Social organisations are subject to increasing pressure to modernise and change, thus students are enabled to identify causes of change and analyse organisations from different perspectives. They recognise the process and the mix of methods of organisational diagnosis as an essential prerequisite of organisational development and learn from this to identify need for change. Students can name classical and modern approaches to change and models of implementation of organisational development, they can explain and apply them in a theoretical, profound and exemplary way. Organisational development requires human resources development; students know the correlations between learning about the person and the organisation and acquire knowledge of possible approaches and methods of personnel development. Students distinguish between different roles in change processes and reflect requirements for management personnel in organisational and human resources development projects.

Following courses of the first and second semester

Internal and external change requirements for organisations and current challenges for Social Work and social organisations form the starting point of the seminar. Based on this, the tasks, processes and methods of the organisational diagnostics and models of organisational observation are dealt with, because the knowledge of the current situation is an essential prerequisite for the identification of necessary change needs and possible interventions.
Approaches to the shaping and models of implementation of organisational development processes build the theoretical basis for the development of case studies. Thus, methodological connections of organisational development are discussed, as are the possibilities of evaluation and transfer assurance as well as success factors when shaping change processes.
There is no change without resistance - dealing with resistance and human resources development are integral parts of sustainable organisational development. Students learn about concepts, methods and tools of (strategic) human resources development and reflect requirements for managers in change processes.

Bachert, Robert & Vahs, Dietmar (2007). Change Management in Nonprofit-Organisationen. Stuttgart: Schäffer-Poeschel Verlag.
Doppler, Klaus & Lauterburg, Christoph (2014). Change Management. Den Unternehmenswandel gestalten (13. Auflage). Frankfurt & New York: Campus Verlag.
König, Eckard & Volmer, Gerda (2008). Handbuch Systemische Organisationsberatung. Weinheim & Basel: Beltz Verlag.
Lauer, Thomas (2014). Change Management. Grundlagen und Erfolgsfaktoren (2. Auflage). Berlin & Heidelberg: Springer und Gabler Verlag.
Ryschka, Jurij, Solga, Marc & Mattenklott, Axel (Hrsg.) (2011). Praxishandbuch Personalentwicklung. Instrumente, Konzepte, Beispiele (3. Auflage). Wiesbaden: Gabler und Springer Verlag.
Schiersmann, Christiane & Thiel, Heinz-Ulrich (2014). Organisationsentwicklung. Prinzipien und Strategien von Veränderungsprozessen (4. Auflage). Berlin & Heidelberg: Springer & Gabler Verlag.
Wegerich, Christine (2015). Strategische Personalentwicklung in der Praxis. Instrumente, Erfolgsmodelle, Checklisten, Praxisbeispiele (3. Auflage). Berlin & Heidelberg: Springer & Gabler Verlag.

Lecture, group work, presentations

Organisational related case work (50%) and draft of a written reflexion (50%)