MG4B7 Half Unit
This information is for the 2019/20 session.
Dr James Woodcock
This course is available on the CEMS Exchange, Global MSc in Management, Global MSc in Management (CEMS MiM), Global MSc in Management (MBA Exchange), MBA Exchange, MPA Dual Degree (LSE and Columbia), MPA Dual Degree (LSE and Hertie), MPA Dual Degree (LSE and NUS), MPA Dual Degree (LSE and Sciences Po), MPA Dual Degree (LSE and Tokyo), MPA in International Development, MPA in Public Policy and Management, MPA in Public and Economic Policy, MPA in Public and Social Policy, MPA in Social Impact, MRes/PhD in Management (Employment Relations and Human Resources), MSc in Development Management, MSc in Human Resources and Organisations (Human Resource Management/CIPD), MSc in Human Resources and Organisations (International Employment Relations and Human Resource Management), MSc in Human Resources and Organisations (Organisational Behaviour), MSc in Management (1 Year Programme), MSc in Management of Information Systems and Digital Innovation and Master of Public Administration. This course is available with permission as an outside option to students on other programmes where regulations permit.
This course adopts a psychological framework to explore the content, process and outcomes of organisational change. The aim of the course is to provide students with different psychological theories to understand the process and consequences of organisational change and in doing so addresses the following issues: type of organisational change, creating readiness for organisational change and leading change, the change agent, strategies for change, resistance to change and evaluation of and institutionalization of organisational change. Models and frameworks for analyzing and diagnosing change; the role of the change agent, leading change from the top, bottom up change specific interventions; strategies of change; a justice perspective on organisational change; understanding recipients reactions to change; theory and methods of evaluation of organisational change and reinforcing change interventions.
21 hours of lectures and 12 hours of seminars in the LT. 5 hours of lectures and 1 hour and 30 minutes of seminars in the ST.
The teaching is highly participative and includes lectures and seminars. Group working is an integral part of the course and students are expected to actively contribute to their syndicate group throughout the year. The course is demanding of students and depends partly upon commitment and willingness to participate fully. The course is taught in the LT. Students on this course will have a reading week in Week 6, in line with departmental policy.
Students will take part in a mock exam in the LT.
The course relies heavily on journal articles (for example, Academy of Management Journal, Journal of Applied Psychology, Journal of Organizational Behaviour, and Journal of Applied Behavioural Science) and the use of case studies. The following book is also useful: Oreg, S., Michel, A., & By, T. B., (Eds.) (2013), The psychology of organizational change: Viewing change from the employee's perspective, Cambridge University Press.
Exam (100%, duration: 2 hours) in the summer exam period.
Total students 2018/19: 48
Average class size 2018/19: 15
Controlled access 2018/19: No
Value: Half Unit
Personal development skills
- Team working