MAN 2119/2120/2282/2283 Change Management

APPLIES TO ACADEMIC YEAR 2016/2017
Norwegian version

MAN 2119/2120/2282/2283 Change Management


Responsible for the course
Bjørn Hennestad, Øivind Revang

Department
Department of Leadership and Organizational Behaviour

Term
According to study plan

ECTS Credits
30

Language of instruction
Norwegian

Introduction


    Learning outcome

      Prerequisites
      Bachelor degree, corresponding to 180 credits, and 4 years of work experience. Please consult our student regulations.

      Compulsory reading
      Books:
      2011. HBR's 10 must reads : on change management. Harvard Business Review Press
      Bolman, Lee G. og Terrence E. Deal. 2014. Nytt perspektiv på organisasjon og ledelse : strukturer, sosiale relasjoner, politikk og symboler. 5. utg. Gyldendal akademisk
      Fullan, Michael. 2011. Change leader : learning to do what matters most. Jossey-Bass
      Hennestad, Bjørn W., Øivind Revang og Fred Strønen. 2012. Endringsledelse og ledelsesendring. 2. utg. Universitetsforlaget
      Krokan, Arne. 2010. Den digitale økonomien : om digitale tjenester, forretningsutvikling og forretningsmodeller i det digitale nettsamfunnet. Cappelen akademisk forlag
      Newell, Sue ... [et al.]. 2009. Managing knowledge work and innovation. 2nd ed. Palgrave Macmillan
      Pfeffer, Jeffrey, Robert I. Sutton. 2000. The knowing-doing gap : how smart companies turn knowledge into action. Harvard Business School Press. 263 s.
      Spector, Bert. 2012. Implementing organizational change : theory into practice. 3rd ed. Pearson

      Articles:
      Ariely, Dan, Uri Gneezy, Georg Loewenstein and Nina Mazar. 2009. Large Stakes and Big Mistakes. Review of economic studies. No 76. 451-469
      Beer, M and Eisenstat. 2000. The Silent killer of Strategy Implementation and Learning. Sloan Management Review. 41 (4). p. 29-40
      Beer, M and Nohria. 2000. Cracking the code of change. Harvard Business Review. june-july. p. 131-141
      Beer, M. 2003. Why Total Quality Management Programs Do Not Persist. Decision Sciences. 34 (4). p. 623-42
      Burnes, B. 2004. Emergent and planned change - competitors or allies. International Journal of Operations & Production Management. 24 (9). p. 886-902
      Burnes, B. 2004. Kurt Lewin and the Planned Approach to Change : A Re-appraisal. Journal of Management
      Børjesson, S. and F. Dahlsten. 2004. Management action in developing market orientation: a report from customer knowledge project at Volvo Cars. Decision Sciences. 4 (2), June. p. 141-154
      Dahle, Yngve, Patrick Verde og Sjur Dagestad. 2010. Hva er en forretningsmodell?. I: Dahle, Yngve, Patrick Verde, Sjur Dagestad : Vekstbedriften : fra innovasjon til lønnsom drift. Universitetsforlaget. s 57-59
      Eisenbach, R., K. Watson and R. Pillai. 1999. Tranformational leadership in the context of organizational change. Journal of Organizational Change. 12 (2). p.80-88
      Gouillart, F. J. and F.D. Sturdivant. 1994. Spend a day in the life of your customers. Harvard Business Review. 72 (1) Jan/Feb. p. 116-125
      Hennestad, Bjørn W. 1998. Empowering by de-depowering: towards a HR strategy for realizing the power of empowerment. The International Journal of Human Resource Management. 9 (5). p. 934-953
      Hennestad, Bjørn W. 1999. Infusing the organisation with customer knowledge. Scandinavian Journal of Management. 15 (1). p. 17-41
      Hennestad, Bjørn W. 2002. Implementing Participative Management. The Journal of applied behavioral science. 36 (3). p. 314-335
      Hennestad, Bjørn W. 2004. Kan bedriftskultur ledes. Magma. Juni
      Hennestad, B.W. 2009. Dobbeltbindingsledelse og den schizofrene organisasjon. Magma. 12 (9). s. 35–43
      Higgins, J.M. and C. Mcallaster. 2004. If You Want Stratecig Change, Don t Forget to Change Your Cultural Artifacts. Journal of Change Management. 4 (1). p. 63-73
      Lervik, J.E, B. Hennestad, R.P. Amdam, R. Lunnan and S. Nilsen. 2005. Implementing human resource development best practices - replication or re-creation?. Human Resource Development International. 8 (3)
      Løwendahl, Bente and Ø. Revang. 1998. Challenges to Existing Strategy Theory in a Post Industrial Society. Strategic Management Journal. 19 (8) August. p. 755-773
      Løwendahl, Bente and Ø. Revang. 2000. On Strategic Assets in a Post-Industrial World: Matching Customers and Competence Through Organizational Forms. Global Focus. no.3 or 4
      Løwendahl, Bente and Ø. Revang. 2004. Achieving results in an after modern context : thoughts on the role of strategizing and organization. European Management Review. 1 (1). p. 49-54
      Løwendahl, Bente R., Ø. Revang and S. Fostenløkken. 2001. Knowledge and Value Creation in Professional Service Firms : a Framework for Understanding and Analysis. Human Relations. Special Issue on Knowledge Management in Professional Service Firms
      Marshak, R. 2002. Changing the language of change. Strategic Change. 11. p. 279-286
      Olaisen, Johan and Øivind Revang. 2014. Evig ung – En casestudie av relasjoner mellom nyskaping og drift. Magma. 8. p.53-62
      Palmer, I.P and R. Dunford. 2008. Organizational Change and the Importance of Embedded Assumptions. British journal of management. 19. p. 20-32
      Pardo del Val, M. and C.M. Fuentes. 2003. Resistance to Change : a literature review and empirical study. Management Decision. 41 (2). s. 148-155
      Prahalad, C. K. and G. Hamel. 1990. The Core Competence of the Corporation. Harvard Business Review. 68 (3). p. 79-97
      Vargo, Stephen L., Robert F. Lush. 2004. Evolving to a New Dominant Logic for Marketing. Journal of Marketing. 68(1). s 1-26
      Verde, Patrick, Yngve Dahle og Sjur Dagestad. 2010. Nye muligheter for skalerbarhet skaper grunnlag for nye vekststrategier. Praktisk økonomi og finans. nr 4

      Recommended reading
      Books:
      Hatch, Mary Jo. 2013. Organization theory : modern, symbolic, and postmodern perspectives. 3rd ed. Oxford University Press
      Heckscher, Charles and Anne Donnellon, eds. 1994. The Post-bureaucratic organization : new perspectives on organizational change. Sage
      Hickman, Gill Robinson, ed. 2016. Leading organizations : perspectives for a new era. 3rd ed. Sage
      Løwendahl, Bente R. og Ø.Revang. 1999. Strategi, ledelse og organisasjon i en Postindustriell virkelighet : noen utfordringer og implikasjoner. I: Friedman, Ken og Johan Olaisen, red, Underveis til fremtiden : kunnskapsledelse i teori og praksis. Fagbokforlaget. Kap 6, s. 104-125
      Morgan, Gareth. 2006. Images of organization. Updated ed. Sage
      Scott, W. Richard. 2014. Institutions and organizations : ideas, interests, and identities. 4th ed. Sage
      Weick, Karl E. 1995. Sensemaking in organizations. Sage

      Articles:
      March, James G. 1991. Exploration and Exploitation in Organizational Learning. Organizational Science. 2 (1). p. 71-87

      Course outline

        Computer-based tools


        Learning process and workload
        The programme is conducted through five course modules, a total of 150 lecturing hours.

        Project tutorials differ in each Master of Management program. It will consist of personal tutorials and tutorials given in class. Generally the students may expect consulting tutorials, not evaluating tutorials. The total hours of tutorials offered is estimated to two hours pr. students following an ordinary Master of Management program. For students taking the program as their final Master of Management program the tutorials offered are estimated to a total of six hours per term paper.


        Examination
        The students are evaluated through a term paper, counting for 18 credit hours and an individual written exam, counting for 12 credit hours. Both evaluations must be passed to obtain a certificate for the program. The term paper may be written individually or in groups of maximum three persons.

        For students taking this program as the final Master of Management Program the following applies:
        The students are evaluated through a term paper, counting for 24 credit hours and an individual written exam, counting for 6 credit hours.The term paper may be written individually or in groups of maximum two persons. Both evaluations must be passed to obtain a certificate for the program.
        Examination code(s)
        MAN21191 - term paper; 18 credits; counts for 100 % to pass the program MAN 2119.
        MAN 21201 - written exam; 12 credits; counts for 100 % to pass the program MAN 2120.
        Both evaluations must be passed to obtain a certificate for the program.

        For students taking this program as the final Master of Management Program the following applies:
        MAN 22821 - term paper; 24 credits; counts for 100 % to pass the program MAN 2282.
        MAN 22831 - individual written exam; 6 credits; counts for 100 % to pass the program MAN 2283.
        Both evaluations must be passed to obtain a certificate for the program.

        Examination support materials
        Legislation.

        Re-sit examination
        At the next ordinary exam.

        Additional information

        Semester

        Oversettelser