Olet täällä

Leading Change in the ICT Era

Leading Change in the ICT Era
  • Code: ISM2TX320
  • Extent: ECTS (108 h)
  • Timing: 4th semester
  • Language: English
  • Level: Advanced professional studies
  • Type: Compulsory

Starting level and linkage with other courses

 

Learning Outcomes

Upon successful completion of the course, the students will

  • understand the many challenges and complexities of change,
  • know different ways how change can be approached and managed,
  • be prepared to manage change more successfully

Course Contents

The goal of the course is to provide participants with a variety of approaches to change that will be helpful in making sense of change management and to carry out change. It will help to improve participants’ own performance and that of their own organization.

The course covers the following themes:

  • The many challenges of change
  • Approaches towards change
  • Mobilizing and motivating for change
  • Organization and implementation of change
  • Leading people through transition
  • Particular demands of leadership in change

Cooperation with the business community

Students will apply the learning to their employers as business contexts. Possible guest lecturers from businesses will be invited.

International dimension

Cases and readings are from international business contexts.

Teaching and Learning Methods

In addition to participating actively during lectures students will work both in teams and individually on assignments.

The course will be highly interactive and it will rely on each and every participant’s input and contribution. We will together make this learning journey a lively, insightful and rewarding collective experience, during which we will share practical experience and knowledge, lead a challenging and constructive dialogue as well as draw upon the variety of suggested readings by the instructor and/or course participants.

The first session will be devoted to planning and organizing the course together with the participants. We will start by mapping the needs of understanding change and the learning expectations by the participants. During this session contents and topics for the course will be finalized, individual and group work will be assigned and the procedures for working methodology during the sessions will be agreed upon. Each session will begin by summarizing lessons learned and insights gained from the previous session.

  • Contact hours: 28 h
  • Working on group assignments: 28 h
  • Self-study and working on individual assignments 50 h
  • The assessment of one’s own learning 2 h       

Accreditation of prior learning (APL)

Not applicable.

Teacher(s) responsible

Leena Masalin, Dr.Sc. (Econ), MBA, Facilitator of change and leadership

Course Materials

Compulsory readings

Green, M. 2007, Change Management Masterclass. Kogan Page
Senior, B. & Swailes S., J. 2010. Organizational Change. FT Pearson.

Recommended readings

Amabile, T. & Kramer, S. 2011. The Progress Principle. Boston. Harvard Business School Press

Dawson, P. 2003. Reshaping Change. Routledge.

HBR's 10 Must Reads on Change. Harvard University Press.

Huff, A. & Huff, J. & Barr, P. 2000. When Firms Change Direction. Oxford University Press.

Juuti, P.  & Virtanen, P. 2009. Organisaatiomuutos. Otava.

Kotter, J. 1996. Leading change. Harvard Business School Press.

Mattila, P. 2007. Johdettu muutos: avaimet organisaation hallittuun uudistumiseen. Talentum.

McKeown, M. 2012. Adaptability: The Art of Winning in an Age of Uncertainty. Kogan Page.

Mills, J. H. 2003. Making sense of organizational change. Routledge.

Nadler, D. & Nadler, M. & Tushman, M. 1997. Competing by Desing: The power of Organizational change. Oxford University Press

Passmore, L. & Cantore. 2008. Appreciative inquiry for change management. Kogan Page.

Shaw, P. 2002. Changing conversations in organizations. Routledge.

Valpola, A. 2004. Organisaatiot yhteen – muutosjohtamisen käytännön keinot. WSOY.

Valpola, Kvist, Heimonen, Niutanen, Lillkåll, Masalin & Kalin. 2013. Strategy into Action – People Create the Change. Omakustanne.

Välikangas, L. 2010. The Resilient Organization. McGraw-Hill

Ulrich, D. & Ulrich, W. 2010. How Great Leaders Build Abudant Organizations that Win the Why of Work. McGraw-Hill

Additional selected articles as handouts by the tutor.

Assessment criteria

The course is evaluated on scale 1 to 5 (where 5 is the best). The assessment criteria are presented below regarding three areas: knowledge, skills, and competencies.

Grade/ Learning outcomes

1 (minimum 40% competence level)

3 (minimum 70% competence level)

5 (minumim 90% competence level)

Knowledge

The student can identify, list, and combine the main theoretical change management concepts.

The student can describe the relevant change management concepts and apply them to new contexts. The student can link the key theoretical concepts to the practical task to present the big picture.

The student uses and combines different change management concept and theories, develops own models. His/her use of theory and specific terminology is very accurate. Student is aware of different views of change, and compares different models, theories and viewpoints.

Skills

With great difficulty and under strict supervision, the student partly collects, poorly analyzes, and partly uses relevant research findings to conduct the course project for a client company at a beginner’s level.

Student knows how to use certain change management tools.

The student can collect, partly analyze and partly use relevant research findings to accomplish the course project for a client company at a beginner’s level.

Student is able to choose the relevant tools, methods, and frameworks to the specific situation and context.

The student is able to collect, analyze and use relevant research findings to accomplish the course project for a client company at a high professional level. Student demonstrates excellent skills to choose the appropriate tools, methods, and frameworks that are relevant to the course project.

Competencies

With great difficulty and under strict supervision, the student is able to complete tasks. S/he poorly applies the concepts, tools, and theories to change management projects. S/he can conduct qualitative research with the help of the supervisor.

The student is able to work relatively independently with a client company in a team. S/he is able to apply concepts, tools, and theories to change management projects. S/he can conduct qualitative research relatively independently from the supervisor.

The student is able work very professionally and independently with a client company in a team. S/he can fully apply the learned concepts, tools, and theories to change management projects. S/he can conduct qualitative research in change management at a highly professional level and in an innovative way.

Assessment components and their respective weights

Individual assignments:30 %

Group work assignment: 30 %

Final paper: 40 %

All parts need to be passed.

The assessment of one’s own learning does not influence the grade. The assignment is the same for all courses/modules and the answers will also be used for course/module development. The assignment is completed online in WinhaOpaali.