Organisational Change.pdf - THE UNIVERSITY OF MELBOURNE MELBOURNE BUSINESS SCHOOL MBA PROGRAM ORGANISATIONAL CHANGE TERM 2 2017 COURSE SYLLABUS AND

Organisational Change.pdf - THE UNIVERSITY OF MELBOURNE...

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- 1 - THE UNIVERSITY OF MELBOURNE M ELBOURNE B USINESS S CHOOL MBA P ROGRAM O RGANISATIONAL C HANGE T ERM 2, 2017 C OURSE S YLLABUS AND O UTLINE D R . J ENNIFER R. O VERBECK O FFICE : 26 P HONE : 03-9349-8284 [email protected] O FFICE H OURS : BY APPOINTMENT Outline Contents: About the Lecturer ................................................................................................................... - 2 - Course Objectives ..................................................................................................................... - 2 - Course materials ....................................................................................................................... - 2 - Student Assessment ................................................................................................................. - 3 - Session Content Outline ........................................................................................................... - 5 -
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- 2 - About the Lecturer Jen Overbeck has been at Melbourne Business School since 2014. She was previously at the David Eccles School of Business, University of Utah, the USC Marshall School of Business, and the Stanford Graduate School of Business. Jen teaches MBA courses at the full-time, part-time, executive, and senior executive levels, focusing on Organisational Behaviour, Negotiations, Organisational Change, and Power & Politics. In addition, she has delivered executive education workshops on topics such as Negotiation, Decision-Making, and Power. She recently edited the book Negotiation and Groups. Her work has been published in Organizational Behavior and Human Decision Processes , Journal of Social and Personality Psychology , Psychological Science , Journal of Experimental Social Psychology , and Negotiation and Conflict Management Research . She has consulted with corporate and government clients on topics related to negotiation and process change. Her clients include the State of Colorado, Navigant Consulting, Pepperdine University, and Activision/Blizzard. Before entering academia, she was Vice- President of Operations for The Princeton Review. She earned a BA in Asian Studies at the University of Hawaii, and a PhD in Social Psychology from the University of Colorado at Boulder. Course Objectives The course is intended to raise your ability to lead, manage, and support organisational change from both positions of power and positions without particular authority. At the end of the course, you should have a strong theoretical understanding of the most significant models of change processes, including how and why they are used. You will also develop concrete skills in specific change management tools, including organisational culture diagnosis, force field analysis, and social network analysis. You’re not expected to reach “expert” levels of mastery in these tools, but should acquire enough understanding to conduct basic analyses within your organisation, and some ability to evaluate consultants and change agents’ expertise. Course materials Readings and Cases – will be posted or linked online (via LMS). Recommended books: Heath, Chip and Heath, Dan. (2010). Switch: How to Change Things Up When Change is Hard Mueller, J. (2017). Creative Change
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- 3 - Student Assessment The final subject grade will be determined as follows: Individual Component Journal 30% Group Component Course Project – paper Course Project – presentation 30% 20% In-Class Participation 20% JOURNAL: On an individual basis, students will keep a course journal. On the first Saturday AM session, we will do an online change simulation. Students should make a journal entry of up to
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  • Fall '11
  • Business, Organizational studies, ........., Harvard Business School, Young Change Agents, DR. JENNIFER R. OVERBECK

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