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Change Management (IFLV6599)
Department
- International Program
Course unit code
- IFLV6599
Level of course unit
- Bachelor
Year of study
- Spring 2025
Semester when the course unit is delivered
- 1
Number of ECTS credits allocated
- 3.0
Name of lecturer(s)
- FH-Prof. Farrell Wendy, PhD
Learning outcomes of the course unit
- Upon completion of this four-day workshop, participants will be able to:
- Gain a deep understanding of the complexities involved in organizational change, including the drivers of change, the challenges it presents, and the strategies for successfully navigating it.
- Acquire thorough knowledge of the McKinsey 7S Framework (Strategy, Structure, Systems, Shared Values, Skills, Style, and Staff) and its application in diagnosing and addressing organizational effectiveness and alignment.
- Learn to critically assess the impact of different organizational structures and apply strategies to optimize structure for enhanced agility and effectiveness.
- Develop the ability to formulate comprehensive change strategies that consider all aspects of the organization.
- Learn techniques for implementing organizational change, including planning, communication, and stakeholder engagement strategies, to ensure smooth transitions and minimize resistance.
- Apply the theoretical knowledge gained in a practical, hands-on simulation exercise that mirrors real-world organizational change scenarios, allowing participants to experiment with change strategies and see immediate outcomes.
Recommended optional program components
- none
Recommended or required reading
- Burke, W. W., & Litwin, G. H. (1992). A Causal Model of Organizational Performance and Change. Journal of Management, 18(3), 523-545.
Cawsey, T.F. (2016). Organizational change: an action-oriented toolkit (3rd ed.). Thousand Oaks, California: SAGE Publications.
Jones, G. R. (2012): Organizational theory, design, and change. Edinburgh: Pearson education.
Porter, M. (1985). Competitive Advantage: Creating and sustaining superior performance
Venkateswara Rao, T. (2004). Performance management and appraisal systems: HR tools for global competitiveness
Waterman Jr., R. H., Peters, T. J., & Phillips, J. R. (1980). Structure is not organization. Business Horizons Actions
Planned learning activities and teaching methods
- The course comprises an interactive mix of lectures, discussions and individual and group work.
Assessment methods and criteria
- The course will be assessed as follows:
Participation (80%): Participation is at the heart of our learning experience. Given the interactive nature of this course, your active involvement in all class activities is crucial. Points will be awarded based on engagement in class discussions and activities, attendance, and preparation.
Reflection Paper (20%): At the end of the course, you will submit a Reflection Paper (3-5 pages, double-spaced) that encapsulates your learning journey. This paper should reflect on learning, offer personal insights, apply the concepts learned, and critically engage with the course material.
Language of instruction
- English
Work placement(s)
- none