Organizational consulting 2600-MSMz2abDOR
As part of the course, students become familiar with key issues related to organizational consulting and the process of supporting organizational development. The classes cover both the theoretical foundations and the practical aspects of the work of an organizational consultant, including problem analysis and planning corrective actions. In particular, the course addresses the following topics:
• Types of consultants
• Areas of consulting
• The role of consultants in organizational processes
• Consultant–client relationships
• Organizational change – the essence of consulting activities
• Types of organizational change
• Sources of resistance to change – the role of the consultant
• Ways of dealing with resistance to change – the role of the consultant
• The facilitator in consulting
• Common mistakes in consulting practice.
Type of course
Mode
Learning outcomes
Knowledge:
S6_W01 – Has in-depth knowledge and understanding of terminology and key concepts related to organizational consulting, change processes, and organizational development.
Skills:
S6_U01 – Is able to apply theoretical knowledge to diagnose organizational problems and plan consulting and corrective actions.
S6_U03 – Is able to analyze the relationship between the consultant and the client and identify key determinants of effective consulting cooperation.
S6_U05 – Is able to plan and support organizational change processes, taking into account sources of resistance and selecting appropriate methods to overcome them.
S6_U06 – Is able to develop their own competencies in organizational consulting and apply them in professional practice.
Social competences:
S6_K01 – Is ready to critically evaluate consulting activities and make responsible decisions in the process of supporting organizations.
S6_K03 – Is ready to adhere to professional ethical standards in consulting activities and build professional relationships with clients.
Assessment criteria
Learning outcomes will be assessed on an ongoing basis through exercises performed by participants during the seminar classes and, at the end of the course, through the completion of a consulting project.
The course is completed with a graded pass. The final grade will consist of:
• Class participation (60% of the final grade), measured by involvement in solving problems discussed during the seminar and participation in the analysis of short case studies presented in class.
• Individual project work – an organizational change program (development and presentation) – 40% of the final grade. Within the project work, the following will be assessed:
o the originality of the topic chosen by the author,
o the complexity of the analyzed problem,
o the nature of the analysis conducted (e.g., a change project, an ex post analysis),
o the quality of the material prepared by the seminar participant.
Bibliography
Required literature
1. A.Chrostowski, D. Jemielniak Skuteczne doradztwo strategiczne: metoda Action Research w praktyce. Poltext 2011.
2. P.Hensel Diagnoza organizacji. Pierwszy krok do uzdrowienia firmy. Onepress 2011
3. T.H.Davenport, L.Prusak. Working Knowledge. How Organizations Manage What They Know. HBS Press 1998.
4. Cummings T.G., Worley C.G., Organization Development and Change, Cengage Learning, 2015.
5. Block P., Flawless Consulting: A Guide to Getting Your Expertise Used, Pfeiffer, 2011
6. Schein E.H., Process Consultation Revisited: Building the Helping Relationship, Addison-Wesley, 1999.
Supplementary literature
1. French W.L., Bell C.H., Zawacki R.A., Organization Development and Transformation: Managing Effective Change, McGraw-Hill, 2005.
2. Lippitt G., Lippitt R., The Consulting Process in Action, University Associates, 1986.
3. Kostera M., Śliwa M., Zarządzanie w XXI wieku: jakość, twórczość, kultura, Wydawnictwa Akademickie i Profesjonalne, 2010.
Additional information
Additional information (registration calendar, class conductors, localization and schedules of classes), might be available in the USOSweb system: