about
organizational change and strategies for implementing desired changes. Emerging
research and reflective experience are beginning to illuminate mechanisms, technologies,
tools and practices that people have used to implement organizational change. We are
acquiring a better understanding of the cultural and political dynamics, as well as
structural dynamics involved in creating and navigating change. And we are gaining new
appreciation for the hard work change requires, and for the importance of re-designing
our workplaces and the models we use to guide our efforts in changing. In this course, we
will explore the multi-faceted dynamics of organizational change with particular attention
to how managers can improve their ability to implement desired changes.
Course Objectives:
(1) Students will increase their knowledge of different approaches to
organizational change. (Contribution to MBA Program Goal #1 – Business
Fundamentals)
(2) Students will increase their ability to successfully implement change
initiatives in organizations. (Contribution to MBA Program Goal #1 –
Business Fundamentals)
(3) Students will increase their ability to develop written and oral
presentations. (Contribution to MBA Program Goal #4 – Communication
Skills)
(4) Students will increase their ability to use and demonstrate critical thinking
skills. (Contribution to MBA Program Goal #3 – Critical Thinking)
SMO 633 Lec 850–Winter 2021 -2- Course SyllabusResources
There are four required resources for the seminar:
(1) Package of Cases (available from Ivey Publishing – directions will be posted on
eClass).
(2) Selected articles available through the University of Alberta Library website –
identified in the course syllabus.
(3) INSEAD EIS Simulation User Manual. (A pdf version of the manual will be posted
on eClass, or it is accessible from the EIS Simulation website
http://www.calt.insead.edu/eis/)
(4) INSEAD EIS Simulation software. (Available on July 20. Cost covered by MBA
program. We need PC laptops – at least one for each group. The simulation does not
run on a Mac.)
(5) HBR Simulation: Organizational Change: Power and Influence. (Available in
advance of class March 9. Cost covered by Instructor.)
Course Website
Course materials and other information will be posted through the eClass web system.
https://eclass.srv.ualberta.ca
Approach
In this seminar we are adopting many aspects of a “Flipped Classroom.” There will be a
combination of cases, small group work, videos, guided large group discussion and
experiential simulations designed to provide focus on the dynamics and factors to
consider when implementing organizational change. Each session is designed to link the
theory and experience of change through readings and case discussion. On-line delivery
of this class means that some modifications will be required.
Grading and Assignments
100 total points are allocated for assignments. I will mark each assignment in points, and
accumulate them to assign your earned grade. The final grade will be assigned based on
the U of A grading system (A+; A; A-; B+; B; B-; etc.) A full description can be found at
https://calendar.ualberta.ca/content.php?catoid=33&navoid=9816#Evaluation_Procedure
s_and_Grading_System
SMO 633 Lec 850–Winter 2021 -3- Course SyllabusAssignments should be handed in on time. If unexpected situations arise (such as illness,
or other life events) please notify the instructor as soon as possible. Points for missed
assignments will be transferred to the final paper.
Allocation of Points / Assignment & Due Dates
Assignment Points Due Date
(more detailed explanations below) Allocated
Participation
Active input based on reading materials, both in 20 Ongoing
large and small groups
Take part in simulation (July 20th )
Present current story of organizational change 10 Sign up in advance for
from newspaper or other publicly accessible available dates.
source (Group project)
Group Projects and Presentations
Case analysis: Presentation & Written Outline 20 Groups choose one of
(bullet points) the following dates (2
groups/ Case):
o Group Presentation (3 to 5 students/ group –
January 15 (pm),
please sign up in advance)
February 20 (am),
March 12 (am),
April 16 (am)
Individual Assignments
Class Presentation on final paper. (video-recorded 10 April 16
and posted in advance)
Final Paper – Managing Organizational Change in 40 Due: April 26 (before
a particular organization (chosen by student) midnight)
Total 100
Other important university policies:
Policy about course outlines can be found in Course Requirements, Evaluation
Procedures and Grading of the University Calendar.
The University of Alberta is committed to the highest standards of academic integrity and
honesty. Students in this course are expected to be familiar with these standards
regarding academic honesty and to uphold the policies of the University in this respect.
The University of Alberta is committed to the highest standards of academic integrity and
honesty. Students are expected to be familiar with these standards regarding academic
SMO 633 Lec 850–Winter 2021 -4- Course Syllabushonesty and to uphold the policies of the University in this respect. Students are particularly urged to familiarize themselves with the provisions of the Code of Student Behaviour (online at www.governance.ualberta.ca) and avoid any behaviour which could potentially result in suspicions of cheating, plagiarism, misrepresentation of facts and/or participation in an offence. Academic dishonesty is a serious offence and can result in suspension or expulsion from the University. Audio or video recording of lectures, labs, seminars or any other teaching environment by students is allowed only with the prior written consent of the instructor or as a part of an approved accommodation plan. Recorded material is to be used solely for personal study, and is not to be used or distributed for any other purpose without prior written consent from the instructor. (Section 23.4(2) of the University of Alberta Calendar.) Explanation of Assignments: Class Participation (20 points) Since this is a seminar class, participation is strongly encouraged. In addition to attending class, participation includes active input into discussions, as well as taking part in the simulation in a manner that enhances your group’s efforts. Participation points will depend on your contribution quality, e.g. how well you bring in concepts from readings; build on ideas of others; add new insights to readings; offer a different, unique, and relevant perspective on an issue; extend rather than repeat others’ comments; demonstrate reflective thinking; or expand understanding by asking clarifying and/or thought-stimulating questions. Participation in the EIS Simulation to be conducted in class on February 5, 2021, and the Power and Influence Simulation (March 12) is specifically taken into account in determining participation points. Because the class will be on-line for Winter 2021, there will be alternate additional ways of participating in class. The same principles of participation as outlined above will guide evaluation of all types of participation. For example, students will be able to contribute to on-line discussions related to particular topics aligned with course materials. There will also be opportunities to engage in on-line discussions related to recorded student presentations. In addition, facilitation of final presentation discussion sessions (April 16) is yet another way to participate. “Newspaper” Article Assignment (10 points) -- sign up for one of these dates: January 15 (pm), February 5 (pm), February 20 (am & pm), March 12 (am). Students will make a short oral presentation (in groups of 3 to 5 – maximum 2 groups/ class) about a current “newspaper” article that relates to an organizational change. First, students should provide a very short summary of the article and the source. Then, they should explain the key points in the article concerning (1) type of organizational change, (2) examples of concepts from that week’s course readings, (3) other interesting issues to consider (related to this course), (4) what evidence can you draw SMO 633 Lec 850–Winter 2021 -5- Course Syllabus
on to make recommendations about organizational change and (5) what are your
recommendations for managing the organizational change?
The objective is to provide an interesting current example that we can use in class to
discuss managing organizational change. The assignment will be graded on a pass/ fail
basis and is worth a total of 10 points.
The oral presentation should be no longer than 5 minutes. If you want to use
PowerPoint a maximum of one (1) slide is permitted. . Students can show the slide by
sharing their screen (or sending the slide to the instructor in advance of class). The goal
of the assignment is to facilitate a short class discussion following the presentations. We
will thoroughly discuss the expectations of this assignment in class.
Peer Evaluation Forms:
For each group project, all students must complete a peer evaluation form to report on the
participation and contribution of each group member. The evaluation form will be
distributed to students at the beginning of term. The form will also be posted on the
course website. The instructor will use the information from these evaluations to adjust
individual marks for this project and overall participation marks, if warranted. Any
student who believes his or her group is encountering difficulties completing the project
should contact the instructor (sooner rather than later).
Case Analysis – Presentation & Written Assignment (20 points) (Due before class of your
presentation date)
You will work in groups of 3 to 5 students for the case presentation in class – 2 groups will
present on each case. You will need to prepare a small number of slides for your presentation.
Allotted time for each group is 10 minutes. Please remember – the focus should be on how to
manage the organizational change. All members of the group will receive the same mark
unless the peer evaluation indicates need for adjustment. Students should complete a peer
evaluation form for this group project. (Please see the section on Peer Evaluation Forms for
details.)
In the introduction of the case analysis, students must answer the following questions:
1. Who must make a decision?
2. What decision must he/ she/ they make?
3. Why is this decision important?
4. When must this decision be made by?
Students must explain how key issues about organizational change are illustrated in the
case. Students should build on (and refer to) course concepts to provide thoughtful and
insightful answers to the questions that are distributed with the case.
A copy of the slides should be submitted through eClass before class on your
presentation date.
SMO 633 Lec 850–Winter 2021 -6- Course SyllabusWe will fully discuss the expected format and content for this assignment in class on the first day. For those presenting in the afternoon of the first day, I can give further suggestions in advance – and you can have more freedom in how you approach the assignment!!) Final Project – Managing Organizational Change in a particular organization (Consists of Class Presentation and Written Report) Class Presentation: (10 points) Recorded video presentations must be completed and posted before class on April 16. Written Report (Final Paper): (40 points) Due April 26, 2021 (before midnight) The Assignment The object of the overall assignment is for students to apply their knowledge about managing organizational change to a particular case. Students can select an organization where they have access to information, or they can select an organization for which there is sufficient information publicly available. (For example, there is more than enough information easily available on almost all publicly traded companies.) Students should analyze the organization chosen in order to assess and understand the context and type of organizational change that is evident or desired. They should select a focal manager in the organization (the manager could be at the middle or top level) and develop a suggested managerial plan for managing change. The assignment is divided into two components (Oral presentation and Final Paper). Both the presentation in class and the written report should integrate concepts and readings from the course and other articles related to organizational change. Final Paper (40 points) This written assignment is an analysis of how a manager in a particular organization should manage a desired organizational change. Students will use their knowledge of an organization or publicly available information to better understand the process of managing change. Students are expected to reference appropriate articles and books that are part of the course readings as well as additional articles or books that provide relevant information. Although there is no maximum length for the paper, the expected length of the paper is approximately 10 to 15 pages of double-spaced text (12 point font), plus the reference list and any other appendices. Oral Presentation in Class (10 points) SMO 633 Lec 850–Winter 2021 -7- Course Syllabus
The development of an oral presentation can be a preliminary stage in preparing the final paper. On the last day of class (April 16, pm), selected students will provide a 1 to 2 minute overview of their recorded presentation about their project. In particular, it will be important to provide fellow students with enough information in the recorded presentation so that they can understand the organization studied and the desired organizational change. Students may choose the format for presentation. Narrated PowerPoint presentations, use of whiteboards or speaking alone can be effective ways to present material. The overall goal of the presentation is to share information with fellow students in a way that is both interesting and enjoyable. We will fully discuss the expected format and content for this assignment in class on the first day. The final paper must be submitted by midnight April 26, 2021 through eClass. Please convert your document to a pdf before submitting. Please name your file using this format: Firstname.Lastname.SMO633 final paper.pdf . This helps me manage the files! (Please note: Early submissions are welcomed!) I will acknowledge receipt of your assignments by e-mail. We will fully discuss the expectations of this assignment in class. SMO 633 Lec 850–Winter 2021 -8- Course Syllabus
Seminar Sessions
Session #1:
January 15 (am) Envisioning and Implementing Organizational Change
Pre-work:
(1) Case: Charlotte Beers at Ogilvy & Mather Worldwide (# 495031) [Purchase through Ivey
website case package]
Four key questions: Who? What? Why? When?
How would you describe this type of organizational change? What is driving this change
initiative?
How has the vision impacted this change initiative? What is your assessment of this
process?
What course of action do you recommend Charlotte follow for 1994?
(2) Leading Change: Why transformation efforts fail, by John P Kotter. Harvard Business
Review, Jan. 2007
(3) The Hard Side of Change Management, by Sirken, Perry & Jackson. Harvard
Business Review, Oct. 2005.
You can view all Harvard Business Review articles by using the University of Alberta
Libraries access to the database “Business Source Complete” through this link:
http://www.library.ualberta.ca/databases/ Some HBR articles are protected, and you may
not be able to print it. If so, please see our course website in eClass for further directions.
Objectives:
(1) Introduce participants and seminar, including design, learning approach and
requirements
(2) Introduce class approach for analyzing business cases.
(3) Discussion of key concepts concerning organizational change (What is it? How do
you know it is happening or has happened? What causes organizational change?)
(4) Discuss group work, establish working groups, and sign up for presentation dates.
(5) Become familiar with case analysis approach
(6) Analyze a case situation in which vision formulation and implementation are critical
to a new CEO’s efforts to change company direction
(7) Sign up for presentations (if not already done)
SMO 633 Lec 850–Winter 2021 -9- Course SyllabusSession #2:
Jan. 15 (pm) Organizational Change: Engaging with Power & Politics
Pre-work:
(1) Heimans, J. & Timms, H. 2014. Understanding “New Power”, December 2014: 48-
56.
(2) Pfeffer, J. 2010. Power Play. Harvard Business Review, July-August. 2010.
(3) The Uses (and Abuses) of Influence. Interview with Robert Cialdini. Harvard
Business Review, July-August, 2013.
(4) Case: Project HUGO at LHSC: Leading Urgent Change in Healthcare. Ivey Business
School case # 9B11C038.
Four key questions: Who? What? Why? When?
What type of organizational change is illustrated in this case?
Who holds what sources of power, and how can these sources of power be
used?
How should Susan Johnson manage this change initiative?
Objectives:
(1) Analyze a case of implementing change in a complex organization
(2) Consider different strategies that individuals could use in implementing change.
(3) Incorporate analysis of power dynamics into understanding of organizational
change.
(4) Examine the use of power (politics) in managing organizational change
(5) Integrate course concepts with current events through discussion of newspaper
article presentations by students.
(6) Provide orientation to simulation to be conducted next session (January **)
(7) Gain a general understanding of the INSEAD EIS User Simulation Manual
To obtain the Harvard Business Review articles above, please use the University of
Alberta Libraries access to the database “Business Source Complete” through this link:
http://www.library.ualberta.ca/databases/ or check our eClass site.
Session #3:
Feb 5 (am) Implementing Organizational Change: A Simulation
Pre-work:
(1) Re-read the INSEAD EIS Simulation User Manual
(2) Discuss approach with group & Come to class ready to start the simulation. Please
note – the program runs on PCs (unless it’s been upgraded before we use it)!!
Objectives:
(1) Experience a simulated process of implementing change involving introduction of a
new technology, an Executive Information System
SMO 633 Lec 850–Winter 2021 - 10 - Course SyllabusSession #4:
Feb. 5 (pm) Implementing Organizational Change: Debrief Simulation
Pre-work:
(1) Meeting the Challenge of Disruptive Change, by Clayton M Christensen and
Michael Overdorf. Harvard Business Review, Mar-Apr 2000.
(2) What is Disruptive Innovation? By Christensen, Raynor & McDonald.
Harvard Business Review, December 2015.
(3) Choosing Strategies for Change, by John P Kotter and Leonard A Schlesinger.
Harvard Business Review, July-Aug 2008.
Objectives:
(1) Reflect on the simulated process of implementing change
(2) Recognize the importance of timing and early resourcing of change
(3) Understand common dynamics in mobilizing support for change
(4) Integrate course concepts with current events through discussion of newspaper article
presentations by students
(5) Understand the concept of disruptive change and effective managerial approaches
Session #5:
Feb 20 (am) Organizational Culture and Change
Pre-work:
(1) Case: Maintaining the “Single Samsung” spirit: New challenges in a changing
environment. Ivey Case # 9B11C010
Case questions:
• How would you describe the organizational culture of Samsung?
• What is threatening this culture?
• What should the CEO of Samsung do?
(2) Home Depot’s Blueprint for Culture change, by R. Charan. Harvard Business
Review, April 2006: 61-70.
(3) How to Build a Culture of Originality. By Adam Grant. Harvard Business
Review, March 2016: 86-94.
(4) The New Analytics of Culture, by Corritore, Goldberg & Srivastava. Harvard
Business Review, Jan/Feb. 2020: 77-83.
Objectives:
(1) Consider the importance of organizational culture in managing organizational change.
(2) Understand appropriate managerial actions regarding organizational culture when
change is desired.
Session #6:
SMO 633 Lec 850–Winter 2021 - 11 - Course SyllabusFeb. 20 (pm) Innovation and Organizational Change
Pre-work:
(1) Kotter, J.P. 2012. Accelerate! Harvard Business Review, November: 44-58.
(2) Pfeffer, J. & Sutton, R. 2006. Evidence Based Management. Harvard Business
Review, 62-
(3) Decoding Resistance to Change, by Jeffrey D Ford and Laurie W Ford. Harvard Business
Review, Apr 2009.
(4) Innovation, Dynamic Capabilities and Leadership, by Schoemaker, P., Heaton, S. &
Teece, D. 2018. California Management Review.
**Group Presentation
Objectives:
• Engage with Kotter’s revised conceptualization of organizational change.
• Incorporate consideration of fast-paced environments & power dynamics into other
aspects of change.
• Consider positive aspects of resistance to change.
• Give attention to the importance of innovation and the relationship with
organizational change.
Session #7:
March 12 (am) Bottom-Up and Top-Down Organizational Change
Pre-work:
(1) CASE: Leading Change in Talent at L’Oreal. Teaching Case # 420106.
Four key questions: Who? What? Why? When?
What type of organizational change leadership is illustrated in this case?
How could the Senior Vice-President take advantage of “bottom-up” change?
How should the Senior Vice-President manage this change initiative?
(2) How to Orchestrate Change from the Bottom Up, by Katherine Kellogg.
(3) The Secret to Leading Organizational Change is Empathy, by Patti Sanchez.
(4) The Network Secrets of Great change Agents, by Julie Battilana & Tiziana Casciaro.
Harvard Business Review, July-August 2013, pp. 62-68.
**Group Presentation
Objectives:
(1) Consider how networks can be used in organizational change
(2) Consider how different leadership styles impact processes of organizational change
(3) Consider diversity as a goal of organizational change
SMO 633 Lec 850–Winter 2021 - 12 - Course Syllabus(4) Give attention to the possibility of orchestrating or encouraging mix of top-down and
bottom-up organizational change.
Session #8:
March 12 (pm) - Change Management Simulation: Power and Influence
Harvard Business Publishing Simulation – This will be completed in class, in groups.
More details provided closer to the date. Debrief at end of class.
Session #9:
April 16 (am) Consolidating and Remembering Key Concepts
Pre-Work:
(1) CASE: Federated Co-operatives Limited: Change Management. Ivey Business School
case, # 9B16M066
Four key questions: Who? What? Why? When?
What type of organizational change is going to be required?
How could the organizational change be led by following an evidence based
approach?
How should the CEO of FCL manage the desired organizational change
initiative?
(2) Ferrazzi, K. 2014. Managing Change, One Day at a Time. Harvard Business Review,
July/Aug.
(3) Vermeulen, F, Puranam, P. & Gulati, R. 2010. Change for Change’s Sake. Harvard
Business Review, June 2010.
Objectives:
(1) What are key components of an effective approach to organizational change?
(2) Start thinking about key take-away messages from the course.
Session #10:
April 16 (pm)
** Student Individual Presentations – 10 minutes each & short discussion
Wrap-Up – Review key points – Confirm final paper procedures – Short
conversations 1 on 1, if desired (!)
1. Recap and reflect on accumulated knowledge of organizational change and
managerial “toolkit” for implementing desired change
2. Share what worked well and what can be improved in next offering of seminar
SMO 633 Lec 850–Winter 2021 - 13 - Course Syllabus3. Celebrate completion of the class!
April 26, 2021 before midnight --- Final paper due. Submit through eClass. (Early
submissions are welcomed!!)
SMO 633 Lec 850–Winter 2021 - 14 - Course SyllabusYou can also read
