Change Management

Department of Management & HR

NUST Business School

National University of Sciences & Technology

MBA
Course Details
Course Title: Change Management
Course Code: HRM-784 Credit Hours: 03
Program: MBA 2K19 Sections:

Course Faculty
Dr. Gulen Hashmi

Office: Room: 205

Consultation Hours: Four hours per week (appointment by email only)
*Tuesday: 12.00-14.00 hrs
*Wednesday: 12.00-14.00 hrs

Office tel: +92 51 90853227

Email: gulen.hashmi@nbs.nust.edu.pk

Course Description

Organizations move through a number of identifiable stages as they grow and develop. In some
cases these changes are planned, in others they are unplanned. Sometimes the forces for change
come from within the organization and at other times they will be caused by external forces or
influences. The need for organizations to meet and to cope with changing conditions requires
innovation, creativity and flexibility. This course will help develop the skills and knowledge required
to promote the use and implementation of innovative work practices to affect change and manage
changes so there is minimal workplace disruption.

This course introduces a range of change models, and recent developments in change theory and
research. It will develop your ability to manage both planned and unplanned change. It deals with
change as a process and examines a range of strategies managers can use to successfully manage
change. The course focuses on the skills needed to manage transitions and the psychological,
structural, and cultural issues people face when dealing with change.

Course Objectives

This course will help students understand and explain:

1. The change process and reactions of people to change.
2. Environmental influences on change.
3. The implementation of change within organizations.

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Course Learning Outcomes (CLO)

After completing this course, students will know how to:

1. Understand the fundamentals of managing change by identifying the levels of change, the
misconceptions about change and the importance and benefits of change, as well as recognize
the behaviors and traits of a change leader, and the role of resilience during change.
2. Identify the steps of a change process, analyze a change situation, choose an action while
avoiding risks, create a sense of urgency, set goals, motivate employees, prevent failure, and
monitor the progress of a change. An appreciation of professional and ethical responsibilities.
3. Identify the obstacles to change including resistance and negative reactions to change,
empower employees, and ease the tension caused by a change, as well as identify the causes
of complacency and understand the effect of crisis during change.
4. Begin managing change by encouraging creativity and commitment to change in employees,
using effective communication and listening skills, and controlling the grapevine.
5. Identify the information required during and the common responses to the new beginnings
phase, as well as strategies to manage the new beginnings phase. Demonstrate an ability to
work collaboratively, critical thinking, analytical, diagnostic, and problem solving skills are
essential for success in this course.

Program Learning Goals and Objectives

1. Goal 1: Academic Rigor and Relevance

a. Graduates of the MBA program will be presented with a rigorous and integrated
set of learning opportunities in order to master the knowledge and skill necessary
for effectively participating in and managing modern organizations.
2. Goal 2: Research and Entrepreneurial Spirit
a. Gradates of the MBA program will be inculcated with a spirit of curiosity and
inquisitiveness enabling them to forefront progress in research and
entrepreneurship.
3. Goal 3 Managerial and Business Application
a. Graduates of the MBA program will be encouraged to apply their learning to the
multilevel and intricate sphere of micro and macro business environments in order
to ensure pragmatism and expediency in corporate decision making.

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 4. Goal 4: Societal and Ethical Relevance
a. Graduates of the MBA program will be able to identify and evaluate the ethical and
societal implications of doing business as an organization.

Course Evaluation (Grade Breakup)

Grading will be done as per NBS criteria. The breakup of the grade points is as follows:
Final Exam 50%
Research Proposal 20% (5% is reserved for
proposal presentation)
Midterm 30%

Mapping Program Objectives & Goals with Course Learning Outcomes

PROGRAM LEARNING GOALS COURSE LEARNING COURSE EVALUATION

AND OBJECTIVES OBJECTIVES ITEM
Goal 1: Graduates of the MBA
program will be presented with
a rigorous and integrated set of
learning opportunities in order
to master the knowledge and (CLO 1,2 & 3) Class activities, exam
skill necessary for effectively
participating in and managing
modern organizations.

Goal 2 - Gradates of the MBA

program will be inculcated with
a spirit of curiosity and
inquisitiveness enabling them Research proposal and
(CLO 1,2,4)
to forefront progress in presentation
research and
entrepreneurship.

Goal 3 - Graduates of the MBA

program will be encouraged to Research proposal, class
(CLO 2,3,4,5)
apply their learning to the activities, exam
multilevel and intricate sphere

4
of micro and macro business
environments in order to
ensure pragmatism and
expediency in corporate
decision making.

Goal 4 - Graduates of the MBA

program will be able to identify
and evaluate the ethical and Research Proposal &
(CLO 1,2,4,5)
societal implications of doing Presentation
business as an organization.

Course Content (Weekly)

Week Topic
Session 1
The Nature of Change:
1 Is change easy?
Planned vs Emergent change
Planned vs Emergent Change
Session 2
The Nature of Change
2 Episodic and Continuous change
Managers perception of Change
Session 3
3 Change and the individual
Resisting Change
Session Outcomes
Reading (Students should be
able to…)
- Who moved my Cheese? Understand the
Dr Spencer Johnson fundamentals of
- Emergent change and managing change and
planned change- the role of resilience
competitors or allies? during change. (CLO #1)
Bernard Burnes
- Managing planned and
emergent change within
an operations
management environment
Bamford and Forrester
- Organizational change Understand the
and development fundamentals of
Weick and Quinn managing change and
- Understanding the the role of resilience
management of change: during change. (CLO #1)
An overview of managers’
perspectives and
assumptions in the 1990s.
Siegel. W.E
- Why Employees resist Identify the steps of a
change? Paul Strebel change process,
- The experience of Change diagnosis, and

5
 Change as an Experience
A Change Model
Change initiatives from below
Session 4
Modelling the Process of
Change
4 for Change.
N Step Model
Management of Change
Session 5
Modelling the Process of
change
5 Models of Change
Difference between Action
Learning and Action Science
Session 6
Change Leaders, Managers and
Agents
6 reactions to change,
Case Study
Leadership and objective setting
Session 7
Change Leaders, Managers and
Agents
7 in high velocity change
Managers Inducing change
Managing Unpredictable and fast
change Learning and leaders
8 MID-TERM EXAM WEEK
Session 8
Teams in Change
9 Case Study
Success factors for SMT
6
- Roger Stuart Moving in implementation and
circles can be good for monitor the progress of a
you-Erica French change. An appreciation
- Power of the personal of professional and
Initiative. Frohman ethical responsibilities.
(CLO #2)
Identify the steps of a
- Organizational Change- change process,
Sociological Perspective- diagnosis, and
Chapter 4: N Step Guides implementation and
monitor the progress of a
Collins. change. An appreciation
Who Says change can be of professional and
Managed-Palmer ethical responsibilities.
(CLO #2)
Identify the steps of a
change process,
- Models of Change-Class
diagnosis, and
handouts.
implementation and
- Action Learning and
monitor the progress of a
Action Science: Are they
change. An appreciation
Different? Joseph A
of professional and
Raelin
ethical responsibilities.
(CLO #2)
Identify the obstacles to
- Sony Europa (A,B,C) change including
resistance and negative
- Leadership that gets
understand the effect of
results- Goleman, D. crisis during change.
(CLO #3)
- Managers as Change
Identify the obstacles to
Agents. Furnham. change including
- Dispersing change agency resistance and negative
reactions to change,
organization. Doyle understand the effect of
crisis during change.
- Learning leadership teams
(CLO #3)
Altman.
- Alcan: Managing Change Begin managing change
- Critical Success factors by encouraging creativity
for creating Superb self- and commitment to
managed teams. change in employees,
Wageman using effective

Session 9
Teams in Change
Communities of practice
10
Tapping Tacit Knowledge
Elaborating Tacit Knowledge
Innovation and groups
Session 10
Change and Culture
Case Study
Culture as a competitive
advantage. A Change Model
11
Submission of Research
Proposals
Session 11
Change and Culture
Levers for cultural change
Myths and metaphors for cultural
change
Lethal Cultures
12
Research Proposal presentations
(Part I)
Session 12
Communicating Change: Mental
Models
Conceiving Change and
13 communication. Communication
and Change
Research Proposal presentations
(Part II – rest of class)
- Communities of Practice:
The Organizational
Frontier. Wenger
- The Knowledge Creating
Company. Nonaka
- The wise Leader. Nonaka
- The role of tacit
knowledge in group
innovation. Leonard.
- Stanhoff Systems-A
merger made in Heaven.
- Organization Culture can
it be a source of sustained
competitive advantage.
Barney
- Changing Collective
Cognition: A Process
Model for Strategic
Change. John Mezias
- Managing in Four Worlds
Culture, strategy and
transformation. Ronnie
Lessem
- Creating Corporate
Cultures Through
Mythopoetic Leadership.
John Slocum
- Lessons in Organizational
Ethics from the Columbia
Disaster: Can a Culture be
Lethal? Richard Mason
- A strategy for Change at
KPMG
- Managing the metaphors
for change. Robert
Marshak
- Communicating Change.
Richard, P.
communication and
listening skills, and
controlling the grapevine.
(CLO #4)
Begin managing change
by encouraging creativity
and commitment to
change in employees,
using effective
communication and
listening skills, and
controlling the grapevine.
(CLO #4)
Identify the obstacles to
change including
resistance and negative
reactions to change, and
understand the effect of
crisis during change
(CLO #3)
Identify the obstacles to
change including
resistance and negative
reactions to change, and
understand the effect of
crisis during change
(CLO #3)
Begin managing change
by encouraging creativity
and commitment to
change in employees,
using effective
communication and
listening skills, and
controlling the grapevine.
(CLO #4)

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 Session 13 Begin managing change
Making ongoing Change - Why Change programs do by encouraging creativity
Effective not produce change. Beer, and commitment to
Failure of change programs M. change in employees,
Organization of the future - The organization of the using effective
Video: Mintzberg’s Keynote to S- future. Nadler communication and
A-P Society listening skills, and
controlling the grapevine.
(CLO #4)
14
Identify the information
required during and the
common responses to
the new beginnings
phase, as well as
strategies to manage the
new beginnings phase.
Demonstrate an ability to
work collaboratively.
(CLO #5)
15 BUFFER WEEK
16 FINAL EXAM WEEK

Required Course Material

Textbook:
John Hayes (2010) The Theory and Practice of Change Management. 3rd edition. Palgrave McMillan.
W Warner Burke (2013) Organization Change: Theory and Practice

Reference Books:
Mark Hughes (2006) Change Management: A Critical Perspective
Paton and McCalman (2008) Change Management: A guide to effective implementation.
Graetz et al (2012) Managing Organizational Change
Cameron and Green (2012) Making sense of change management.

Additional Recommended readings

All material to be provided via LMS.

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Course Policies
Class Participation: Students are encouraged to share their point of view with the class regarding the
relevant subject matter and students are encouraged to take part in constructive, relevant and
professional debates in class. Disturbing the class just for the sake of speaking up in class will be dealt
with seriously.

Attendance:
§ In the event of a missed session, it is the student’s responsibility to consult LMS/CMS and their
classmates for missed content.
§ Class attendance will be taken in first 5 minutes of the class. Do not be late for class otherwise
you will be marked absent for the session(s).
§ If you are away on official NUST duty1, it is the student’s responsibility to inform the instructor on
time with an official notice2. Consequently, the student will still be marked as present, but as “On
Duty”. AIESEC events and activities related duties don’t qualify for “On Duty” status unless
instructed by Dean/Principal NBS.
§ It is the student’s responsibility to continuously monitor his/her attendance. Do Not ask the
instructor to change/modify the attendance, unless there has been an accidental oversight. In
such an event, the student should inform the instructor of the error (with proof) before the month
ends.

Assignments:
§ All soft copies of the take-home assignments should be submitted on LMS by 11:55 pm on the
designated day.
§ Make sure you use the sample front page provided (at the end of this outline) as a cover to any
assignment conducted unless it’s an in-class assignment.
§ Take note that late submissions will not be counted.
§ There will be no make-up assignments of any kind.

1
Duties include representing NUST at any forum both at national and international level and being
assigned duties by NUST societies/authorities for NUST/NBS level events.
2
An application duly signed by the Principal/Dean of NBS

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Quizzes:
There will be no quizzes this semester.

Research Proposal:
Students are required to write a research proposal of 2800 words (+/- 10%) in pairs. The research
proposal must include an indication of the purposes of the research, maybe some research questions,
some familiarity with the context of and background to the field, the scope and boundaries of the
research, and an indication of the likely significance and originality of the research (in order that the
research can demonstrate a contribution to knowledge and scholarship, literature review and
proposed methodology. The proposal should also establish that there is a need for research to be
conducted in this field.

It is important to keep in mind that the proposal is only a working document and that the actual
research could change from the original proposal once the research is underway. This is a common
feature, and, in some respects, indicates how the student’s thinking and research is developing from
a particular starting point. So the title is not fixed until the research is just about done.

The proposal-grading rubric is available at the end of this course outline. Research proposal softcopy is
to be submitted in Week 11 via LMS. Hardcopy could be submitted during the class of Week 11 (Session
10). Research proposal presentations will be conducted in Week 12 and Week 13, details of which will
be posted on LMS during the term.

Academic Dishonesty:
Students need to carefully consider NUST Business School’s policies regarding plagiarism. Group-work
is encouraged but any form of plagiarism is a crime and will not be tolerated. Strict action will be taken
against any student(s) found plagiarising any material and submitting it as his/her own.
You are responsible for knowing and enacting academic conduct that is in line with the University’s
statement entitled “Academic Dishonesty” available on NUST’s website:
http://www.nust.edu.pk/usr/showContents.aspx?mdl=1839
The statement highlights examples of unacceptable behavior which include, but are not limited to, the
following:
§ Cheating: Intentionally using or attempting to use unauthorized materials, information, or study
aids in any academic exercise; copying from another student’s examination; submitting work

10
 prepared in advance for an in-class examination; taking an examination for another person or
conspiring to do so.
§ Plagiarism: Intentionally or knowingly representing the words or ideas of another as one’s own
in any academic exercise; failure to attribute direct quotation, paraphrase, or borrowed facts or
information.
It is expected that all work that is handed will be your own. Any ideas or content that come from another
source must be properly cited (including any content taken from the Internet, books, articles and lectures).
Make sure you understand the Plagiarism policy handed to you by the university (Student Handbook) and
you should bring it with you in the next class that you take with me3. Moreover, TurnItIn will be used as
the plagiarism software to evaluate all your submissions. Any acts of plagiarism and cheating will be
dealt strictly and in accordance with the policy in place by the University.

3
Students who will do so will receive bonus CP points

11
NUST Business School

Department of Management & HR

Module Assignment
Coversheet

Student Assessment Number: Department:

Module Code: Module Title:

Date Assignment Due: Assignment Title:

Word Count: Module Tutor:

Date Received Stamp: (Office Use Only) Received by: (Office Use Only)

Student Receipt:
To be completed by the student and retained (after stamping by the department as proof of submission).

Student Reference Number: Department:

Module Code: Module Title:

Date Assignment Due: Assignment Title:

12
 Word Count: Module Tutor:

Date Received Stamp: (Office Use Only) Received by:

NUST Business School

Department of Management & HR

COVERSHEET FOR PAPER/ONLINE COURSEWORK SUBMISSIONS

Module Code
Module Title
Module leader

Student ID number

Degree Programme

I understand that the School does not tolerate plagiarism. Plagiarism is the
knowing or reckless presentation of another person’s thoughts, writings, and
inventions, as one’s own. It includes the incorporation of another person’s work
from published or unpublished sources, without indicating that the material is
derived from those sources. It includes the use of material obtained from the
internet.
University has a ZERO TOLERENCE policy for plagiarism.

Signature Student:
By completing the above details, I confirm that I adhere to the School’s Policy
on plagiarism.

Total Marks: __________

Marks Obtained: __________ Percentage: ___________

Continue writing your coursework on the next page. Alternatively, if you have already
written your coursework in another document, copy and paste the content of your
coursework from your document within this file.

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 EVALUATION RUBRIC
Writing a Research Proposal & Presentation
Value to Overall Course Grade: 20%

Assessment
Criteria for
Proposal
Paper
No. Sections Section Comments Maximum Points
Contents Points Obtained
1 Introduction *Introduces the 2
problem or area
of interest.

*Explains the
relevance of the
topic to the
researcher and
field of
knowledge.

*Provides smooth
transition to the
next section of
proposal.
2 Statement of *Specifies clearly 2
Problem or the problem or
Question purpose of the
research.

*States concisely
the research
questions.

*Provides smooth
transition to the
next section of
proposal.

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3 Literature *Summarizes 4
Review concisely 5-10
literature items
(what, when,
where, how).

*Literature
selected includes
at least 2 -3
articles that were
not reviewed
previously during
the course.

*Avoids
excessive use of
direct quotes.

*Develops a
storyline among
the literature that
links each item to
the problem.

*Critiques,
analyzes, and
synthesizes the
literature.

*Identifies the
gaps, problems
and issues
unresolved by the
literature.
4 Methodology *Describes and 3
justifies
methodology,
data gathering
methods and

15
 design of
research.

*Describes the
sample, context,
planned analysis,
and timeline.

*Justifies the
methodology in
relation to the
research topic or
problem.
5 Significance *Convinces the 2
of the reader of the
Proposed importance of the
Research research.

*Identifies the
theoretical and
practical
significance of
the research.

*Speculates on
implications of
anticipated
findings.
6 Writing *Writing is clear 2
Qualities, and concise.
Presentation
& *Subheadings
Organization used to clarify
organization.

*Length
appropriate - no
more than 2000
words.

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 *Writing is in
active voice,
present verb
tense as much as
possible.

*Your voice is
present and
distinct from
article authors.

*Grammar,
spelling, and
punctuation are
correct.

*APA format is
followed for
writing, citations
and bibliography.
TOTAL POINTS FOR 15
RESEARCH PROPOSAL
PAPER

Assessment Criteria for Proposal Defense Presentation Maximum Points

(20% value towards overall proposal grade) Points Obtained
Clarity: planned and logical structure, flow and progression of 2
ideas
Professional presentation style: tables/figures/appendices as 2
relevant to a professional report
Involvement of the class: questions, generating discussion, 1
activities, response to class queries
TOTAL POINTS FOR PROPOSAL PRESENTATION 5
TOTAL GRADE FOR OVERALL RESEARCH PROPOSAL 20

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