Change Management and Leadership

Teacher(s)

Guilmot Nathalie (compensates Vas Alain); Malcourant Emilie (compensates Vas Alain); Vas Alain;

Language

English

Main themes

• Organizational readiness for change 
• Organizational diagnostic models
• Change agenda implementation
• Monitoring change models
• Management of permanent change 
• Laedership-Sponsorship

Learning outcomes

At the end of this learning unit, the student is able to :
1	With regard to the competency framework of this program, this teaching unit contributes to the development and acquisition of the following competencies   Mastering knowledge 2.4. Activate and apply knowledge appropriately to a problem. Apply a scientific approach 3.1 Conduct clear and structured analytical reasoning by applying and, if necessary, adapting scientifically sound conceptual frameworks and models to describe and analyse a concrete problem 3.3 Thinking about the problem in a systemic and global way: perceiving the different elements of the situation, their interactions in a dynamic approach. Act in an international and multicultural context 5.3. Understand and position one's personal role and field of action in the overall functioning of the company, interfacing with the various internal and external stakeholders Working in a team and exercising leadership 6.1 Working in a team: integrating and being able to collaborate within a team, being open to and taking into consideration different points of view and ways of thinking, dealing constructively with divergences and conflicts, assuming diversity. At the end of this course, the student will be able to mobilize knowledge of organizational diagnosis chose and use conceptual models in organizational change in order to make an in-depth analysis of a change situation and to plan its implementation; develop change management and leadership skills in the preparation, implementation, communication and evaluation of organizational change.

Content

Give students the possibility to learn how to manage organizational change taking a systemic approach. More specifically, the student will have to:

1. Analyze the organizational change context relying on internal and external theoretical models;
2. Understand the organizational change process and the roles of actors at different levels of the organization;
3. Escribe and explain the steps to lead an organizational change;
4. Go on the field to understand the empirical difficulties of such a complex process.

Teaching methods

Lecture, case studies, group discussions, group project and guest speakers

Evaluation methods

This course is assessed by :
Group-work with (1) oral presentation on December 22th  and (2) written work due for exam day
Individual work :Written Exam in session (open questions)
Group-work = 50%
Written exam= 50%
Both individual and group parts are mandatory to consider students complete the course. If both parts are not presented, student will get a grade of 0/20.
During the second session the written examination is replaced by an oral examination

Other information

Guest speakers :
Luc de Jaegere – Nexum (Founding Partner)
Valérie Lacroix – Partenamut (Change Maker)
Yasmine Drissi – Deloitte (Organization Transformation – Change by Design)

Online resources

Slides provided through Moodle 

Bibliography

Those are examples and do not represent an exhaustive list:
Pichault, F. (2013). Change management: Toward a polyphonic management. De Boeck Superieur.
Kotter, J. P. (2012). Leading change. Harvard business press.
Mansaray, H. E. (2019). The role of leadership style in organisational change management: a literature review. Journal of Human Resource Management, 7(1), 18-31.

Teaching materials

• Slides provided via Moodle

Faculty or entity

CLSM