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Change Management

I.     Course Prefix/Number: MGT 228

       Course Name: Change Management

       Credits: 3 (3 lecture; 0 lab)

II.    Prerequisite

None

III.   Course (Catalog) Description

Course examines technical and behavioral aspects of change processes within an organization so that change strategies can be planned, implemented and evaluated. Content includes the relationship between strategy and organizational structure; organizational restructuring and its outcomes; leadership skills and behaviors associated with successful change; creating a transition environment; developing measures for evaluating the success of change effort; dealing with resistance to change, and institutionalizing change.

IV.   Learning Objectives

Upon completion of this course, should be able to:
1.    Discuss the history of change management within organization
2.    Identify situations where change leadership and management are necessary
3.    Critique various models of change management
4.    Explain various forms of organizational structure, their strengths and weaknesses, and the relationship between structure and change strategy
5.    Describe the role of the leader in change management
6.    Critique the effectiveness of various leadership change skills
7.    Discuss the impact of change and organizational restructuring on individuals
8.    Summarize the causes and sources of resistance to change as well as develop plans for countering resistance to change
9.    Describe methods for stabilizing change in the organization
10.    Explain strategies for institutionalizing change
11.    Develop a plan for change including how to create a positive transition environment and develop measures to evaluate progress through change
12.    Employ positive leadership skills that will facilitate change within organizations

V.    Academic Integrity

Students and employees at Oakton Community College are required to demonstrate academic integrity and follow Oakton's Code of Academic Conduct. This code prohibits:

• cheating,
• plagiarism (turning in work not written by you, or lacking proper citation),
• falsification and fabrication (lying or distorting the truth),
• helping others to cheat,
• unauthorized changes on official documents,
• pretending to be someone else or having someone else pretend to be you,
• making or accepting bribes, special favors, or threats, and
• any other behavior that violates academic integrity.

There are serious consequences to violations of the academic integrity policy. Oakton's policies and procedures provide students a fair hearing if a complaint is made against you. If you are found to have violated the policy, the minimum penalty is failure on the assignment and, a disciplinary record will be established and kept on file in the office of the Vice President for Student Affairs for a period of 3 years.
Details of the Code of Academic Conduct can be found in the Student Handbook.

VI.   Sequence of Topics

The History of Change Management within Organizations
Models of Change Management
Forms of Organizational Structure: Strengths and Weaknesses
The Link between Structure and Strategy
Impacts of Organizational Restructuring
Planning for Change
Implementing Change
Evaluating Change
Role of the Leader in Change Management
Effective Leadership Change Skills
Impacts of Change on Individuals
Causes and Sources of Resistance to Change
Planning for and Countering Resistance
Stabilizing Change in the Organization
Institutionalizing Change in the Organization

VII.  Methods of Instruction

The course will be a combination of lecture-discussion and developmental exercises aimed at allowing students to discover and develop their change management skills.  Instruction will include the opportunity for practicing skills in exercises and simulations.  Additionally, each student will be required to complete a change plan for an organization in which they are involved.

Course may be taught as face-to-face, media-based, hybrid or online course.

VIII. Course Practices Required

All students will be expected to be active learners bringing their backgrounds and experiences to the class.  They will be expected to come prepared to class and ready to contribute to the group experience.  Additionally, they should be ready to offer and receive and act on constructive feedback from the class.  Throughout the course, students will accomplish much of the work on teams.

IX.   Instructional Materials

Note: Current textbook information for each course and section is available on Oakton's Schedule of Classes.

Varies by instructor

X.    Methods of Evaluating Student Progress

•    CLASS PARTICIPATION:
All students are expected to attend and participate in all classes.  If you are not in attendance, you can’t participate.  Therefore, you would lose all participation points for that meeting (9 points per meeting).  If you are more than 20 minutes late, you will lose 3 points for the meeting. 

•    PRESENT AND LEAD A DISCUSSION ON AN ORGANIZATIONAL CHANGE ARTICLE:
Find a substantial article from a business magazine or journal.  Make a 15 minute presentation and lead a class discussion on the article.  Turn in a copy of your article and discussion plan/outline.  Make a copy of the article for each person in the class.  The article should have something to do with issues we are studying in class.  By way of an outline you might want to consider:

•     QUIZZES:

•    CHANGE PLAN:
This will be a plan on some aspect of change in an organization in which you are involved.  It might be a business, volunteer group, church, or any other organization in which you have in interest.  The plan should cover all major concepts covered in class.  More detail will be given in class.

•    TERM PAPER:
Your term paper will be a topic of your own choosing dealing in some way with organizational change.  I will have details and ideas for you during the second week of class.  The paper will be 10-12 pages long, double spaced, 1” margins all around, and with at least five references outside of your class reading.

XI.   Other Course Information



If you have a documented learning, psychological, or physical disability you may be entitled to reasonable academic accommodations or services. To request accommodations or services, contact the Access and Disability Resource Center at the Des Plaines or Skokie campus. All students are expected to fulfill essential course requirements. The College will not waive any essential skill or requirement of a course or degree program.