Syllabus for MOL 625 Leading Change: international strategic change and local managerial change

5:45 to 9:45 Hayes Hall Thursday nights

Dr. Arun Pillutla and Dr. Randy Richards

Class Purpose:

The purpose of this class for the learners to understand the indicators and signs of the need for strategic change in a global environment. Learners must develop an appreciation and understanding of the extraordinary difficulties of organizational change. These difficulties require leaders to approach change with a visionary perspective and a realistic plan of action. This combination is not easy to achieve and indeed research shows that most strategic change attempts end in failure. We also understand that most of our learners are not going to be a position to lead strategic change for many years to come and so we want to include in this class a serious examination of managerial change so that MOL learners can apply their knowledge on the job as soon as possible. We also believe that the skills and behaviors learned in leading managerial changes are easily transferable to leading strategic changes.

Learning Outcomes:

• To develop a diagnostic approach to strategic problems and issues and the need for change.
• To appreciate and understand the dynamics of  organizational change.
• To understand the differences and similarities between strategic and managerial change.
• To see strategic issues and change opportunities from an international perspective.
• To analyze, study and recommend a change plan for a problem from work.
• To increase proficiency in reading, speaking and public presentations.

Performance evaluation measures:

• Attendance and participation: 30%

• Five International Case Preparations: 40%

• Class presentation on change in the workplace: 20%

• Questions during class presentations: 10%

Text and other material

Book:

Leading Change by John Kotter, this must be read before the first class.

Case Studies:

1. IBM’s Decade of Transformation (A): The Turn Around (HBS Case)
2. The Transformation of IBM (HBS Case)
3. Ingar Skaug and Wilhelmsen Lines: Leadership in Organizational Transformation (Parts A and B) (Boston University Case)
4. Strategic Crossroads at MATAV: Hungary’s Telecommunications Powerhouse (Ivey Case)
5. Strategic Management at Zhujiang Iron and Steel Company (HBS and ACRC Case)
6. Zelena Akcija (Green Action) Croatian Case download from http://www.nesst.org/documents/2006CroatiaCaseStudyZelenaAkcija.pdf

Class Schedule and activities

Read the whole of Leading Change by Kotter before the class on Mar 20.

Download and bring to class Notes on Using Case Studies

Week One:  Mar 20th

a.       Introductions, our stories and overview of class

b.      Our Experiences and Kotter’s Book

c.       More Kotter and introduction to managerial change

Week Two: Mar 27

a.       Arun: Strategic Change at IBM: Akers

b.      Strategic Change at IBM: Gerstner

c.       Application of Kotter to the Case

d.      Work on managerial change

Week Three: April 3

e.       Randy: The Norwegian Shipping Lines Case

f.        Application of Kotter to the Case

g.       Work on managerial change

Week Four: April 10

a.       Arun: Strategic Change in China Case

b.      Application of Kotter to the case

c.       Work on managerial change

Week Five: April 17

a.       Randy: Strategic Change in Hungary Case

b.      Application of Kotter to the case

c.       Work on managerial change

Week Six: April 24

a.       Randy – Zelena Akcija (Green Action) Croatian Case

b.      Application of Kotter to the case

c.       Work on managerial change

Week Seven: May 1

Class presentations on Managerial Change

Week Eight: May 8

Class presentations on Managerial Change