City University 
Syllabus
For the 
Graduate School of Business and Management Professions

PM 513
Managing Change

3 Credit Hours 
Effective: 1/98

Prepared by:
The Project Management Advisory Committee

Copyright 1992-1998 by City University
All rights reserved

Required Texts and Materials

Bellman, G.M. (1993). Getting things done when you are not in charge. New York: Fireside.
Bridges, W. (1980). Transitions: Making sense of life’s changes. Reading, MA: Addison-Wesley.
Senge, P. (1994). The fifth discipline: The art and practice of the learning organization. New York: Doubleday-Currency.
Senge, P., Roberts, C., Ross, R.B., Smith, B.J. & Kleiner, A. (1994). The fifth discipline fieldbook: Strategies and tools for building a learning organization. New York: Doubleday-Currency.
American Psychological Association. (1994). Publication manual of the American Psychological Association (4th ed.). Washington, DC: Author.
The library zone: Your guide to library information resources-Business Edition. Video and workbook. (1995). Renton, WA: City University. (Required for students in U.S. only.)

Access to an IBM-compatible personal computer is required. All assignments must be word-processed.

Foundation Elements For 
PM 513
Managing Change

The Foundation Elements of PM 513 Managing Change include the Course Description and Learning Objectives. They are fundamental to the course and are common to all modes of delivery for this course, including regular classroom instruction, Distance Learning and Electronic Distance Learning. Thus, specific course activities and assignments may vary according to instructional delivery mode, but they all incorporate and address the same Foundation Elements.

Please consult the City University Catalog for information about general City University policies.

Course Description

Project managers are by their very nature change agents who live in a world of ever-changing technology.  This course explores the process of change, including invention and innovation; diffusion; how ideas, processes, or practicesare adopted; and how to evoke or provoke change itself.  In addition, participants will examine the problems of ambiguity, how to implement damage control when changes move out of control, and how to plan and build in flexibility for the unexpected.

Entry Competencies

It is recommended that students entering this course have completed at least three previous PM courses.

Learning Objectives

All objectives listed here will be demonstrated in writing unless otherwise stated. Upon completion of this course, you will be able to:

1.	Describe the role of a project manager/change agent and the knowledge and skills necessary to perform effectively in that role; 
2.	Assess your competencies as a project manager/change agent; 
3.	Develop your competencies as a project manager/change agent;
4.	Assess your conflict management style;
5.	Demonstrate action research consultation skills and systems theory applications;
6.	Demonstrate understanding of theories and models of change;
7.	Apply theories and models of change to an organizational change process.

Program Overview

The future will require that organizations adapt rapidly to an increasingly dynamic economic environment. Old systems must be transformed if organizations are to survive in such an environment. City University’s MS in Project Management is a strategic systems approach to leading and managing organizations. Specifically, the degree focuses on those strategic systems that are critical to transforming the way we work. The curriculum is based on a conceptual framework that encompasses the elements necessary for managing strategic systems.  This focus on strategic systems requires that management be:

Strategy driven;
Stakeholder oriented;
Teamwork based;
Supported by information-based decision making;
Guided by vision and a whole systems organizational design; and
Enhanced by continuous improvement through organizational learning.

Recommended Supplementary Resources

Print Resources

Beckhard, R. & Pritchard, W. (1992). Changing the essence. San Francisco: Jossey-Bass.
Bellman, G. M. (1990). The consultants calling: Bringing who you are to what you do. San Francisco: Jossey-Bass.
Block, P. (1981). Flawless consulting: A guide to getting your expertise used. San Diego: Pfeiffer.
Dyer, W. G. (1984). Strategies for managing change. Reading, MA: Addison-Wesley.
Kotter, J.P. (1996). Leading change. Boston, MA: Harvard Business School Press.
Lippitt, G. & Lippitt, L. (1986). The consulting practice in action. San Diego: Pheiffer.
Schein, E. H. (1988). Process consultation. Vol. I. Reading, MA: Addison-Wesley.
Walton, R. E. (1987). Managing conflict. Reading, MA: Addison-Wesley.

The following are professional journals that feature scholarly articles of substantial length on Leadership and Management.  These journals are recommended as sources for your analysis project.

Academy of Management and Executive Review	Journal of Business Ethics	
Academy of Management Journal	Journal of Human Resources	
Academy of Management Review	Journal of Management	
Across the Board	Leader to Leader	
At Work	Long Range Planning	
Business Horizons	Management Review	
Business Week	McKinsey Quarterly	
California Management Review	Organizational Dynamics	
European Management Journal	Organization Science	
Executive Excellence	Organization Studies	
Fast Company	Perspectives on Business and Global Change	
Forbes	Sloan Management Review	
Fortune	Success	
Harvard Business Review	The Futurist	
Human Resource Management	The Systems Thinker	
Journal for Quality and Participation	Training	
Journal of Applied Behavioral Science	Training and Development	
Journal of Business		

Electronic Resources 

The following general Internet World Wide Web resources may be of use to you in this course. Please be aware that Web addresses may change from time to time. 

American Society for Training and Development (ASTD)
http://www.astd.org

The APA Publication Manual Crib Sheet 
http://www.gasou.edu/psychweb/tipsheet/apacrib.htm

Bibliographic Formats for Citing Electronic Information.
http://www.uvm.edu/~ncrane/estyles
Business Process Reengineering Online Learning Center
http://www.prosci.com/index.htm

Center for Management and Organizational Effectiveness ( Home page for a company that develops and delivers training and consulting services that facilitate change. Has some free coaching resources)
http://www.thecoach.com

Citing Electronic Sources Part of the Purdue University On-Line writing Lab
http://owl.english.purdue.edu/files/110html

Edge Online The small business solution source, an entrepreneurial magazine
http://www.edgeonline.com

Elements of Style (Principle requirements of plain English writing style)
http://www.cc.columbia.edu/acis/bartleby/strunk/

Entrepreneurs on the Web
http://www.eotw.com

Harvard Business School Publishing (abstracts for HBR cases etc.)
http://www.hbsp.harvard.edu/

Human Resource Management Resources on the Internet This is a list of Internet resources relevant to Human Resource Management. Sub categories include general HR links, employee relations, business psychology, human resource publications, organization and management theory, business ethics, HR training and development and much more.
http://www.nbs.ntu.ac.uk/staff/lyerj/hrm_link.htm

Industry Link (The premier director of links to industry web sites)
http:www.industrylink.com

IHRIM International Association for Human Resource Information Management
http://www.ihrim.org

IOMA Institute of Management and Administration
http://www.ioma.com

Kiersey Temperament Sorter (On-line self assessment with findings similar to Myers-Briggs)
http://longwood.cs.ucf.edu/~porthous/cgi.bin/mb_test.html

Management Archive (forum for management ideas and information)
http://ursus.jun.alaska.edu

SDWT Self Directed Work Team (Lots of good information on teams)
http://users.ids.net/~brim/sdwth.html

SHRM Online The Society for Human Resource Management is the leading voice of human resource professionals. This site includes HR news online, HR bulletin boards, HR links, HR Magazine and more.
http://www.shrm.org,

Squirt (Student’s Quintessential Internet Research Tool)
http://www.vanderbilt.edu/Owen/SQuIRT/SQuIRT.html

Useful HR WWW Resources 
http://bcf.usc.edu/%7Ethaase/speech/hrweb.html

Uncover Via WWW (UnCover is an on-line article delivery service, a table of contents database, and a keyword index to nearly 17,000 periodicals)
http://www.carl.org/uncover/unchome.html

Workforce Online (The web site for business leaders in Human Resources. Includes library of articles on HR topics)
http://www.workforceonline.com

The following are some search engines you can use:

Alta Vista Technology, Inc.  http://www.altavista.com

Dogpile: A Multi-Engine search Tool  http://www.dogpile.com
Conducts searches using a number of search engines and will show you which ones produce the best results.

Excite  http://www.excite.com/

InfoSeek http://www2.infoseek.com/
          InfoSeek is a comprehensive and accurate WWW search engine. You can type
          your search in plain English or just enter key words and phrases. 

Lycos http://lycos.cs.cmu.edu/
          This search engine, served by Carnegie Mellon University, will allow you to search
          on document titles and content. The Lycos index is built by a Web crawler that can bring in 5000 documents per day. The index searches document title, headings, links, and keywords it locates in these documents.
 
Webcrawler http://webcrawler.com/
          This engine allows searches by document title and content. It is part of the Web crawler project, managed by Brian Pinkerton at the University of Washington which collects documents from the Web.

Yahoo http://www.yahoo.com/
          A popular, up-to-date and efficient guide to the on-line world. 

PM 513
Managing Change
Delivery Mode:
Classroom

The materials and activities described below pertain specifically to the Classroom mode of instructional delivery for this course. Please be sure that this document matches the mode of delivery for which you have registered, as materials and assignments for each delivery mode may differ somewhat.

Overview of Course Activities and Grading 

The grade you receive for the course will be derived using City University’s decimal grading system, based on the following:

Analysis Project	30%
Consulting Project	30%
Final Examination	40%

TOTAL	100%

Please consult with your instructor and the current City University Catalog for guidance in determining your decimal grade.

Explanation of Assignments

Analysis Project

The analysis project will provide you an opportunity to deepen your understanding of  systemic change by applying systems thinking concepts and strategies to analyze an organizational change situation.

From a current (within the last three years) Journal, select an article describing an organizational change. It needs to be a substantial article that gives in-depth information about the situation. Once you have read it carefully, select one of the following system thinking tools and apply it to analyze the situation. You may choose one (or more) of the following:

•	Applying an archetype (See Appendix 2 in The Fifth Discipline and Chapter 17 and 18 in the Fieldbook. Chapter 18 gives an excellent one-page picture of the various archetypes that will help you determine if your situation sounds like it might reflect a particular archetype.)
•	Storytelling (See Chapter 16 in the Fieldbook)
•	The Laws of the Fifth Discipline (See Chapter 4 in The Fifth Discipline)

Your analysis should include:

Article Summary

You need to present a concise summary of relevant information about the organizational change from the article you selected.

Application of Systems Thinking

You need to demonstrate application of a systems thinking tool to the situation. Identify the key elements and forces in the situation. Describe their relationships, including what effects what, and in what way. Provide appropriate diagrams if that is helpful in illustrating your analysis.

Conclusions

Describe your conclusions which are based on your analysis. Why did the change seem effective or ineffective? What insights did your systems analysis provide? What would you identify as key leverage points in this situation? Summarize your “lessons learned.”

Bibliography

Be sure to include a bibliography that includes your article and any other references you use.

Grading Criteria for Analysis Project

Presentation of the situation						10%
Thoroughness of analysis					30%
Effective application of systems thinking tool			30%
Justification of conclusions					20%
Grammar, spelling, punctuation and format			10%

TOTAL	100%

Consulting Project

You will apply the action research consulting model described by Bellman in chapter 10 of Getting Things Done When You Are Not in Charge. Select a situation in which you have agreement with a client to serve as a consultant. This may be an internal customer in your organization or a situation where you are in the role of an external consultant.

This project requires:
•	A brief description of the situation, identification of the key players and your relationship to them.
•	Description of your application of the 10 step Consultation Process and the results of each step.
•	Analysis of the consultation. Identify lessons learned, steps which were effectively facilitated and ones which were not. Changes you would make if you were to do the project again.
•	Describe how you utilized your strengths and where you noted your weaknesses as a consultant in this experience.
•	Identify any conflict management strategies you utilize, if applicable.

Your paper should be no more than 10 double-spaced pages.

Grading Criteria for Consulting Project:

Description of the situation	10%
Depth of understanding of the process reflected in 
          the analysis	30%
Ability to identify significant elements in the situation
          and show relationships among them	25%
Depth of analysis of personal effectiveness in this 
          consultation	25%
Grammar, spelling, punctuation and format	10%

TOTAL	100%

Final Examination

Your instructor will provide the grading criteria for your final examination.

Recommended Course Outline

Session		Topics & Assignments					Readings
________________________________________________________________________

	Regular			
	1.	Administrative Details
Course Overview and Objectives	Senge: Chapter 18 
Bellman: 	
		Leader, Manager, Consultant: The Role of the Change Agent as 
       Helper; The “Self” as an Instrument of Change	Chapters 1- 4, 8	
				
	2.	Change and the Learning Organization	Fieldbook:	
		What is a Learning Organization?	Chapters 4, 5, 6, 7	
		Thinking Strategically About Building Learning Organizations		
				
	3.	Understanding the System, Laws of Systems Thinking	Senge:	
		Structures and Change – Identifying Patterns That Control 
       Events
The Impact of Mental Models on Change	Chapters 4, 5, 6, 7, 8, 10
Fieldbook: Chapters 33, 34, 35	
				
	4.	Change: A Linear or Cyclical Process?	Senge: 	
		Interrelationships of the Learning Disciplines	Appendix 1, 2	
		Systems Archetypes	Fieldbook:
Chapters 13-23	
				
	5.	Impact of Change and Transition on the Individual	Bellman: Chapter 5	
		Importance of Understanding the Self as Consultant	Bridges: 	
		Managing Conflict	Chapters 1-6	
				
	6.	The Consulting Process in Action: From Entry to Exit	Bellman: 	
		Identifying the Client	Chapter 10	
				
	7.	Creating Change	Bellman: Chapter 8	
		Challenges of Creating Change	Fieldbook:	
		Revisiting the Laws of the Fifth Discipline	Chapters 40, 41	
		Creating Shared Vision	Senge: 	
			Chapters 4, 11	
				
	8.	Tools for Change: Dialogue, Inquiry and Advocacy	Bellman:	
		Relationships	Chapters 9, 11-17	
		Collaboration and Negotiations, Building Alliances	Fieldbook:	
		Being Accountable
Analysis Project Due	Chapters 54, 55, 56, 57	

Recommended Course Outline (continued)

Session		Topics & Assignments					Readings
________________________________________________________________________

	Regular			
	  9.	Getting Your Own Needs Met	Bellman:	
		Power and Empowerment
Emerging Issues in Organizational Change	Chapters 6,7,18-22	
		Small Group Discussion of Individual Projects 		
				
	10.	Final Examination		
		Consulting Project Due