IDENTIFYING DATA 2019_20
Subject (*) CHANGE MANAGEMENT AND ORGANIZATIONAL INNOVATION Code 20725113
Study programme
Technology and Engineering Management (2017)
 Cycle 2nd
Descriptors Credits Type Year Period
3 Compulsory First
Language
Anglès
Department Chemical Engineering
Psychology
Coordinator
WITT , HANSJÖRG ALBERT
 E-mail hansjorg.witt@urv.cat
Lecturers
WITT , HANSJÖRG ALBERT
Web
General description and relevant information Change in today’s world is complex, at high speed, if not exponential, then in most cases disruptive and, at times, traumatic. Because of this, it is imperative that current and future leaders are well educated in Change Management, so they can lead their organizations through change successfully. Those who know how to anticipate, catalyze and manage, will find their careers and their companies more satisfying and successful. In this course, you will learn how to manage change - new products, processes, technologies, business models, etc. - in a structured and effective way, helping people to cope with change, overcome resistance and produce sustainable transformation.

Competences
Type A Code Competences Specific
 A1.1 Apply knowledge of business managment to technology companies and their functional areas while taking into account the multidiscplinary and ill-defined nature of the process of scientific and technical innovation.
 A2.1 Design strategies for exploiting innovation.
Type B Code Competences Transversal
 B2.1 Lead and define multidisciplinary teams that can respond to technical changes and management needs in national and international contexts and in poorly defined situations.
 B2.2 Provide purpose and direction. Influence and guide others in order to improve performance and achieve objectives.
 B2.4 Pool knowledge and recognise the difficulties inherent in making judgements and taking decisions on the basis of incomplete or limited information, especially when such decisions require reflection on the social and ethical responsibilities of professional practice
Type C Code Competences Nuclear

Learning outcomes
Type A Code Learning outcomes
 A1.1 Understand the importance of placing innovation at the centre of the entrepreneurial process in a technology company.
 A2.1 Interpret the management of innovation in terms of processes.
Establish organisational structures that encourage innovation processes in companies.
Type B Code Learning outcomes
 B2.1 Identify and explain key bahaviours for promoting continual improvement and innovation within the organisation.
 B2.2 Identify and explain key behaviours to maximise the potential of the individuals in the organisation.
 B2.4 Identify and describe the elements that constitute an excellent management system.
Type C Code Learning outcomes

Contents
Topic Sub-topic
Introduction to leadership and change management. Leadership in the 21st century
The roles in change processes
Organizational design and behavior
Change management methodology Basic aspects
Stages
Implementation
Psycho-social factors. Reactions to change and possible resistances
Stress and anxiety management tactics
Organizational psychology

Planning
Methodologies  ::  Tests
  Competences (*) Class hours
 Hours outside the classroom
 (**) Total hours
Introductory activities
1 0 1
Lecture
A1.1
A2.1
B2.1
B2.2
 19 23 42
Practical cases/ case studies
A1.1
 8 17 25
Personal attention
1 0 1
 
 
(*) On e-learning, hours of virtual attendance of the teacher.
(**) The information in the planning table is for guidance only and does not take into account the heterogeneity of the students.

Methodologies
Methodologies
  Description
Introductory activities Introduction to the subject: purpose, objectives, working plan, and assessment method.
Lecture Lectures on the subjec's content.
Practical cases/ case studies Analysis of case studies and oral presentation of the conclusions drawn.
Personal attention Tutoring of students according to the schedule that will be timely communicated.

Personalized attention
Description
On-site attendance hours for students on previous request via e-mail or moodle, or virtual by the same way

Assessment
Methodologies Competences Description Weight        
Practical cases/ case studies
A1.1
 Case study/teamwork & presentation 80
Others  

Class presence and participation

20
 
Other comments and second exam session

Attendance of class is mandatory. The basis for the marks is a team presentation, hence, no second call (individual absence on the day of exam/presentation has to be absorbed by the team)


Sources of information

Basic John P. Kotter, Leading Change, 2012, Harvard Business School Press

Yves Morieux: As work gets more complex, 6 rules to simplify https://archive.org/details/YvesMorieux_2013S

Complementary Dennis N. T, Leading at the Edge, , Perkins
ASIN: B0088EDNMM, Shackleton, ,
Yves Morieux, Six Simple Rules, How to Manage Complexity without Getting Complicated, ,
G.A. Rummler, A.P. Brache, Improving Performanc, ,

Recommendations
(*)The teaching guide is the document in which the URV publishes the information about all its courses. It is a public document and cannot be modified. Only in exceptional cases can it be revised by the competent agent or duly revised so that it is in line with current legislation.