Intervention in Organizations: Organizational Change and Development

Recommended Prerequisites

None. However, we recommend some knowledge of ​​Organizational Psychology.

Teaching Methods

Lectures and practical classes and group discussion of case studies, watching films in small groups, scientific literature research, preparation, presentation and discussion of papers on specific topics.

Learning Outcomes

The unit is dedicated to the learning of technological theories and intervention skills, in the field of Organizational Psychology. Offers know-how concerning interventions in the field of organizational psychology as well as an overview of approaches for intervention related to the design, functioning, and change of organizations.

Learning Outcomes

- Recognize different types of organizational change,

- Identify different variables determining the process of change in organizations and discuss their impact;

- Indicate factors associated with resistance to change.

- Recognize, explain and critically discuss approaches, methods and techniques related to organizational change and development.

Work Placement(s)

No

Syllabus

1. Organizational Change: evolution of the concept, types of change, variables that are driving forces for change and resistance to change.

2. Change and Organizational Development (OD): origins, definitions, values, premises and characteristics of OD.

3. Management of the Change and Organizational Development process: key approaches, methods and intervention techniques.

Head Lecturer(s)

Teresa Manuela Marques Santos Dias Rebelo

Assessment Methods

Assessment
Group assignment + Individual exam: 100.0%

Bibliography

French, W. & Bell, C. (1999). Organization Development: behavioural science interventions for organization improvement. NJ: Prentice Hall

Galpin, T. (2000). O Lado Humano da Mudança, Lisboa, Sílabo.

Holbeche, L. (2006). Understanding change: Theory, implementation and success. Elsevier.

Hughes, M. (2007). The tools and techniques of change management. Journal of Change Management, 7(1), 37-49.

Kotter, J., & Schlesinger, L. (2008). Choosing strategies for change. Harvard Business Review, 86 (7/8), 130-139.

Kotter, P. (2007/1995). Leading change: Why transformational efforts fail. Harvard Business Review, 85(1),93-103.

Lee, H., & Lee, J-H. (2008). Time to change, time for change – Time as a catalyst for organizational change. Time Society, 17(2/3).

Marshak, R. J. (2004). Morphing: The leading edge of organizational change in the twenty-first century. Organization Development Journal, 22(3), 8-21.

Rodrigues, R. (1998). Organizações, Mudança e Capacidade de Gestão, Cascais: Princípia.