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1、《組織變革》課程簡(jiǎn)介 課程編號(hào) 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(jī)占50% ,期末成績(jī)占50% o 開課學(xué)院 國(guó)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(jìng)爭(zhēng)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)

2、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(duì) 變革的抵制、變革的評(píng)估與變革的持續(xù)性等。課程的主要任務(wù)是通過(guò)對(duì)組織變革概念的深入 學(xué)習(xí)使學(xué)生對(duì)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(duì)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 Code 12MGT388 Title Organisational Change Course nature Optional Semester Hours 72 Credits 4.5 S

3、emester Hour Structure Lecture： 72 Experiment： Computer Lab： Practice： Practice (Week)： Assessment Closed book examination, usually results accounted for 50%, the final grade accounted for 50%. Offered by International Education College Date for Financial Management (Sino-Australian cooper

4、ation) Prerequisite Management, Strategy Management etc Course Description: The magnitude and frequency of change occurring in today's competitive, complex and fast-paced global economy means that organisations cannot stand still. They need to change in order to succeed therefore, change sho

5、uld be considered a normal part of business life. However, 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 con

6、front change. 《組織變革》課程教學(xué)大綱 課程編號(hào) 12MGT388 課程名稱 組織變革 課程性質(zhì) 選修 學(xué) 時(shí) 72 學(xué) 分 學(xué)時(shí)分配 授課：72 § 買驗(yàn)：.上機(jī)： 實(shí)踐： ..實(shí)踐（周）： 考核方式 閉卷考試，平時(shí)成績(jī)占50% ,期末成績(jī)占50%。 開課學(xué)院 國(guó)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 1 Introduction to organisational change 1.1 Introduction 1.2 Organisational

7、change: Character, extent and causes 1.3 Conclusion Difficulties： Understanding the concept of Change. Key points: Identify the character, extent and causes of organizational change. Chapter 2 Understanding change 1.1 Introduction 1.2 Perspectives on managing organisational change 1.3 Resista

8、nce to change 1.4 Common change implementation pitfalls 1.5 Conclusion Difficulties： understanding the perspectives on managing organisational change Key points: Identify the resistance to change. Chapter 3 The change process 1.1 Introduction 1.2 Change paths and change planning models or to

9、ols 1.3 Why do change paths differ? 1.4 Change models or tools 1.5 Conclusion Difficulties： Understanding the change paths and change planning models or tools. Key points: Identify the change models or tools. Chapter 4 Change leadership 1.1 Introduction 1.2 Distinction between managing and l

10、eading 1.3 Dimensions of leadership 1.4 Complementing leadership style with differing forms of change 1.5 Conclusion Difficulties： Understanding the dimensions of leadership Key points: Identify the dimensions of leadership. Chapter 5 Human resource management and organisational change 1.1 In

11、troduction 1.2 Organisational change is strategy-driven 1.3 HR competencies for change 1.4 HRM levers of organisational change 1.5 Conclusion Difficulties: Understanding the HRM levers of organizational change. Key points: Identify the HRM levers of organizational change. Chapter 6 Power and

12、resistance to change 1.1 Introduction 1.2 Power, politics and control 1.3 Perspectives on power 1.4 Bases of power 1.5 Dimensions of power 1.6 Empowerment 1.7 Resistance to change 1.8 Overcoming resistance to change 1.9 Conclusion Difficulties: Understanding the concepts of power, politics

13、 and control. Key points: Identify how to overcoming resistance to change. Chapter 7 Measuring, evaluating and maintaining change 1.1 Introduction 1.2 Measures of change 1.3 Measuring and evaluating change interventions 1.5 Conclusion Difficulties: Understanding the measures of change. Key p

14、oints: Identify how to measure and evaluating change interventions. Chapter 8 Change and sustainability 1.1 Introduction 1.2 The nature of organisational change 1.3 Drivers of change 1.4 Incremental and transformational change 1.5 Organisational change for corporate compliance 1.6 Conclusion

15、 Difficulties: Understanding the incremental and transformational change. Key points: Identify the incremental and transformational change. 二、教學(xué)基本要求 Chapter 1 Introduction to organisational change This subject is about how to successfully bring about changes in contemporary organisations: chang

16、es 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 consequences of changes presently taking place in organisations. Second, it aims to help you to become effective ch

17、ange agents in organisations. Chapter 2 Understanding change In the first part of the Chapter we will look at the perspectives on managing organisational change as they are the "backbone of change theory, and serve as lenses for the conceptualisation of organisational change9 (Graetz, Rimmer, La

18、wrence 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 covered in detail in Chapter 6. The final section will outline ways to facilitate the proce

19、ss of planned change because bringing in change is not an easy process. Chapter 3 The change process This Chapter deals with the change process. The aim of this Chapter is to introduce a number of change models or what Graetz et al. (2011) call change tools or change planning tools. Before we d

20、o this we will distinguish "change paths' from "change planning models/tools\ Chapter 4 Change leadership Few would argue that the principal task of senior managers today is the leadership of organisational change. This is the result of "increasing globalisation, deregulation, the rapid pace of

21、technological innovation, shifting social and demographic trends, and the growing knowledge workforce9 (Graetz, et aL, 2011, p. 143). In an environment characterised by change and uncertainty, strong leadership becomes even more vital. However, it also calls for very different sorts of leadership

22、 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, collaboration and communication, managers need to develop a completely dif

23、ferent 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 interpersonal dimension, which underpins a strategic focus, becomes crit

24、ical (Graetz, et al., 2011, p. 144). Chapter 5 Human resource management and organisational change This Chapter builds on previous material relating to the nature, process and leadership of change. Here, we look at the change process in more detail, examining the strategic context of organisatio

25、nal change and several of the change levers used. You will see that organisational change is quite purposeful 一 it aims to (re)shape individual behaviour in order improve the alignment of performance with organisational strategy. In other words, change is always strategy-driven. We look at some o

26、f 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 completed. In this subject, we are specially interested

27、in how these levers actually shape behavioural change in order to achieve better performance outcomes. Chapter 6 Power and resistance to change This Chapter explores the role and impact of power and resistance to change. Although each is dealt with in detail, it must be understood that the two

28、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 7 Measuring, evaluating and maintaining change This Chapter deals with measuring change

29、, evaluating or monitoring change and maintaining/sustaining or institutionalising change. 'Measuring' involves quantifying change. "Evaluation9 is about determining how well the intervention has met the goals it was designed for, and thus is a means of establishing whether or not any further wor

30、k 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 hold after implementation. In these circ

31、umstances, 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 8 Change and sustainability Let us assume that a business's focus is

32、 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

33、 forms of its capital (other than financial capital). The primary focus of management is on profit, for which there are systematic and integrated reporting systems and a bureaucratic chain of command in place. Does such a business have a future today? For a more detailed discussion of this issue,

34、 read the following Reading by Porter & Kramer. 三、章節(jié)學(xué)時(shí)分配 章次 總課時(shí) 課堂講授 實(shí)驗(yàn) 上機(jī) 實(shí)踐 備注 1 8 8 2 10 10 3 10 10 4 10 10 5 10 10 6 10 10 7 8 8 8 6 6 總計(jì) 72 72 四、教材與主要參考資料 教材 [1] Organizational Chang

35、e, Written and compiled by Mike Walsh 參考資料 fl] Bergquist, W. (1993). From the pendulum to the fire: Coming to terms with irreversible change. [2] Graetz, F., & Smith, A. C. T. (2010). Managing organizational change: A philosophies of change approach. [3] Burnes, B. (2004). Kurt Lewin and the p

36、lanned approach to change: A re-appraisal. [4] Higgs, M?，& Rowland, D. (2010, December). Emperors with clothes on: The role of self-awareness in developing effective change leadership. [5] Katou, A. A., & Budhwar, P. S. (2010, February). Causal relationship between HRM policies and organisational performance: Evidence from the Greek manufacturing sector. [6] Catcher, L. (2009). Resisting change from within and without the organization. 執(zhí)筆： 審核： 批準(zhǔn)：