Laboratory "change Management and Organizational Learning"
A.Y. 2019/2020
Learning objectives
The workshop aims to illustrate and comment, together with the students, the main theories that describe and explain the change management and the organizational learning, with particular attention to their antecedents. Two case studies will be presented to show the relevance that the discussed concepts and models have in the organizational practice.
Expected learning outcomes
At the end of the course the student will be able to critically comment the main theories that describe and explain the management of change and the organizational learning, with particular attention to their antecedents and their relevance in the organizational practice.
Lesson period: Second trimester
Assessment methods: Giudizio di approvazione
Assessment result: superato/non superato
Single course
This course cannot be attended as a single course. Please check our list of single courses to find the ones available for enrolment.
Course syllabus and organization
Single session
Lesson period
Second trimester
Course syllabus
The following are some of the topics that will be covered:
- main factors of context instability which press the organizations to manage change,
- factors promoting and hindering change: Lewin's model,
- types of change: radical and non radical transformations,
- organizational learning as a key to manage change and innovation: March's model
- explicit and tacit knowledge and knowledge management: from Polanyi to Nonaka,
Two case studies on methods and tools to manage change and organizational learning:
a) how perfomance management and knowledge management systems were innovated in an ICT outsourcee,
b) the desing and implantig of an organizational learning system was carried out in an innovative organization.
- main factors of context instability which press the organizations to manage change,
- factors promoting and hindering change: Lewin's model,
- types of change: radical and non radical transformations,
- organizational learning as a key to manage change and innovation: March's model
- explicit and tacit knowledge and knowledge management: from Polanyi to Nonaka,
Two case studies on methods and tools to manage change and organizational learning:
a) how perfomance management and knowledge management systems were innovated in an ICT outsourcee,
b) the desing and implantig of an organizational learning system was carried out in an innovative organization.
Prerequisites for admission
No previous specific knowledge is required
Teaching methods
The topics of the Lab will be introduced by the teacher and discussed by the students (both as group and individual work)
Teaching Resources
Teacher's slides, key papers, and book sections will be delivered to participants.
Links of interests will be suggested to the participants
Links of interests will be suggested to the participants
Assessment methods and Criteria
Students are required to prepare a short project work on one of the topics of the Laboratory
SECS-P/10 - ORGANIZATION AND HUMAN RESOURCE MANAGEMENT - University credits: 3
Laboratory activity: 20 hours
Professor:
Depaoli Paolo
Shifts:
-
Professor:
Depaoli Paolo