In this course, stakeholders from different organizations will present real challenges that students will need to solve. Following the stakeholder presentations, students will work in groups to scope and develop change cases. Students will explore relevant theoretical perspectives and investigate possible empirical support concerning the recommendation and change-case report they produce for the stakeholder within an organisation.
Course description for study year 2022-2023. Please note that changes may occur.
In this course, stakeholders from different organizations will present real challenges that students will need to solve. Following the stakeholder presentations, students will work in groups to scope and develop change cases. Students will explore relevant theoretical perspectives and investigate possible empirical support concerning the recommendation and change cases they produce for the stakeholders.
Upon completion of the course, students will:
Have a critical understanding of leadership and organizational change theory and practice;
Have an increased understanding on how to scope and prepare change in different settings;
See the value of including theoretical and empirical perspectives into change programs.
Be solution and future-focused in their approach to addressing organizational change challenges
Better equipped to challenge the status quo and contribute to new, better, ethical and sustainable solutions
Be active contributors to the co-creation of knowledge, and be able to take responsibility for their own learning and that of other external stakeholders
Required prerequisite knowledge
Group work and individual report
Form of assessment
To prepare and deliver a change case and final report. The grade awarded will be as follows:
• Prepare and scope a change case (40%; group grade
• Change case final report to key stakeholders (60%; individual grade on group report contribution)
100% Compulsory attendance first week of class, 80% attendance of all mandatory sessions from week two of classes
The course is based on the principles of the co-creation of knowledge and challenge-based learning in teams.
Regarding the use of video and audio sessions during virtual, non-recorded sessions: In support of the course learning outcomes and attendance requirements outlined in the course descriptor, students taking the Leadership and Organizational Change course are required to actively engage in video and audio sessions when sessions are being facilitated on virtual learning platforms for which the UiS has data processor agreements (for example, Teams and Zoom). These requirements support the optimal delivery of, and active learning from, virtual sessions and are aligned with article 6, number 1, letter e of the GDPR, with a supplementary legal basis in the Universities and University Colleges Act, Section 1-3, Section 3-8 on education, Section 4-2 on education plan and Section 4-3 on the students’ learning environment. These sessions will not be recorded and only registered students, course staff and invited guests (external partners) will have access to the sessions in real time.
Leadership and Organisational Change (MØA203_1)
Only open for students in the specialization Leadership in a Digital Economy in the Master of Science program in Business Administration and incoming exchange students. Maximum 36 students.
Students will have the opportunity to give feedback on the course first in an early dialogue, and then in a written course evaluation at the end of the course.