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 :
A. Group-work with

• mandatory presence during presentation of the cases during the first course  (November 12th)
• participation to the Q&A session with consultants on december 3th
• mandatory presence for oral presentation in the presence of teachers and invited experts on December 17th
• written work due for December 17th.  

B. Individual work : Individual reflexive work. Students can choose the medium: either written work or an audio or video file. This work is due for the beginning of the session 
Group work = 70% & Individual work= 30%
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. 
Only the individual part may be submitted in the second session. The points acquired for group work are acquired once and for all, regardless of the session. The individual part for the second session is based on the improved individual reflexive work  AND an oral discussion with the teachers. 
Regarding the use of AI, the author of a work: (1) is responsible for its content and (2) must cite the sources and explain the methodology used to produce the work. This methodology may include the use of AI tools: in this case, it must be clearly mentioned. 

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