| 授業名 | Strategic Change Leadership |
|---|---|
| Course Title | Strategic Change Leadership |
| 担当教員 Instructor Name | Marius Ungerer |
| コード Couse Code | GLP215_G18N |
| 授業形態 Class Type | |
| 単位 Credits | |
| 言語 Language | EN |
| 学位 Degree | |
| 開講情報 Terms / Location | 2018 GSM Nagoya Fall |
授業の概要 Course Overview
Misson Statementとの関係性 / Connection to our Mission Statement
授業の目的（意義） / Importance of this course
This intensive course on Strategic Change Leadership is aimed at EMBA and MBA students with solid work experience of at least a minimum of five years in organisations. Change is the companion of leaders in organisations. We as individuals can choose how we think about organisational and individual change. Please do not join this class if you are not personally open yourself to integrate diverse thinking departure points that is different from the main stream paradigm and to work with yourself as your own change agent.
In this course participants will, as change leaders, be exposed to thinking and practices to take up their change role in society and in business in an authentic and sustainable way. This will be achieved through exposing participants to the application of a mix of conceptual frameworks, case studies and practical tools as inputs on the subject of strategic change leadership.
The aim is to stimulate thinking and to build competencies in leading change with and through others. The primary focus of the course is on the practical application of strategic change leadership approaches in an organisational context. The interplay between the concepts leadership and management is illustrated here -
https://drive.google.com/file/d/1wAWfX0JBLPQ-sHE3Thg8C1vUFdrWhkX5/view?usp=sharing
In this course participants will, as change leaders, be exposed to thinking and practices to take up their change role in society and in business in an authentic and sustainable way. This will be achieved through exposing participants to the application of a mix of conceptual frameworks, case studies and practical tools as inputs on the subject of strategic change leadership.
The aim is to stimulate thinking and to build competencies in leading change with and through others. The primary focus of the course is on the practical application of strategic change leadership approaches in an organisational context. The interplay between the concepts leadership and management is illustrated here -
https://drive.google.com/file/d/1wAWfX0JBLPQ-sHE3Thg8C1vUFdrWhkX5/view?usp=sharing
到達目標 / Achievement Goal
本授業の該当ラーニングゴール Learning Goals
*本学の教育ミッションを具現化する形で設定されています。
LG2 Diversity Awareness
LG3 Ethical Decision Making
LG5 Executive Leadership (EMBA)
LG7 Global Perspective (GLP)
LG3 Ethical Decision Making
LG5 Executive Leadership (EMBA)
LG7 Global Perspective (GLP)
受講後得られる具体的スキルや知識 Learning Outcomes
Learning outcomes
At the end of the course, the participants should be able to:
• Have an understanding of the dynamics of organisational change and change
processes.
• Have an appreciation of the context affecting the strategic change agenda of organisations in the 21st century
• Be more mindful of different change leadership styles and the potential impact of it.
• Plan and initiate high impact change processes from a strategic perspective.
• Develop personal learning focus-areas to enhance personal change leadership capacities.
At the end of the course, the participants should be able to:
• Have an understanding of the dynamics of organisational change and change
processes.
• Have an appreciation of the context affecting the strategic change agenda of organisations in the 21st century
• Be more mindful of different change leadership styles and the potential impact of it.
• Plan and initiate high impact change processes from a strategic perspective.
• Develop personal learning focus-areas to enhance personal change leadership capacities.
教育手法 Teaching Method
| 教育手法 Teaching Method | % of Course Time | |
|---|---|---|
| インプット型 Traditional | 20 % | |
| 参加者中心型 Participant-Centered Learning | ケースメソッド Case Method | 80 % |
| フィールドメソッド Field Method | 0 % | 合計 Total | 100 % |
事前学修と事後学修の内容、レポート、課題に対するフィードバック方法 Pre- and Post-Course Learning, Report, Feedback methods
This intensive course over 3 days is design to stimulate class interaction through the application of case studies and other individual reflective exercises to stimulate self-insights and develop individual capabilities related to positively lead and influence strategic change initiatives/projects in organisations. To enable class participation it is a requirement that the participants complete the
preparation for two quizzes before day 1 of the course to ensure that the core theory related change management is well understood and can be used during the course.
Each day of the course has a theme and case material and exercises to support the theme (see below the detail schedule for each day). Each case will be discussed around key questions and participants need to develop their own views on these questions to maximise their learning opportunity. There will be time allocated during class time to discuss in small groups perspectives on the case and plenary session will be used for interactive participation. These sessions will also be used to stimulate thinking by introducing thinking frameworks relevant to the discussion.
The content of the course is focused on a strategic level.
Prepare to complete 2 quizzes during day 1 morning that cover four Articles:
- John Kotter. Leading change: Why transformational change fail
- Michael Beer & Nitin Nohria. Cracking the code of change
- Wheatley & Kellner-Rogers. The irresistible future of organising
- Wheatley & Kellner- Rogers. Bringing life to organisations
An individual assignment is the main evaluation method for the course - see below in section on
Evaluation for details
preparation for two quizzes before day 1 of the course to ensure that the core theory related change management is well understood and can be used during the course.
Each day of the course has a theme and case material and exercises to support the theme (see below the detail schedule for each day). Each case will be discussed around key questions and participants need to develop their own views on these questions to maximise their learning opportunity. There will be time allocated during class time to discuss in small groups perspectives on the case and plenary session will be used for interactive participation. These sessions will also be used to stimulate thinking by introducing thinking frameworks relevant to the discussion.
The content of the course is focused on a strategic level.
Prepare to complete 2 quizzes during day 1 morning that cover four Articles:
- John Kotter. Leading change: Why transformational change fail
- Michael Beer & Nitin Nohria. Cracking the code of change
- Wheatley & Kellner-Rogers. The irresistible future of organising
- Wheatley & Kellner- Rogers. Bringing life to organisations
An individual assignment is the main evaluation method for the course - see below in section on
Evaluation for details
授業スケジュール Course Schedule
Times for Day 1 & 2:
09h20 – 10h00: Groups sessions
10h00 – 12h00: Class
12h00 – 12h50: Lunch
12h50 – 14h50: Class
15h00 – 17h00: Class
17h10 – 19h30: Class
Times for Day 3:
09h20 – 10h00: Groups sessions
10h00 – 12h10: Class
12h10 – 13h10: Lunch
13h10 – 15h20: Class
15h30 – 17h50: Class
Below is a description of the theme and content of each day. The preparation for each session is also indicated
【DAY 1】
Theme: Leading Change
(Session 1): Introduction and orientation
• Grounding and check-in
• Team work
• Reflective learning practice
• 2 Quizzes
• Main learnings from 4 articles about change theory
Prepare to complete 2 quizzes during day 1 morning that cover four articles.
Articles:
- John Kotter. Leading change: Why transformational change fail
- Michael Beer & Nitin Nohria. Cracking the code of change
- Wheatley & Kellner-Rogers. The irresistible future of organising
- Wheatley & Kellner- Rogers. Bringing life to organisations
(Session 2): Leading change processes
Case study: Texas Children Hospital:
• Groups preparation
• Class discussion
Case study: The Elco Elevator case: Fair processes matter
• Group preparation
• Class discussion
Read:
Texas Children Hospital case study and prepare responses to case questions.
The Elco Elevator case and prepare responses to case questions.
(Session 3): Leading in the 21st century
• Leading with an abundance perspective
• Positive deviance thinking, collaboration and team dynamics
• Individual and group reflections
Preparation: None – class notes for reference
(Session 4): Leadership failures: Our quest for
Ethical leadership
Case study on Carlos Ghosn and many other: The fall of corporate heroes
• Groups preparation
• Class discussion
Read: Case study on Carlos Ghosn and many other: The fall of corporate heroes. Answer case study questions. Also read
- Leading in the 21st Century: An interview with Carlos Ghosn
- Saving the business without losing the company by Carlos Ghosn.
Prepare responses to case questions
Video case study: The art of possibilities
【DAY 2】
Theme: Organisation change
Session 5: Leadership styles
Case study: Philips electronics: Impact of different leadership styles
• Groups preparation
• Class discussion
Leadership that gets results: Class discussion
Read case study on Philips electronics and prepare responses to case questions
Read article by Goleman on Leadership that gets results
(Session 6): Leadership failure and success
Case study: The Ron Johnson story
• Groups preparation
• Class discussion
Read case study on Ron Johnson and prepare responses to case questions
Session 7: The nature of organisational performance
Case study: ABB – The halo effect
• Groups preparation
• Class discussion
Misunderstanding the Nature of Company
Performance – article: Class discussion
Read the case material on ABB and prepare responses to case questions
(Session 8): Leadership integrity
Me as my own case study:
• Exploring my own integrity through reflective exercises
Use book Leadership for All
Use reflective guide on intergrity to develop personal insights – this is an in-class activity that does not need prior preparation
【DAY 3】
Theme: Personal change
(Session 9): Business and societal change
Case study: Howard Schultz, CEO of STARBUCKS
• Group preparation
• Class discussion
Case study: Morning Star and Gore Tex
• Group preparation
• Class discussion
Transforming Giants: Article and video
Read the case material on Starbucks and prepare responses to case
questions
Please read the case material on new organisational and management practices in W.L. Gore and Morning Star.
(Session 10): Leading from within
Practical: Meditation exercise to stimulate sustainable thinking
Practical: Moment of Greatness exercise
Video case study on Awareness: Living with a higher level of consciousness
Practical: Emotional intelligence.
Complete Questions on Leadership emotional and team competence questions in class
Practical: The Practice of Leadership questionnaire self-evaluation – to be completed before class
(Session 11): Personal Leadership
Practical: VISA questionnaire to develop insights on leadership strengths.
Practical: Leadership webs: Evaluation of relationship web and improvement areas: my
influencing domain.
Practical: Strategic Change Leaders action agenda
Complete Visa survey before class
Session 10 and 11 is focused on individual personal development.
The assessment questionnaires is completed in class and use as basis for class discussions
09h20 – 10h00: Groups sessions
10h00 – 12h00: Class
12h00 – 12h50: Lunch
12h50 – 14h50: Class
15h00 – 17h00: Class
17h10 – 19h30: Class
Times for Day 3:
09h20 – 10h00: Groups sessions
10h00 – 12h10: Class
12h10 – 13h10: Lunch
13h10 – 15h20: Class
15h30 – 17h50: Class
Below is a description of the theme and content of each day. The preparation for each session is also indicated
【DAY 1】
Theme: Leading Change
(Session 1): Introduction and orientation
• Grounding and check-in
• Team work
• Reflective learning practice
• 2 Quizzes
• Main learnings from 4 articles about change theory
Prepare to complete 2 quizzes during day 1 morning that cover four articles.
Articles:
- John Kotter. Leading change: Why transformational change fail
- Michael Beer & Nitin Nohria. Cracking the code of change
- Wheatley & Kellner-Rogers. The irresistible future of organising
- Wheatley & Kellner- Rogers. Bringing life to organisations
(Session 2): Leading change processes
Case study: Texas Children Hospital:
• Groups preparation
• Class discussion
Case study: The Elco Elevator case: Fair processes matter
• Group preparation
• Class discussion
Read:
Texas Children Hospital case study and prepare responses to case questions.
The Elco Elevator case and prepare responses to case questions.
(Session 3): Leading in the 21st century
• Leading with an abundance perspective
• Positive deviance thinking, collaboration and team dynamics
• Individual and group reflections
Preparation: None – class notes for reference
(Session 4): Leadership failures: Our quest for
Ethical leadership
Case study on Carlos Ghosn and many other: The fall of corporate heroes
• Groups preparation
• Class discussion
Read: Case study on Carlos Ghosn and many other: The fall of corporate heroes. Answer case study questions. Also read
- Leading in the 21st Century: An interview with Carlos Ghosn
- Saving the business without losing the company by Carlos Ghosn.
Prepare responses to case questions
Video case study: The art of possibilities
【DAY 2】
Theme: Organisation change
Session 5: Leadership styles
Case study: Philips electronics: Impact of different leadership styles
• Groups preparation
• Class discussion
Leadership that gets results: Class discussion
Read case study on Philips electronics and prepare responses to case questions
Read article by Goleman on Leadership that gets results
(Session 6): Leadership failure and success
Case study: The Ron Johnson story
• Groups preparation
• Class discussion
Read case study on Ron Johnson and prepare responses to case questions
Session 7: The nature of organisational performance
Case study: ABB – The halo effect
• Groups preparation
• Class discussion
Misunderstanding the Nature of Company
Performance – article: Class discussion
Read the case material on ABB and prepare responses to case questions
(Session 8): Leadership integrity
Me as my own case study:
• Exploring my own integrity through reflective exercises
Use book Leadership for All
Use reflective guide on intergrity to develop personal insights – this is an in-class activity that does not need prior preparation
【DAY 3】
Theme: Personal change
(Session 9): Business and societal change
Case study: Howard Schultz, CEO of STARBUCKS
• Group preparation
• Class discussion
Case study: Morning Star and Gore Tex
• Group preparation
• Class discussion
Transforming Giants: Article and video
Read the case material on Starbucks and prepare responses to case
questions
Please read the case material on new organisational and management practices in W.L. Gore and Morning Star.
(Session 10): Leading from within
Practical: Meditation exercise to stimulate sustainable thinking
Practical: Moment of Greatness exercise
Video case study on Awareness: Living with a higher level of consciousness
Practical: Emotional intelligence.
Complete Questions on Leadership emotional and team competence questions in class
Practical: The Practice of Leadership questionnaire self-evaluation – to be completed before class
(Session 11): Personal Leadership
Practical: VISA questionnaire to develop insights on leadership strengths.
Practical: Leadership webs: Evaluation of relationship web and improvement areas: my
influencing domain.
Practical: Strategic Change Leaders action agenda
Complete Visa survey before class
Session 10 and 11 is focused on individual personal development.
The assessment questionnaires is completed in class and use as basis for class discussions
成績評価方法 Evaluation Criteria
*成績は下記該当項目を基に決定されます。
*クラス貢献度合計はコールドコールと授業内での挙手発言の合算値です。
The two quizzes cover core theoretical aspects on change management and is part of the preparation for the course and is completed before the start of the course. The 2 quizzes will be done on day one of the course as part of the class activity. See above the content to be used to prepare for the quizzes.
The individual assignment is completed within 2 weeks after the course and is a reflective essay on your personal approach to strategic change leadership.
An individual assignment is the main evaluation method for the course. A written individual assignment will be required from students. The assignment should be around 2500 words and must be the student’s original work.
The assignment is a reflective essay on the following topic:
・ Please write a 2000 - 2500 words reflective essay that explore your deep insights and views on the following elements:
・ Your personal understanding of change processes (mechanistic and organic) and the influence of context to plan and execute change initiatives– use the
frameworks from the course to inform this view;
・ The strategic change agenda for responsible organisations (key aspects that should be on the future strategic change agenda) - use the frameworks and learnings from the course to motivate your choices;
・ The critical success factors for achieving sustainable strategic change - use
the frameworks and learnings from the course to motivate your choices;
・ Your personal leadership style and approach as basis for your contribution as a change leader and follower.
・ Your personal strengths and growth areas to increase your personal change leadership impact and what you will do to close these gaps?
・ Include an annexure that reflects your key insights for each day of the course as evidence of your reflective database (the annexure does not count in word count).
It is recommended that each student keep daily insights notes or a journal where the main learning of each day is captured to create a database for the above reflective essay.
Due date: Monday 4 February 2019 and should be send to: mariusu@usb.ac.za marked Strategic change Leadership Assignment. Please clearly indicate your name and student number on all pages.
*クラス貢献度合計はコールドコールと授業内での挙手発言の合算値です。
| 講師用内規準拠 Method of Assessment | Weights |
|---|---|
| コールドコール Cold Call | 0 % |
| 授業内での挙手発言 Class Contribution | 0 % |
| クラス貢献度合計 Class Contribution Total | 0 % |
| 予習レポート Preparation Report | 0 % |
| 小テスト Quizzes / Tests | 20 % |
| シミュレーション成績 Simulation | 0 % |
| ケース試験 Case Exam | 0 % |
| 最終レポート Final Report | 80 % |
| 期末試験 Final Exam | 0 % |
| 参加者による相互評価 Peer Assessment | 0 % |
| 合計 Total | 100 % |
評価の留意事項 Notes on Evaluation Criteria
Note on GradingThe two quizzes cover core theoretical aspects on change management and is part of the preparation for the course and is completed before the start of the course. The 2 quizzes will be done on day one of the course as part of the class activity. See above the content to be used to prepare for the quizzes.
The individual assignment is completed within 2 weeks after the course and is a reflective essay on your personal approach to strategic change leadership.
An individual assignment is the main evaluation method for the course. A written individual assignment will be required from students. The assignment should be around 2500 words and must be the student’s original work.
The assignment is a reflective essay on the following topic:
・ Please write a 2000 - 2500 words reflective essay that explore your deep insights and views on the following elements:
・ Your personal understanding of change processes (mechanistic and organic) and the influence of context to plan and execute change initiatives– use the
frameworks from the course to inform this view;
・ The strategic change agenda for responsible organisations (key aspects that should be on the future strategic change agenda) - use the frameworks and learnings from the course to motivate your choices;
・ The critical success factors for achieving sustainable strategic change - use
the frameworks and learnings from the course to motivate your choices;
・ Your personal leadership style and approach as basis for your contribution as a change leader and follower.
・ Your personal strengths and growth areas to increase your personal change leadership impact and what you will do to close these gaps?
・ Include an annexure that reflects your key insights for each day of the course as evidence of your reflective database (the annexure does not count in word count).
It is recommended that each student keep daily insights notes or a journal where the main learning of each day is captured to create a database for the above reflective essay.
Due date: Monday 4 February 2019 and should be send to: mariusu@usb.ac.za marked Strategic change Leadership Assignment. Please clearly indicate your name and student number on all pages.
使用ケース一覧 List of Cases
- 「The Elco Elevator: Fair processes matter」、Texas Children Hospi
- 「Philips electronics: Impact of different leadership styles」、Case study on Carlos
- 「ABB – The halo effect」、The Ron Johnson stor、HBS
- 「Starbucks: Howard Schultz」、Article: Misundersta
教科書 Textbook
- TBA「TBA」TBA（TBA）
参考文献・資料 Additional Readings and Resource
Reference
Kotter, J. P. & Cohen, D.S. 2002. The Heart of Change: Real-Life Stories of How People Change Their Organizations. Boston: Harvard Business Press.
Ungerer, M., Herholdt, J. & Le Roux, J. 2013. Leadership for All – Virtue practices to flourish. Johannesburg: Knowledge Resources.
Kotter, J. P. & Cohen, D.S. 2002. The Heart of Change: Real-Life Stories of How People Change Their Organizations. Boston: Harvard Business Press.
Ungerer, M., Herholdt, J. & Le Roux, J. 2013. Leadership for All – Virtue practices to flourish. Johannesburg: Knowledge Resources.
授業調査に対するコメント Comment on Course Evaluation
More cases are now part of the material and the course is designed for small group interaction to learn from each other. Participants need to be prepared to work within themselves to identify new growth possibilities. This self-reflection is a core part of the learning journey.
担当教員のプロフィール About the Instructor
Refereed Articles
- (2019) Exploring the design of performance dashboards in relation to achieving organisational strategic goals. South African Journal of Industrial Engineering 30(2): 1012-277X
- (2019) Conceptualising Strategy-Making Through a Strategic Architecture Perspective. Management Studies 7(3):
- (2019) Management Practices and Activities Influencing the Effectiveness of Organisations in Namibia. Southern African Business Review 23
- (2019) Integrative leadership for technology innovation. International Journal of Technology Management 79(3/4): 0267-5730
- (2019) Cipla-Medpro acquisition: the pre- and post-merger story. Emerald Emerging Markets Case Studies 19 2045-0621