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Accueil : iaelyon School of Management / Formation

06210665 - Change and Innovation Management

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Crédits ECTS 3
Volume horaire total 32
Volume horaire CM 32

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Objectifs

This course focuses on change management in organizations.

TARGETED KNOWLEDGE

Each one should be able to :
- identify the “major” schools of thoughts concerning change and innovation processes
- know the basic epistemological limits underlying each schools of tought
- understand what is now his or her present “personal paradigm” and its limits and implications
- know the different processes and tools

TARGETED SKILLS

Each participant will have :
- the capacity to develop an efficient strategy and plan for action to manage change
- be able to develop a tool box to create such output in the organizations in which they will work
- communicate clearly the strategy and method he or she intends to use in the management of change

Contenu

Course aims are to:
Help the participants to define their own approach, methods, and tools to manage change in a team and in an organisation. At the end of the seminar, they should be able to define them and see their limits.

Course objectives:
Present the actual state of scientific and practical approaches to leading and managing change.
Intice each participant to reflect on the plus and minus of each approach and on the epistemologic postulats that each approach supports.

Help participant to define his or her approach and select the type of tools he or she would use to implement it.

Assessment

The work of the participant will be evaluated on the bases of the adequacy of the style of management of change defined and the process and tools that will the person intend to use. This will be done by the work on a case study and on the presentation of the tool box defined in the indvidual work

Contrôles des connaissances

 Continuing Examination
In class examination
Nature of student work and proportion weight:
Case study - group work (50%)
The definition of the approach and tools the participant would use in managing a change in an organisation (50%)

Bibliographie

BOOKS USED AS REFERENCE:
Picq, Pascal (2011), Un paléoanthropologue dans l'entreprise : S'adapter et innover pour survivre, Eyrolles.
Sinek, Simon (2011), Start with why - How Great Leaders Inspire Everyone to Take Action, Portofolio.

ADDITIONAL READINGS:
An extensive references list of books, articles and videos will be given during and at the end of the seminar to address all the needs expressed by the participants with a special attention given to the approches, methods and tools used in change management.

Here are a few of those:
  • J. Pollack, Is there a divide between change management theory and practice?, Business & Management Review, vol. 6, n° 2, 2015.
  • Esther Cameron & Mike Green, Making sense of change management, Kogan Page, London and Philadelphia, 2nd edition, 2009.
  • Rahel Barker, Knowledge management and knowledge leaders as change agents during transformation in emerging knowledge organizations: a theoretical framework, Academy of World Business, Marketing and Management Development, Vol. 7, N° 1, 2016.
  • E.G Ceptureanu, Implications of managerial reengineering on change management, Review of International Comparative Management, Vol. 17, N° 2, 2016.
  • Henry A. Hornstein, The integration of project management and organizational change management is now a necessity, International Journal of Management Project, N° 33, 2015
  • M. Fahad, BPCMont: Business Process Change management ontology, University of Lyon 2, Disp Lab.
  • R. Lord, J.E. Dinh, E.L. Hoffman, A quantum approach to time and organizational change, Academy of Management Review , Vol. 40, N° 2, 2015.
  • R. Todnem, M. Hughes, J. Ford, Change leadership: Oxymoron and myths, Journal of Change Management, Vol. 16, N° 1, 2016.
  • S. Cummings, T. Bridgman, K.G. Brown, Unfreezing change as three steps: Rethinking Kurt Lewin's legacy for change management, Human relations, vol 69 (1), 2015

EMBLEMATIC BOOKS OR RESEARCH PAPERS REGARDING THE SUBJECT OF THE COURSE
  • Kotter, John P. (2012), Leading change, Harvard Business Review Press.
  • White, Robert F. (1995), Operationalizing the postmodernity construct for efficient organizational change management, Journal of Organizational Change Management, vol. 8, n° 2, p. 45-71.

Informations complémentaires

 TEACHING METHODS
This is a seminar, meaning that the participants have to express themselves, listen to the other, question objectively all “paradigms” and their implications.
The professor will first present a number of approches to change management and their respective paradigm and the postulat that support them.
Then each participant has to be able to understand what is his or her present “personal paradigm” and will be ask to describe it.
The “professor” will guide the participants on a path of questions that will bring all of them to clarify their positions. He will also supply the group with supplemental scientific theories of the human sciences, and some practical “case studies” on the subjects

Ce cours fait partie des formations suivantes :

International MBA (IMBA, Executive MBA)

Niveau d'entrée : Bac + 3
Semestre :  -  UFR : iaelyon School of management

International MBA (IMBA)

Niveau d'entrée : Bac + 3  |  Niveau de sortie : Bac + 5
Semestre :  -  UFR : iaelyon School of management


Renseignements pratiques

iaelyon School of management
Université Jean Moulin
6 cours Albert Thomas
BP 8242
69355 Lyon cedex 08

Tél. : (33) 04 78 78 70 66Site web

Equipe pédagogique

Paul Clermont

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Mise à jour : 14 novembre 2016