Managing Change

Lecture/Seminar Topic		Prior Reading and WWW Notes	Cases and Powerpoint
	Preface
1.	Overview of Change Management Theory International comparisons of economic, technological and social change: planned or emergent change; industrial restructuring; globalisation and other drivers of change.	Burnes, Ch. 1, 2, 5 & 6	Case for Seminar 2 bola/cases/brun.html change1.ppt
2.	Perspectives, Paradigms and Prescriptions Change theory as a distillation of practice and experience. Four schools of thinking. The relevance of strategic choice. Prescriptive assumptions, flaws and the relevance for change agents. Managerial paradigms as imperative drivers.	Burnes, Ch. 3 and 4 , Buchanan Chs. 13-16	Case for Seminar 3 News International, published in Needle D, Business in Context, Thomson, 1994 Weber's Bureaucratic Model Mintzberg on Organisational Structuring structures.ppt
3.	1. Systems Thinking, Hard and Soft Interventions Approaches based on 'rational-logical' models and 'hard, technical complexity' versus 'mapping' situations of 'soft complexity'. 2. Hard-Soft Models and Organisation Development OD and group facilitation.	Burnes Ch. 7, pp.258-279 , Senior, Ch. 7 & 8	../systems/sys.html ../research/ssm.html systems.ppt
4.	The Processual Approach Approaches that focus on the process of change. Strategic choice, socio-technical systems and political process models.	Burnes, Chs. 3 & 8, and Ch. 7, pp.253-258;	The PowerDoc case. The Multicom Case (Morgan, Images of Organization, Ch. 11)
5.	Technical change, employee participation and 'informating'. Benefits and limitations of employee participation in the planning process. 'Informating' and technical change. Cases on strategic choices. Structural & cultural inhibitors to innovation within bureaucracies.	Burnes, Ch. 9, pp.317-328 and Ch.12, selected pages; Morgan, Images of Organization, Ch. 11 (The Multicom Case);
6.	Change Initiatives Quality, Excellence, Lean, Mean, Re-Engineered and On-time Excellence; core competencies; stick to the knitting; de-layering. Outsourcing. Client-server.Just-in-time. The influence of Japanese and other practices on Westem organisations. Qualityimperatives and TQM in terms of power and control.BPR as a 1990s prescription for securing change.	Burnes, Ch. 4, 7 & 10; Redman Ch. 8 and 10	movement1.ppt Business Process Re-engineering Quality Management Just-in-time
7.	HRM and Change Human resource issues and management objectives; the role of Personnel Management;HRM and technical change. Implementation and the expert change agent.	Buchanan Ch. 20, Redman, Ch. 10 and 13	BOLA HRM Strategy BOLA Personnel role/Management Functions
8.	The Learning Organisation. Nature and generation? Different types and levels. How does it operate? Mechanisms and processes? How to evaluate it? Evidence for success? Rhetoric and reality? Action research and action learning.	Burnes, Ch. 4, Redman Ch. 5, 11	lorganisation.ppt ../culture/learnco.html Pinchot's Intrapreneur CARN: Collaborative Action Research Network. ActionResearch.net CARPP-Centre for Action Research
9.	Politics, Politiking, Leadership and the Change Agent Political power change management initiatives. Agenda setting. Garbage can model of decision-making. Machiavelli.The Transformational Leader.	Burnes, Ch. 13, Buchanan and Badham 1999Ch. 1; Morgan, Ch. 6;	decisions.ppt leadership.ppt power.ppt ../power/index.html
10.	The Foreseeable Future for Organisational Change? Teleworking and the Virtual/Network Organisation		votime.ppt televo.ppt

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