Inhoud
Lecture 1 (05-09-2022) ............................................................................................................................ 2
Lecture 2 (12-09-2022) .......................................................................................................................... 10
Lecture 3 (19-09-2022) .......................................................................................................................... 24
Lecture 4 (26-09-2022) .......................................................................................................................... 37
Lecture 5 (03-10-2022) .......................................................................................................................... 45
Lecture 6 (10-10-2022) .......................................................................................................................... 61
Lecture 7 (17-10-2022) .......................................................................................................................... 76
,Lecture 1 (05-09-2022)
DOVE cyclus: Diagnose Ontwerp Verandering Evaluatie
Why ‘organizational change’?
• Relevant in todays fast moving society and the inclusion of a broader set of stakeholders (change is
a way of life)
• Cuts across functions and hierarchical levels
• Requires its own skills and competences
• Cannot be controlled but can be facilitated
• Often relevant in transitions towards ‘responsible organisations’
• Connects well with the OD&D Master programme
- Direct stakeholders in task environment; buyers & suppliers
- Today NGO’s (greenpeace, artsen zonder grenzen etc.) are more important, so they’re too in
the direct task environment
> additional goal is to be a sustainable organisation, then you need NGO’s to help you to
reach this goal
- If you get new external stakeholders, the task environment will get more complex, then
organisational change increases
- If you divide the organisation in different departments, multiple department may be changed
when certain things change
- You can’t control fully the organisational change process
Examination
MC exam (end of Block 1)
• Content: course literature (also of W38) and plenarylectures
• Example questions: W42 lecture
• Individual grade
• Minimum grade is 5.5
• Counts for 60% of the overall course grade
• Resit is in exam period of block 3
Practice oriented academic research report (end of Block 2)
• Content: will be further explained in the plenary lecture ofW38
• Group grade
• Minimum grade is 5.5
• Counts for 40% of the overall course grade
To finalize the course, you should also have received a ‘sufficient’ for the individual research
assignment (end of Block 2)
,Groups for practice oriented research project
• Sign-up for a workgroup via Brightspace (take into account potential conflicts with other courses)
(w37)
• Research teams will be formed in the first workgroup meeting (W39)
• Students have to find an organization to execute the research:
• Cooperation
• > 20 organizational members
• Focus on the ‘design step’ of the problem solving cycle (Van Aken & Berends)
• Informed by theory
> analysis of leadership, customer service etc. (AH, ASML, USC, Schoenen Reus, Hospital)
Timing: practice-oriented research
• Now - wk. 41 Finding organization and outline of the
assignment
• Signing-up for workgroup wk. 37
• Lecture on practice-oriented research wk. 38
• Grouping research teams wk. 39
• Progress meeting wk. 41
• Hand-in research proposal wk. 43
• Progress meetings wk. 45, 46, 47, 49, 50 (Block 2)
• Hand in research report and individual assignment: January 18th before 17:00
• Hand in individual assignment: January 18th before 17:00
hours
Tips and tricks ‘assignment acquisition
• Use your network
• Contact with ‘DMU’ (Decision Making Unit)
• Parallel trajectories (not all eggs in one basket)
• Prepare
• USP 1: Less need for hiring consultants/advise
• USP 2: Create a network for potential
internships/ graduation assignments
, Change in organizations
Starting point
• Strategic or transformational change = organizational shift in the context of environmental
developments:
• Hard: often involves changes in patterns of resource allocation, organization structure and
processes. Quite tangible, such as budget etc.
• Soft: often involves changes in central believes that members of an organization hold about the
organization, the nature of its environment and the competition and how it competes (~culture). This
is far less tangible.
Starting point: means and ends
what is the goal of your organisation
> goals at t are different than goals at
t+1
Terminology context specific change
1. Change content: The way and what of change; an outline of the required future state of the
organization and its relationship to the current state
2. Change process (transition): How is the change implemented?
3. Outer context: external (competitive) environment. Similar to the task environment.
4. Inner context: internal organizational context (e.g., control systems, power, and politics of
the organization). What the organisation is about internally.
- Goals are often interrelated. You have different ways of achieving the goal
Lecture 1 (05-09-2022) ............................................................................................................................ 2
Lecture 2 (12-09-2022) .......................................................................................................................... 10
Lecture 3 (19-09-2022) .......................................................................................................................... 24
Lecture 4 (26-09-2022) .......................................................................................................................... 37
Lecture 5 (03-10-2022) .......................................................................................................................... 45
Lecture 6 (10-10-2022) .......................................................................................................................... 61
Lecture 7 (17-10-2022) .......................................................................................................................... 76
,Lecture 1 (05-09-2022)
DOVE cyclus: Diagnose Ontwerp Verandering Evaluatie
Why ‘organizational change’?
• Relevant in todays fast moving society and the inclusion of a broader set of stakeholders (change is
a way of life)
• Cuts across functions and hierarchical levels
• Requires its own skills and competences
• Cannot be controlled but can be facilitated
• Often relevant in transitions towards ‘responsible organisations’
• Connects well with the OD&D Master programme
- Direct stakeholders in task environment; buyers & suppliers
- Today NGO’s (greenpeace, artsen zonder grenzen etc.) are more important, so they’re too in
the direct task environment
> additional goal is to be a sustainable organisation, then you need NGO’s to help you to
reach this goal
- If you get new external stakeholders, the task environment will get more complex, then
organisational change increases
- If you divide the organisation in different departments, multiple department may be changed
when certain things change
- You can’t control fully the organisational change process
Examination
MC exam (end of Block 1)
• Content: course literature (also of W38) and plenarylectures
• Example questions: W42 lecture
• Individual grade
• Minimum grade is 5.5
• Counts for 60% of the overall course grade
• Resit is in exam period of block 3
Practice oriented academic research report (end of Block 2)
• Content: will be further explained in the plenary lecture ofW38
• Group grade
• Minimum grade is 5.5
• Counts for 40% of the overall course grade
To finalize the course, you should also have received a ‘sufficient’ for the individual research
assignment (end of Block 2)
,Groups for practice oriented research project
• Sign-up for a workgroup via Brightspace (take into account potential conflicts with other courses)
(w37)
• Research teams will be formed in the first workgroup meeting (W39)
• Students have to find an organization to execute the research:
• Cooperation
• > 20 organizational members
• Focus on the ‘design step’ of the problem solving cycle (Van Aken & Berends)
• Informed by theory
> analysis of leadership, customer service etc. (AH, ASML, USC, Schoenen Reus, Hospital)
Timing: practice-oriented research
• Now - wk. 41 Finding organization and outline of the
assignment
• Signing-up for workgroup wk. 37
• Lecture on practice-oriented research wk. 38
• Grouping research teams wk. 39
• Progress meeting wk. 41
• Hand-in research proposal wk. 43
• Progress meetings wk. 45, 46, 47, 49, 50 (Block 2)
• Hand in research report and individual assignment: January 18th before 17:00
• Hand in individual assignment: January 18th before 17:00
hours
Tips and tricks ‘assignment acquisition
• Use your network
• Contact with ‘DMU’ (Decision Making Unit)
• Parallel trajectories (not all eggs in one basket)
• Prepare
• USP 1: Less need for hiring consultants/advise
• USP 2: Create a network for potential
internships/ graduation assignments
, Change in organizations
Starting point
• Strategic or transformational change = organizational shift in the context of environmental
developments:
• Hard: often involves changes in patterns of resource allocation, organization structure and
processes. Quite tangible, such as budget etc.
• Soft: often involves changes in central believes that members of an organization hold about the
organization, the nature of its environment and the competition and how it competes (~culture). This
is far less tangible.
Starting point: means and ends
what is the goal of your organisation
> goals at t are different than goals at
t+1
Terminology context specific change
1. Change content: The way and what of change; an outline of the required future state of the
organization and its relationship to the current state
2. Change process (transition): How is the change implemented?
3. Outer context: external (competitive) environment. Similar to the task environment.
4. Inner context: internal organizational context (e.g., control systems, power, and politics of
the organization). What the organisation is about internally.
- Goals are often interrelated. You have different ways of achieving the goal
