Lecture: 1 hour/week
Seminar: 3 hours/week
Methods can include case studies, classroom discussion, lectures, seminars, experiential exercises and/or reading assignments. Guest speakers, role-plays and audio-visual materials may be used where appropriate.
I. Theories, models and tools for leading and managing organizational innovations
A. Past approaches and tools for leading and managing organizational innovations
B. Emerging approaches and tools for leading and managing organizational innovations
II. Factors that contribute to individual, team and organizational capacity for creativity and innovation
A. Activators and inhibitors of individual creativity and innovation
B. Activators and inhibitors of team and organizational creativity and innovation
C. Activators and inhibitors of supply network innovation
III. Theories, models and tools for developing an innovative organizational culture
A. Past approaches and tools for developing an innovative organizational culture
B. Emerging approaches and tools for developing an innovative organizational culture
IV. Factors that improve an individual’s capacity for change and for leading and managing change
V. Obstacles to change in individuals, teams, organizations and supply networks
VI. Theories, models and tools for leading and managing change with individuals, teams, organizations and supply networks
A. Past approaches and tools for leading and managing change
B. Emerging approaches and tools for leading and managing change
VII. Theories, models and tools for developing a change-capable organizational culture
A. Past approaches and tools for developing a change-capable organizational culture
B. Emerging approaches and tools for developing a change-capable organizational culture
After completing this course, students will be able to:
- Assess and propose ways to improve their own creativity and capacity for developing innovations and leading/managing an innovative culture;
- Identify activators and inhibitors to creativity and innovation in individuals, teams, organizations and supply networks;
- Propose means of overcoming inhibitors and harnessing activators to creativity and innovation in individuals, teams, organizations and supply networks;
- Evaluate and apply established and emerging approaches, models and tools for developing individual, team, organizational and supply network competencies for creativity and innovation;
- Assess and propose ways to improve their own capacity for change and for leading and managing change;
- Identify pathways and obstacles to change in individuals, teams, organizations and supply networks;
- Propose means of opening pathways and overcoming obstacles to change in individuals, teams, organizations and supply networks; and
- Evaluate and apply established and emerging approaches, models and tools for leading and managing individual, team, organizational and supply network change.
Assessment will be in accordance with the Douglas College Evaluation Policy.
| Participation | 0-10% |
| Case Study(ies), assignments and/or project(s) on Innovation and Change Capabilities/Change Management | 60-80% |
| Examination(s) (see note 4) | 10-30% |
Notes:
1. At least 50% of the total coursework must be individual work.
2. To pass the course, students must achieve a cumulative grade of 50% in all non-group assessments as well as 50% overall in the course. In other words, students must have achieved at least 50% on their cumulative individual assessments in order to be eligible to earn marks from group work.
3. No single assessment (e.g., case study, exam, quiz, project, etc.) can be worth more than 30%.
4. The use of a final exam is at the discretion of the instructor; however, if a final exam is not given, then a final project is required.
5. Students may conduct research as part of their coursework in this class. Instructors for the course are responsible for ensuring that student research projects comply with College policies on ethical conduct for research involving humans, which can require obtaining Informed Consent from participants and getting the approval of the Douglas College Research Ethics Board prior to conducting the research.
Custom readings, cases, and selected readings or the whole text from any one or more of the following:
Cameron, E., & Green, M. Making Sense of Change Management (latest edition);
Carnall, C. & Todnem, R. Managing Change in Organizations (latest edition);
Christensen, C.M. The Innovator's Dilemma: The Revolutionary Book That Will Change the Way You Do Business (latest edition);
Tidd, J., & Bessant, J. (2018). Managing innovation: Integrating technological, market and organizational change (latest edition).
Other textbook as approved by the department.
Courses listed here must be completed either prior to or simultaneously with this course:
- No corequisite courses
Courses listed here are equivalent to this course and cannot be taken for further credit:
- No equivalency courses