(in Polish) Zarządzanie zmianą w świecie AI 2600-ZLAIzZZSAIf
Full Course Description:
The course introduces students to the theory and practice of organizational change management. It teaches students to understand why organizations change, how change can be prepared, implemented, and sustained, and why many change initiatives fail. The discussion is set against the background of the contemporary organizational environment, including the growing adoption of artificial intelligence. This is an example of rapid and uncertain change that affects both processes and people. However, the course focuses on the universal mechanisms of organizational change.
The course consists of three blocks:
1. The Nature and Models of Change. Types, levels, and sources of change. Models of planned change (K. Lewin, J.P. Kotter, ADKAR, W. Bridges) and alternative approaches: emergent and continuous change, Theories E and O, and the neo-institutional perspective. Students also critically evaluate the assumptions underlying these models.
2. Individuals and Organizations Facing Change. Assessing the need for change and readiness for change, stakeholder analysis, and force field analysis. Individual and group reactions to change, resistance and ambivalence, psychological safety.
3. Implementing and Sustaining Change. Change implementation strategies, communication, building engagement, the role of leaders and change agents, organizational culture change, factors contributing to success and failure.
Classes involve case studies (restructuring, mergers, cultural change, technological transformations, including AI implementation), project team work, and debates. The main assignment is a group project: developing a change management plan for a selected organization. Some course materials and discussions are conducted in English.
Course coordinators
Type of course
Learning outcomes
After finishing the course, the student:
In terms of knowledge:
K_W02, K_W03, K_W05
- at an advanced level, complex processes and phenomena occurring in different types of organizations and in their surrounding environment, and applies management theory, in particular theories related to people management, drawing on complementary disciplines such as economics and finance, legal sciences and social sciences, to identify, diagnose and solve problems related to people management in organizations, using an appropriate selection of sources, adapting existing methods or developing new ones, and integrating them within the organization’s strategy;
- at an advanced level, legal regulations concerning the functioning of organizations, in particular those relating to people management in organizations.
-complex technological, social, political, legal, economic, ethical and environmental processes and phenomena, including the use of artificial intelligence (AI), and their impact on the functioning of organizations and the economy as a whole.
In terms of skills:
K_U01, K_U02, K_U06, K_U08
- propose solutions to tasks carried out under unpredictable conditions;
- clearly present the results of management analyses to diverse audiences using specialist terminology and participate in debates, including in English;
- manage teams, assume a leading role in team activities and cooperate effectively within a team;
- further develop acquired qualifications, support others in their development and demonstrate the ability to engage in self-directed learning.
In terms of social competencies:
K_K01, K_K02
- assess and adopt a critical approach to complex situations and phenomena related to the functioning of organizations, in particular the labour market and people management processes involving the use of AI;
- recognise the importance and value of scientific knowledge in solving complex people management problems, including those involving the use of AI, seek expert advice in this process, and initiate activities serving the common good.
Assessment criteria
Group Project (50%): A change management plan for a selected organization, e.g., the implementation of a new technology, restructuring, or organizational culture change, with a presentation during the final class. Assessment criteria: accuracy and relevance of the diagnosis, correct application of theoretical models, feasibility of the planned actions, consideration of stakeholder perspectives, and quality of the presentation.
Class Participation (50%): Discussions, debate, and case study analysis.
The course is assessed with a grade, which depends on the percentage of points obtained out of the total number of points available during and after classes, according to the following scale:
50% or less → fail (ndst)
51–60% → satisfactory (dst)
61–70% → satisfactory plus (dst+)
71–80% → good (db)
81–90% → good plus (db+)
91–100% → very good (bdb)
Bibliography
Bukłaha, E., Cabała, P. (2022). Przydatność wybranych koncepcji zarządzania zmianą w świecie VUCA. Studia i Prace Kolegium Zarządzania i Finansów SGH, 186, 119–131.
Sobka, M. (2023). Zarządzanie procesem wprowadzania zmian w organizacjach. Lublin: Politechnika Lubelska. ISBN 978-83-7947-565-0.
Stouten, J., Rousseau, D.M., De Cremer, D. (2018). Successful organizational change: Integrating the management practice and scholarly literatures. Academy of Management Annals, 12(2), 752–788. https://doi.org/10.5465/annals.2016.0095
Oreg, S., Bartunek, J.M., Lee, G., Do, B. (2018). An affect-based model of recipients’ responses to organizational change events. Academy of Management Review, 43(1), 65–86. https://doi.org/10.5465/amr.2014.0335