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Students shall be able to identify different sources of organizational dynamics. They shall understand how dynamics force organizations to adapt and/or change and how these processes can be actively designed. Students shall be able to reflect upon the part the ‘self’ plays in processes of organizational learning and learn how personal mastery contributes to organizational learning and change.

Focus is the discussion of the relevance of Learning and Change in terms of permanent processes. Special fields of interest are: 

• Organizational learning: knowledge, adaptation and change
• Systems thinking: dynamics and complexity, intended and unintended consequences of social action
• Personal mastery: learning to lead oneself
• Obstacles to oganizational learning: defensive routines, resistance to change and the role of leaders in change processes

Instructions, lectures, plenary and group discussions, reading assignments, student presentations.

Course examination according to § 7, statute section on "study-law regulations"

Basic reading:
Clegg, St./Kornberger, M./Pitis, T. (2008), Management and Organization. Chapter: Managing Change. London: Sage. 
Linstead, S., & Linstead, A. (2004) 'Managing Change', in S. Linstead, L. Fulop & S. Lilley (eds.), Management and Organization. A Critical Text, pp. 422-461. Houndsmill, Hampshire: Palgrave Macmillan.
Further literature provided in lectures.

Successful completion of the module Approaches to Organization Studies. 2nd Semester.

This course is associated and integrated with 433042 VO Organizational Dynamics.