Topics
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Dates &
Tasks
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Introductions, orientation and expectations
- To
WebCT
- To
each other and our collective expertise
- To
the course content
- To
my style of leadership, expectations and incentives
- To
building a collaborative team and the team projects
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Jan. 8 - 17
Tasks # 1
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The case for change: revolutionary vs. continuous
- the case for revolutionary change
- the case for continuous change
Kotter's model: the change problem and
solution
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Jan.22 - 24
Tasks # 2
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The types and purposes of change
- Scope of change: developmental, transitional, transformational
- Level of change: enterprise wide, group, individual
- Targets of change: strategic issues, technology, structure, human
resources, human processes
- Approaches to change: internal design vs. consultant's
package
- Purposes of change: single goal (maximize economic value) vs.
multiple, complex goals (develop organizational capabilities)
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Jan. 29 - 31
Tasks # 3
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Timing of change and the resistance to change
Managing change: Kotter's Step 1 - Establish a sense of urgency
- When is the best time for introducing change?
- What are the sources of complacency?
- How are they overcome?
- What kind of catalyst is needed?
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Feb. 5 - 7
Tasks # 4
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Leadership of change
Managing change: Kotter's Step 2 - Creating a guiding coalition
- How should organizational change be led?
- Why are change initiatives beyond the abilities of a single person?
- What power resources are needed within the leadership team?
- What are the contributions of leaders versus managers to change
initiatives?
- How can a team build the trust and commitment to a common goal so
necessary for a successful change initiative?
A case study on the failure of leadership: John Smithers at Sigtek
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Feb. 12 -19
Tasks # 5
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The role of vision
Managing change: Kotter's Step 3 - Developing a vision and a
strategy
- What is an effective vision statement?
- How does an effective vision benefit an organization?
- How do visions fail?
Managing change: Kotter's Step 4 - Communicating the change vision
- What are the best ways of communicating the change vision?
- Why is it such an enormous task?
- In what contexts must it be expressed and modeled?
- How can the vision be communicated by example?
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Feb 19 - 21
Tasks # 6
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| Mid-term exam |
Feb 26
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| Presentation of Team Project # 1 |
Feb 28 - March 7 |
Removing the obstacles to change
Managing change: Kotter's Step 5 - Empowering employees for
broad-based action
- How do you align the organization's structure with the
vision?
- What kind of training should be provided?
- How do align the personnel system so that it reinforces the vision?
- How do you align the information systems with the vision?
- How do you align strategic planning with the vision?
- How do you insure all supervisors are in step with the vision?
A case study on realigning strategic objectives: Northwest Airlines:
Coping with Change
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March 19 - April 2
Tasks # 7
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Implementing change
Managing change: Kotter's Step 6 - Generating short term wins
- What is a losing scenario? a winning scenario?
- What are the critical factors for obtaining short term wins?
- Why are short term wins so necessary?
- Why do some leaders fail to plan for short term wins?
Managing change: Kotter's Step 7 - Consolidating gains and
producing more change
- What is a losing scenario near the end of a change initiative?
- What kind of resistance can still surface to defeat the vision?
- How can the corporate culture prevent change?
- How can organization's interdependence thwart change?
- How can a leader reduce it?
- How can an organization manage multiple change projects at once?
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April 4
Tasks # 8
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Anchoring change in the culture
Managing change: Kotter's Step 8 -Anchoring the change in
the culture
- What is an organization's culture?
- Why does cultural change come last?
- How is it changed?
- How do you know when a change project is finished or a success?
| April 9 - 11
Tasks # 9
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| What will be the characteristics of organizations in the
future? |
April 16
Tasks # 10
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| What are the characteristics of an effective change
agent? How can you become one? |
April 19
Tasks #
11
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| Presentation of Team Project # 2 - Plan for change | April
23 - 25 |
| Final exam |
See finals schedule
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