Change Oriented Management, Team and Coaching - RE-SIT EXAMINATION

Introduction

The world of work of today is characterized by the fact that changes occur more rapidly and are more comprehensive than ever before. This applies to both the private sector and the public sector as well as for voluntary organizations. For this reason it is important that tomorrow’s executives acquire the necessary change competence. In a modern organization, changes are being planned and executed as part of a committed teamwork between executives, employees and shop stewards. Many organizations are characterized by the fact that they are labour-intensive with highly competent employees. Accordingly, an important success factor is what might be termed competence-driven change.

Course content

Perspectives on organizations, understanding organizations and management

•  Clarification of important concepts and dilemmas
•  Developmental trends within the field of organizational theory, leadership and competence management
•  Understanding organizations and the interaction within them
•  Psychology within the organizational arena
•  Values, organizational cultures and co-operation in teams
•  Organizational cultures and resistance towards change
•  The relationship between organizations and their surroundings (framework conditions)
•  Some central management theories as seen in a historical perspective
•  Different metaphors used to understand organizations: machine, family, jungle theatre

Change Management

•  Different approaches to the development of individuals, groups and organizations
•  Planning, organization and management of change processes
•  Coping with radical change processes (Business Process Re-engineering)
•  Customer-driven change and continuous development through customer orientation
•  Involvement and ownership to change processes
•  Different phases in the effort relating to change processes
•  Pitfalls and success criteria in relation to changes
•  Strategies for overcoming resistance towards change
•  The executive as an agent for change, the employee as a resource person
•  The employee as a resource person in the change process
•  Coaching as a method for creating successful changes
•  Use of external consultants

Competence-driven change

•  Competence as a competitive factor and resource within an organization
•  Competence development with a view towards developing the organization in new directions
•  How to develop a learning organization
•  Basic theories of learning and the need for competence development
•  Mobilization of hidden competence
•  Competence mapping and implementation of competence measures
•  Developing a plan for competence development and the organization’s other planning basis, goals and strategies
•  Evaluations and effect measurement of competence development measures