Business Psychology & Change

Department
  • Bachelor's program Business & Management
Course unit code
  • B&M-B-4-BPC-BPC-ILV
Number of ECTS credits allocated
  • 4.0
Name of lecturer(s)
  • Dipl.-Päd. Akertek Julia, FH-Prof. Priv.-Doz. Dr. Stöckl Thomas, Ass. FH-Prof. Dr. Chan Jason
Mode of delivery
  • -
Recommended optional program components
  • none
Recommended or required reading
  • Bakan, J. (2004). The Corporation: The Pathological Pursuit of Profit and Power. Constable & Robionsion Ltd.
    Basford, T & Schani, B. (2017). Winning hearts and minds in the 21st century. McKinsey Quarterly. https://www.mckinsey.com/capabilities/people-and-organizational-performance/our-insights/winning-hearts-and-minds-in-the-21st-century
    Cameron, E. and Green, M. (2020). Making Sense of Change Management. A Complete Guide to the Models, Tools and Techniques of Organizational Change. Kogan Page.
    Clegg, S., Pitsis ,T. and Mount, M. (2022). Managing and Organizations: An Introduction to Theory and Practice. Sage Publications.
    Esbjörn-Hargens, S. (2010). Integral Theory in Action: Applied, Theoretical, and Constructive Perspec-tives on the AQAL Model. State University of New York Press.
    Kotter, J.P. (1995). Leading Change - Why transformation efforts fail. Harvard Business Review. https://hbr.org/1995/05/leading-change-why-transformation-efforts-fail-2
    Rock, D. (2011). Your Brain at Work: Strategies for Overcoming Distraction, Regaining Focus, and Work-ing Smarter All Day Long. Harper Business.
    Schein, E. (2010). Organizational Culture and Leadership. Jossey-Bass.
    White, A., Smets, M. & Canwell, A. (2022). Organizational Transformation Is an Emotional Journey. Har-vard Business Review. https://hbr.org/2022/07/organizational-transformation-is-an-emotional-journey
    Williams, R. (2014). Wired for Success.Why Change Management Fails. Psychology Today. https://www.psychologytoday.com/intl/user/login?destination=/intl/blog/wired-for-success/201411/why-change-management-fails
    Willmott, H. & Alvesson, M. (2002). Identity Regulation as Organizational Control: Producing the Appro-priate Individual. Journal of Management Studies, 39(5), 619-644. https://onlinelibrary.wiley.com/doi/10.1111/1467-6486.00305
    Zack, P.J. (2017). The neuroscience of trust. Harvard Business Review. https://hbr.org/2017/01/the-neuroscience-of-trust?utm_medium=social&utm_campaign=hbr&utm_source=linkedinBell, E.B., & Harley, B. (2020). Business Research Methods (5th ed.). University Press.
    Carucci, R. (2021). How Leaders Get in the Way of Organizational Change. Harvard Business Review. https://hbr.org/2021/04/how-leaders-get-in-the-way-of-organizational-change
    Easterby-Smith, M., Thorpe, R., & Jackson, P. R. (2015). Management & Business Research (5th ed.). Sage.
    Kegan, R. & Lahey, L. (2009). Immunity to Change. Harvard Business Review Press.
    Lencioni, P.M. (2002). The Five Dysfunctions of a Team. Jossey-Bass.
    Weick, K.E. & Sutcliffe, K.M. (2007). Managing the Unexpected: Resilient Performance in an Age of Un-certainty. Jossey-Bass.
Additional information about examination modalities
  • PART WEGERER: The evaluation in this part is a (1) group assignment as well as (2) an individual exam For the respective date and further details, please check myMCI.
    PART AKERTEK: The evaluation in this part is a (1) group assignment as well as (2) an individual written paper submission. For the respective date and further details, please check your myMCI schedule.
Level of course unit
  • Bachelor
Year of study
  • Spring 2026
Semester when the course unit is delivered
  • 4
Language of instruction
  • English
Learning outcomes of the course unit
  • Students reach the following learning goals:
    • Demonstrate and understanding of how psychology contributes to organizational behavior
    • Describe and define the process of perception, personal values and a range of personality theo-ries
    • Learn the concept of groups dynamics and the process of group development
    • Learn and identify factors for successful teamwork
    • Learn different types of conflicts and develop solutions how to resolve them
    • Explain that organizational culture is a more complex phenomenon that it is often represented by by culture change specialists and commentators
    • Know why managing culture within organizations can be a challenge
    • Describe how official conceptions of organizational culture often function as a resource for managing rather than a literal description of the state of affairs in an organization.
    • Understand the challenge that learning and managing knowledge poses for management
    • Grasp the role of change and creativity in organizations
    • Analyse different approaches to change and creativity
    • Practically explore different stages of team performance as a basis for successful change
    • Understand the neuroscience of adult learning, trust and emotions
    • Discuss and define practical strategies how to build trust, manage emotions and resistance in the context of transformations
    • Reflect and improve personal and social skills (including self-awareness and empathy)
    • Apply different change management tools and frameworks
    • Discuss how to drive and maintain engagement and commitment
    • Reflect on the difference betweek change management and change leadership
    • Design a practical change and engagement concept
Course contents
  • Students acquire sound theoretical knowledge and develop practical skills in the areas of:
    • Work 4.0 and the importance of Business Psychology
    • Individual perception, behavior and characteristics
    • Work satisfaction and motivation
    • Working in teams and groups
    • Organizational culture and development
    • Health at work
    • Change Management dimensions and frameworks
    • Leading change versus managing change
    • Change Management Tools
    • Success factors of Change Management
    • The Human Factor in change processes
    • Handling resistance and difficult emotions
    • Leadership styles in change
Planned learning activities and teaching methods
  • The course comprises an interactive mix of lectures, discussions and individual and group work.
Work placement(s)
  • none

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