SHARIF UNIVERSITY OF TECHNOLOGY Graduate School of Manage ent and Econo !

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Cour"e Outl!ne Course Name: Course Number: Instructor: E mail: "emester: Class *ime: /oom: Meeting 0ours: Managing Organizational Change 44252 Dr. Mahdieh Mahdavinia mmahdavinia!alumni.utoronto.ca #all term$ %&'( %&() +ednesda,s: ':&) am - %2:&) .m 4 1e2ore the class b, a..ointment

COURSE O#%ECTIVES This course makes an enquiry into the field of organization change. Identifying the need for change, framing the problems/issues, influencing the choice of what to do, and implementing the changes with minimal negative reaction are key managerial skills, especially in these increasingly turbulent times. The course will provide: n overview of change management processes and types of changes knowledge of the drivers of change !odels of improving and rebuilding organizations variety of factors which affect successful change management "ome live stories of organizational change efforts n opportunity for the students to frame their own orientation to change management

COURSE RE&UIREMENTS The course grade will be based on: #roup ssignment $%&'( Individual ssignments $)&'( *inal +,am: -ase . Test $/&'( 0articipation $1&'( 3rou. 4ssignment . nalyze and present the case study of organizational change that is assigned to your group. This assignment is intended to provide an opportunity to analyze an actual change process through a systematic and concrete application of the theories you have learned so far. 2ou are e,pected to apply the readings and class e,perience to provide an analysis. 1. 0ut yourself in the role of the decision makers and identify the situation they are faced with ). 3escribe the change process %. 4ring in more information about that particular change process and the company itself /. nswer the case questions 5. +,plain which of the frameworks that you have learned in the class thus far apply to the case *or e,ample, you may discuss the following: - 6hat was the type of change7 - 6hat were the driving forces behind the change7 - 6hat challenges to change were encountered7 8ow were the challenges dealt with7 - 8ow well was the change implemented7 9. 3evelop a paper of at least 1& pages $due on the day of the presentation( :. -reate a presentation for the class to facilitate the class discussion around the case $/5 minutes( 4. 6rite and present a case study of organizational change based on your own e,perience. $)& minutes presentation and a paper of % pages( Individual 4ssignments "ubmit the analyses of four $out of eleven( case studies of the te,tbook, Managing Organizational Change. +ach analysis must: 1. 4e submitted in paper at the beginning of the session it will be discussed e.g. the analysis of the case study of chapter ) $#reen !ountain( should be submitted at the beginning of the third class session. ). nswer the case questions within a minimum of ) pages. Class 5artici.ation The students must read the assigned readings, in particular the case studies before the class and be prepared for active participation in the case discussions. 0assive presence in the class by itself is not considered participation.

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INSTRUCTIONAL METHO' +ach session is divided into three sections. 1. n analysis of a case related to the topic of the previous session. This will help students develop a better understanding of the frameworks and skills that we had discussed in the previous session. In each session, the case analyses and discussions will be facilitated by one group of students. ). presentation of a case from Iran. This will be based on the studentsD personal e,perience of an organizational change. %. seminar on a new topic. The seminar will be carried in a participatory manner allowing for discussion. -lass e,ercises, videos and activities are used to deepen the learning.

ASSIGNE' TE(T#OO) 0almer, I., 3unford, ?., kin, #. $)&&B(. Managing Organizational Change: A Multiple Perspectives Approach. $)nd ed.(. @ew 2ork: !c#raw<8ill. OTHER COURSE REFERENCES 4olman, F. #. G 3eal, T. +. $)&&%(. Reframing organizations: artistry, choice, and leadership. $%rd ed.(. "an *rancisco: Hossey<4ass. 4urk, 6. 6. $)&&)(. Organization change: Theory and practice. Thousand =ak: "age. #allos, H. C. ed. $)&&9(. Organization development: a ossey!"ass reader. "an *rancisco: Hossey<4ass. "chein, +. 8. $)&&/(. Organizational culture and leadership. $%rd ed.(. "an *rancisco: Hossey<4ass. "enge, 0. !., ?oberts, -., ?oss, ?., G "mith, 4. $1BBB(. The dance of change: The challenge of sustaining momentum in learning organizations. @ew 2ork: 3oubleday -urrency.