Change Processes

CHAP21
(M.A. Global Business Development)

Course Syllabus

The course is one of two in the module “Process Management” and values 3 ECTS credit points, which represents a workload of 90 hours. As a guideline, workload could be split to synchronous time in classes (20h), asynchronous time for preparation and reinforcement (50h) and final preparations (20h).

Managing change is one of the core duties that we expect of leaders. This course will inform about different viewpoint on individual, team or organizational change, it will challenge the standard models and it will help you to draw own conclusions on change processes in the field.

Be prepared for interactive sessions, team discussions, and a curriculum that should lead you towards an external foundational certification on change management.

Organizational

The course is one of two in the module “Process Management” and values 3 ECTS credit points, which represents a workload of 90 hours. As a guideline, workload could be split to synchronous time in classes (20h), asynchronous time for preparation and reinforcement (50h) and final preparations (20h).

Regular classes are on Mondays, 14:00-15:30, the initial session will start on March 15, 2021. Please click here to register for the first session via zoom on March 16.

Course material and lecture slides will be available via Moodle. The Moodle key will be communicated in the first online session.

The course prepares for the certification “Change Management Foundation” by APMG, which students can enrol for independently and with fees to be borne individually, partly supported by the faculty.

Readings

  • Bridges, W. (2017) Managing Transitions, 4th ed, DaCapo Books
  • Bushe, G. (2013) Dialogic OD. OD Practitioner. 45(1), 11-17
  • Cameron, E. and Green, M. (2015) Making Sense of Change Management, 4th ed., London: Kogan Page
  • Cheung-Judge, M.-Y. and Holbeche, L. (2015) Organization Development, 2nd ed., London: KoganPage
  • DeLuca, J.R. (1999) Political Savvy, Berwyn: EBG Publications
  • Doppler, K. and Lauterburg, Ch. (2001) Managing Corporate Change, Berlin, Heidelberg: Springer
  • Hayes, J. (2014) The Theory and Practice of Change Management, Houndsmills: Palgrave
  • Kegan, R. and Lahey, L (2009) Immunity to Change. Boston: Harvard Business Press
  • Lewin, K. (1947) Frontiers in Group Dynamics. Human Relations. 1, 5-41
  • Petrie, N. (2015) Vertical Leadership Development. www.ccl.org
  • Scharmer, O. and Kaufer, K. (2013) Leading from the Emerging Future, San Francisco: Berrett-Koehler
  • Schein, E.H. (2012) Humble Consulting, McGraw-Hill
  • Smith, R. et al. (2014) The Effective Change Manager‘s Handbook, London: KoganPage

Evaluation

The course grade is composed of continuous contribution including an own session (50%) and a team paper with presentation (50%)