| Competences |
| Type A | Code | Competences Specific |
| A4.4 | Adapt to structural changes in society caused by economic, energy or natural factors so as to be able to solve any resulting problems and to contribute technological solutions with a high commitment to sustainability (P4). | |
| Type B | Code | Competences Transversal |
| B2.1 | Lead and define multidisciplinary teams that are able to make technical changes and address management needs in national and international contexts. (G8) | |
| B2.2 | Providing guidelines for defining and achieving objectives | |
| B5.3 | Seeking new opportunities for creating businesses | |
| Type C | Code | Competences Nuclear |
| C2.1 | Be committed to ethics and social responsibility as citizens and professionals |
| Learning outcomes |
| Type A | Code | Learning outcomes |
| A4.4 |
Explain the key importance of the ‘response to change’ competence for both individuals and organisations today. Understand the internal and external phenomena that drive change in organisations. Apply a methodology based on change management. Obtain a commitment to change from all the relevant interest groups and involve them in the process of defining and planning change. Facilitate the development of plans for change. Manage the implementation and risks involved in the set of programmes for change. Manage communications regarding change with the various interest groups. Identify and explain the types of behaviours that identify highly resilient individuals. Identify and explain the stages of positive resistance to change and negative resistance to change. Evaluate the ability to respond and level of comfort with change of those in charge. Facilitate the transition of those in charge. Draw up a checklist of consequences that encourages the adoption of new behaviours and the abandonment of those that are ineffective. Create effective personal development plans. | |
| Type B | Code | Learning outcomes |
| B2.1 |
Evaluate and situate needs and resources in order of importance in a real context. Prioritize those needs that are the object of the study. Specify the long-term objectives of operations. Present the group with clearly defined and ambitious goals. Develop strategies for involving the team to achieve objectives.Develop strategies for involving the team to achieve objectives. Collaborate actively to plan teamwork, distribute team roles, and guide the team towards a high performance. Ensure that all team members are involved in team management and operation. | |
| B2.2 |
As team leader, be able to describe the tasks and their order of completion so that the team can carry them out efficiently. | |
| B5.3 |
Identify innovative ideas, relate them to the needs of society, and evaluate their viability. | |
| Type C | Code | Learning outcomes |
| C2.1 |
Respect fundamental rights and equality between men and women. Be respectful of and promote human rights and the principles of universal accessibility, equal opportunities, non-discrimination and universal accessibility for th ose with special educational needs. Be respectful of the values of a culture of peace and democracy. |
| Contents |
| Topic | Sub-topic |
| Introduction to leadership and change management. | The drastic transformation of the Tihar prison by Kiran Bedi: Highly-effective leadership behaviors. An era of quick, unexpected, and radical changes. Connection with the EFQM Excellence Model. |
| A systematic approach to lead change. | The approach by the author John P. Kotter: Helicopter view. Establishing a sense or urgency. Creating the guiding coalition. Developing a vision and strategy. Communicating the change vision. Empowering broad-based action. Generating short-term wins. Consolidating gains and producing more change. Anchoring new approaches in the culture. |
| Human and social factors. | Reactions to change. Strategies to help reduce stress and anxiety. |
| Planning |
| Methodologies :: Tests | ||||||||||
| Competences | (*) Class hours |
Hours outside the classroom |
(**) Total hours | |||||||
| Introductory activities |
|
1 | 0 | 1 | ||||||
| Lecture |
|
19 | 23 | 42 | ||||||
| Presentations / expositions |
|
8 | 17 | 25 | ||||||
| Personal tuition |
|
1 | 0 | 1 | ||||||
| Objective multiple-choice tests |
|
1 | 5 | 6 | ||||||
| (*) On e-learning, hours of virtual attendance of the teacher. (**) The information in the planning table is for guidance only and does not take into account the heterogeneity of the students. | ||||||||||
| Methodologies |
| Description | |
| Introductory activities | Introduction to the subject: purpose, objectives, working plan, and assessment method. |
| Lecture | Lectures on the subject's content. |
| Presentations / expositions | Development of a topic related to the subject and preparation and delivery of an oral presentation. |
| Personal tuition | Tutoring of students according to the schedule that will be timely communicated. |
| Personalized attention |
| Description |
| Tutoring of students according to the schedule that will be timely communicated. |
| Assessment |
| Methodologies | Competences | Description | Weight | |||||
| Presentations / expositions |
|
Documentació Presentació oral |
25% 25% |
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| Objective multiple-choice tests |
|
Examen tipus test | 50% | |||||
| Others |
| Other comments and second exam session | |||
|
In order to compute the final score for the subjet, the student must get a minimum grade of 4 (out of 10) in each of the elements of the assessment method. Throughout the assessment activities, all the cell phones, tablets, and other electronic gadgets must be switched off and placed out of sight, unless they are expressly authorized by the professor. |
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| Sources of information |
| Basic |
John P. Kotter, Leading Change, 2012, Harvard Business School Press |
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| Complementary |
Esther Cameron, Mike Green, Making Sense of Change Management, 2nd edition, Kogan Page
Richard Luecke, Managing Change and Transition, 2003, Harvard Business School Press
Linda Hoopes, Mark Kelly, Managing Change with Personal Resilience, 2004, MK Books
Mary Lynn Pulley, Michael Wakefield, Building Resiliency: How to Thrive in Times of Change, 2001, Center for Creative Leadership
Allan Calarco, Joan Gurvis, Adaptability: Responding Effectively to Change, 2006, Center for Creative Leadership
Kerry A. Bunker, Responses to Change: Helping People Manage Transition, 2008, Center for Creative Leadership |
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| Recommendations |
| Subjects that it is recommended to have taken before | ||
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(*)The teaching guide is the document in which the URV publishes the information about all its courses. It is a public document and cannot be modified. Only in exceptional cases can it be revised by the competent agent or duly revised so that it is in line with current legislation.