This course will focus on planned organizational change, defined as a set of activities and processes designed to change individuals, groups, and organizational processes, systems, and structures. The focus of the course is on "how" to change (not "what" to change), and how managers are in ideal positions to anticipate, influence, and generate said change. (3 credits)
- MGT 101: Principles of Management
- ENG 101: English Composition 1
- ENG 102: English Composition 2
Student Learning Outcomes (SLOs)
Upon completion of this course, the student will be able to:
- Explain the changing opportunities in organizations.
- Develop a plan of the processes through which planned change may be accomplished: the development of the need for change, the creation of vision, the analysis and influencing of stakeholders, and managing the transition.
- Develop change agent competencies by requiring participants develop and execute plans to achieve meaningful, useful organizational change.
- Analyze change from the perspective of the person initiating change, the person receiving change, and the broader social context.
- Analyze social, demographic, technological, political, and economic forces affecting change today.
- Explain the differences between how to create organizational change, its process, and what should be changed, the content.
- Apply learning theory on the importance of the change vision and how to create a meaningful vision that energizes and focuses action.
- Analyze how change leaders can diagnose the strengths and weaknesses of existing systems and structures.
- Explain how people respond to change.
General Education Outcomes (GEOs)
Course Activities and Grading
Discussions (Weeks 1-8)
Article Review Summary - 1 page (Weeks 1-3 & 5-7)
Leader Interview Assignment (Week 4)
Book Review (Week 8)
Available through Charter Oak's online bookstore
- Cawsey, Tupper, Gene Deszca & Cynthia Ingols. Organizational Change An Action-Oriented Toolkit. 3rd ed. Sage Publishing, 2016. ISBN-13: 978-1-4833-5930-4
Readings and Exercises
|Topic: Changing Organizations in Our Complex World|
|Topics: Frameworks for Leading the Process of Organizational Change: “How” to Lead Organizational Change AND Frameworks for Diagnosing Organizations:“What” to Change in an Organization.|
|Topic: Building an Energizing the Need for Change|
|Topics:Navigating Change Through Formal Structures and Systems|
|Topic: Navigating Organizational Politics and Culture|
|Topic: Managing Recipients of Change and Influencing Internal Stakeholders|
|Topic: Becoming a Master Change Agent|
|Topic: Action Planningand Implementation|
COSC Accessibility Statement
Charter Oak State College encourages students with disabilities, including non-visible disabilities such as chronic diseases, learning disabilities, head injury, attention deficit/hyperactive disorder, or psychiatric disabilities, to discuss appropriate accommodations with the Office of Accessibility Services at OAS@charteroak.edu.
COSC Policies, Course Policies, Academic Support Services and Resources
Students are responsible for knowing all Charter Oak State College (COSC) institutional policies, course-specific policies, procedures, and available academic support services and resources. Please see COSC Policies for COSC institutional policies, and see also specific policies related to this course. See COSC Resources for information regarding available academic support services and resources.