Organizational Development & Change Management (ILV)Back
|Semester of degree program||Semester 4|
|Mode of delivery||Presencecourse|
|Language of instruction||English|
The students know basic concepts and fundamental relations to Organizational Development and Change Management. They know reasons, typical approaches and methods for the management of change as well as communication concepts and different roles in the context of change processes. Based on conceptional considerations they are able to actively design change processes. By means of case studies they get a understanding of fundamental relations.
- Introduction into the issue
- Reasons and triggers for change processes
- Social Systems and System Theory
- Basic models and roles within change processes
- Active design of change processes
- Activities and structures of communication
- Governance of change processes
Collins, J. (2001): Good to Great: Why Some Companies Make the Leap...And Others Don't. New York: Harper Business.
Senge, P.S., Kleiner, A. Smith, B., Roberts, Ch. & Ross, R. (1994): The Fifth Discipline Fieldbook: Strategies and Tools for Building a Learning Organization. New York: Crown Business.
Senge, P.S. (1990): The Fifth Discipline. The art and practice of the learning organization. New York et al.: Doubleday/Currency.
Kotter, J.P. (1996): Leading Change. Boston, Massachusetts: Harvard Business School Press.
Inputs, discussions, simulation, business cases
Written exam, written business case in small groups