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| GRHO0017-2 | Change Management
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| Duration : | 30h Th |
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| Number of credits : |
| Master in Management Sciences, in-depth approach, 1st year | | 5 |
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| Master degree in Management, didactic approach, 1st year | | 5 |
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| Master degree in Management, professional focus in Banking and Asset Management, 1st year | | 5 |
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| Master degree in Business Engineering, professional focus in Performance Management and Control, 1st year | | 5 |
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| Master en sciences de gestion, à finalité spécialisée en droit et gestion, 2nd year | | 5 |
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| Master en sciences de gestion à finalité spécialisée en digital marketing and sales management, 1st year | | 5 |
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| Master degree in Management, professional focus in Law, 1st year | | 5 |
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| Master degree in Business Engineering, professional focus in Financial Engineering, 1st year | | 5 |
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| Master degree in Management, professional focus in Entrepreneurship, 1st year | | 5 |
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| Master degree in Management, professional focus in Financial Analysis and Audit, 1st year | | 5 |
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| Master in Management Sciences, professional Focus, 1st year | | 5 |
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| Master degree in Management, professional focus in Human Management and Organization, 1st year | | 5 |
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| Master in Management Engineering, professional Focus, 1st year | | 5 |
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| Master degree in Business Engineering, professional focus in Intrapreneurship, 1st year | | 5 |
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| Master degree in Management, professional focus in Management, 1st year | | 5 |
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| Master en sciences de gestion, à finalité spécialisée en marketing and strategic intelligence, 1st year | | 5 |
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| Master degree in Business Engineering, professional focus in Modelisation and Technologies, 1st year | | 5 |
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| Master degree in Management, professional focus in Social Entreprise Management, 1st year | | 5 |
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| Master degree in Management, professional focus in Strategic Intelligence and Marketing, 1st year | | 5 |
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| Master degree in Business Engineering, professional focus in Supply Chain Management, 1st year | | 5 |
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| Master degree in Business Engineering, professional focusin Performance Management Systems, 1st year | | 5 |
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| Master degree in Management | | 5 |
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| Master in Human Resources Management, Professional Focus, 1st year | | 5 |
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| Lecturer : | Olivier Lisein |
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Language(s) of instruction :
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| English language |
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Organisation and examination :
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| Teaching in the first semester, review in January |
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Course contents :
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| The course first presents various grids, available in management sciences, in order to describe the change projects, their nature, their scope, their temporalities, etc.
It also highlights how these changes may be explained, by referring to different theoretical approaches and by combining them in an integrated model, called "the five forces model".
The course then explores the way in which change processes may be assessed thanks to a multidimensional grid, directly resulting from the five forces model. In the same perspective, the course proposes to consider changes as processes likely to be anticipated, via more or less probable scenarios, putting the emphasis on the crucial role played by the management style.
Finally, changes are envisaged as processes to be managed, by exploring diverse concrete avenues of action, linked to the theoretical approaches previously examined, in view of developing a "polyphonic" management style. |
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Learning outcomes of the course :
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| Students are provided with theoretical and conceptual tools destined to design, in a relevant way, an action and change management plan.
This course contributes to the following Intended Learning Outcomes :
ILO-1 : To strengthen knowledge and understanding of management disciplines and its legal, policy and social context
ILO-3 : To understand, in management situations, the transversal tools of quantitative reasoning, information systems and project management
ILO-4 : To acquire the capacity to research autonomously and methodically the information needed to solve a complex, transversal management problem,
ILO-5 : Integrate autonomously researched information, tools, knowledge and context to build and propose, either individually or as part of a team, original, creative and viable solutions to concrete complex management problems, whether real or simulated, taking into account, when necessary, the human, social and legal context.
ILO-7 : Being capable of professional team work
ILO-9 : Developing a critical sense (arguing)
ILO-10 : Developing a transversal, global vision
ILO-11 : Creative conception of solutions
ILO-13 : Professional capacity for written communication
ILO-14 : Faced with a management problem, suggesting solutions that are ethical and socially responsible and that respect the principles of good governance. |
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Prerequisites and co-requisites/ Recommended optional programme components :
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Planned learning activities and teaching methods :
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| The "Change Management" course is not organized through traditional lectures but is based on participatory approaches and self-learning methods (see below). Students will be invited to read several documents (book chapters, articles, press releases) and to document themselves (a.o. via the Web) on dedicated topics prior to each class. Classes will be organized around discussions, real case studies analyses, and assignments.
Assignments are organized as follows:
- 3 intermediary assignments (under ppt format) concerning:
a) The descriptive analysis of a change process exposed by a member of the board of a company
b) The exploration of the explicative approaches underlying the change management methodology exposed by a guest speaker (CEO or consultant)
c) The evaluation of a restructuring project in an industrial firm (video case study)
- 1 final assignment (written report) consisting of:
The design of an action plan linked to the presentation of a change project by a member of the board of a company
Assignments will be realized in teams of 3 students. |
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Mode of delivery (face-to-face ; distance-learning) :
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| Theoretical and conceptual elements are not exposed by the teacher in the classroom: they are supposed to be progressively assimilated, thanks to a program of readings. A continuous investment, in terms of readings preparation, is thus required. Questions and answers periods as well as a forum on Lol@ are available in order to overcome the main learning difficulties.
Classes as such offer the opportunity to listen to different guest speakers, exposing concrete cases of change, which will have to be analyzed thanks to diverse theoretical tools. A specific meeting is focussed on the analysis of video cases. The last meeting is devoted to the presentation, by a CEO or a member of the board, of a strategic change project that still has to be managed: students will have to design, as final assignment, and according to the methodology detailed during the course, a concrete action plan destined to support the implementation of this project. |
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Recommended or required readings :
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| Book: PICHAULT, F. (2013), Change Management. Towards Polyphony, Brussels, De Boeck.
Diverse documents available on the Lol@ platform: http://lola.hec.ulg.ac.be |
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Assessment methods and criteria :
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| 1st session:
- realization, by groups of 3 students, of 3 intermediary assignements (each of them = 5% of the final grade)
- realization, by the same groups of 3 students, of a final assignment (85% of the final grade), that consists of designing an action plan destined to support a real change project presented by a CEO during the last class
- relative weight of individual assessment: none.
2nd session:
- individual oral exam covering the content of the book and of the case studies
- relative weight of individual assessment: 100%. |
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Work placement(s) :
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Organizational remarks :
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Contacts :
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| Professor:
Olivier LISEIN,
HEC Management School - University of Liege,
Building B.51 (Sart Tilman) / LENTIC,
Phone: +32 4 366 30 70,
E-Mail: O.Lisein@ulg.ac.be
Teaching Assistant:
Fanny FOX,
HEC Management School - University of Liege,
Building B.51 (Sart Tilman) / LENTIC,
Phone: +32 4 366 30 70,
E-Mail: f.fox@ulg.ac.be |
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