Dr Dorottya Sallai

This course is available on the CEMS Exchange, Global MSc in Management, Global MSc in Management (CEMS MiM), Global MSc in Management (MBA Exchange), MBA Exchange, MPA Dual Degree (LSE and Columbia), MPA Dual Degree (LSE and Hertie), MPA Dual Degree (LSE and NUS), MPA Dual Degree (LSE and Sciences Po), MPA Dual Degree (LSE and Tokyo), MRes/PhD in Management (Employment Relations and Human Resources), MSc in Development Management, MSc in Human Resources and Organisations (Human Resource Management/CIPD), MSc in Human Resources and Organisations (International Employment Relations and Human Resource Management), MSc in Human Resources and Organisations (Organisational Behaviour), MSc in Management (1 Year Programme), MSc in Management of Information Systems and Digital Innovation and Master of Public Administration. This course is available with permission as an outside option to students on other programmes where regulations permit.

The aim of the course is to provide students with different theories to understand the process and consequences of organisational change and in doing so addresses the following issues: type of organisational change, creating readiness for organisational change and leading change, the change agent, strategies for change, resistance to change and evaluation of and institutionalization of organisational change. Models and frameworks for analyzing and diagnosing change; the role of the change agent, leading change from the top; strategies of change; understanding key stakeholders to deliver change, reactions to change; theory and methods of evaluation of organisational change and reinforcing change interventions. The course covers contemporary issues in change management.

10 hours of lectures and 13 hours and 30 minutes of seminars in the LT.

The teaching is highly participative and includes lectures and seminars. Group working is an integral part of the course and students are expected to actively engage throughout the course. Students are expected to prepare for and contribute to each session.  Seminar work will include case analyses and small group discussions.

Students will complete in-class case discussions which will prepare them for the case-analysis summative assessment.

The course relies heavily on journal articles and the use of case studies. 

A full reading list will be provided at the beginning of the term. There is no required text. Indicative readings include:

Hayes, John. (2018) The Theory and Practice of Change Management. Fifth Edition. Palgrave

Case analysis (20%) in the LT.
Case analysis (80%) in the ST.

Interim case analysis (1500 words) worth 20 % in the LT. Students can choose one case from those discussed in class in Weeks 8 and 9. In-class discussions of the cases will provide the formative element of the assessment. Due in LT Week 10.



Final case analysis (2000 words) worth 80 % in the ST. Students will write a case-analysis of an unseen case that draws from multiple topics in the course. The case will be released during ST Week 1. Due in ST Week 2.

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