Course
Organizational Change Leadership (E-MBA270)
The purpose of this module is to facilitate a challenging learning environment which will support the development of a critical understanding of organizational change leadership, followership and management.
Dette er emnebeskrivelsen for studieåret 2016-2017. Merk at det kan komme endringer.
Semesters
Fakta
Emnekode
E-MBA270
Vekting (stp)
10
Semester undervisningsstart
Spring
Undervisningsspråk
Norwegian
Antall semestre
1
Vurderingssemester
Spring
Content
Learning outcome
Based on a foundation of academic theories, concepts and models, case studies and practitioner experience we aim to hone a mental capacity and a critical capability to explore and master a range of change enabling approaches which may all be appropriate in a given situation. The module will include:
- A clear link to leadership and followership;
- Contemporary change leadership and management issues and concepts (e.g. ethics, trust and participation);
- Change enabling organizational structures, cultures and processes;
- Barriers and resistance to change/Change readiness;
- Organizational power and politics;
Students should be able to:
- Critically evaluate a range of change leadership, followership and management theories, concepts and models.
- Critically assess the challenges of change and its leadership and management.
Forkunnskapskrav
The course is on master level and is available for students with a bachelor degree or similar education and a minimum of two years of relevant work experience.
Work experience may compensate for lack of educational skills.
The course can be a part of the Executive MBA programme.
Exam
Vilkår for å gå opp til eksamen/vurdering
Fagperson(er)
Course coordinator:
Espen OlsenMethod of work
Instruction is provided through three two-day long sessions. Through establishing clear and appropriate expectations of both lecturers and students the module team aims to facilitate the highest possible learning experience reflecting the level of study. Students are expected to fully engage in the learning process by full participation which include shorter presentations and longer 'guest lecturing' slots. Everyone is expected to have read the readings identified in preparation for each session.
We recommend the students to come prepared (having read identified readings, journal articles etc.) and that the students must contribute to presentations, seminars, group work etc.
Resources:
- Library
- Virtual Learning Environment (VLE)
Based on the available theory and experience lecturers and students will be working together in exploring a range of related challenges and alternative solutions.
Åpent for
Emneevaluering
Litteratur
Cawsey, T.F., Deszca, G. and Ingols, C. (2015). Organizational Change: an action-oriented toolkit. London: Sage.
Recommended additional reading:
Oreg, S., Michel, A. and By, R.T. (Eds.) (2013). The Psychology of Organizational Change: Viewing Change from the Employee's Perspective. Cambridge: Cambridge University Press.
Harvard Business Review Press (2011). HBR's 10 must reads on change. Boston, Massachusetts: Harvard Business School Publishing Corporation.
Relevant journal articles.