Master of Management (MM)

Organizational change

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In recent times, change has become so common in organizations that it has no beginning and no end. However, many changes do not always happen smoothly, not as expected, they may be indeterminately long and without direction, or even painful. How to carry out changes smoothly - this is what we will learn during the module.
Assoc. Prof. Dr. Olga Štangej
Head of Module
Organizational change
The objective of the module
The purpose of this module is to move managers away from their own pre-conceptions and "bottom-up" decision-making and ncourage them to go through the process of finding a solution as if they were doing it with an outside consultant.
Why should you choose this module?
This module is intended for those managers who want to manage change well - get rid of bias, identify the real problem, and structurally prepare the organization for change.
Module results
After completing the module, you will be ready to develop organizations, to accept change as a natural state that occurs in a systematic, inclusive and purposeful way, not to be afraid of the uncertainty of the situation, because the many models, tools and techniques mastered in this module will help to give certainty to decisions.
1 semester
2024 m. spring
Details about the module
About module
What will you learn?
Main topics
About module

About module 


In recent times, change has become so common in organizations that it has no beginning and no end. These are no longer projects with a clear definition and deadlines, but a normal state when problems are solved, quick reaction to the changing environment is required and looking for innovative ideas and developing the organization are necessary skills. However, many changes happen randomly, not as expected. They may be indeterminately long and without direction, or even painful.  


The reasons for this include misidentification of problems, standard and narrowly applied methods ("when you have a hammer, everything around looks like nails"), directive leadership rather than inclusive decision-making, little stakeholder involvement and employee ownership of the decisions made.  


Good change management starts with a fair and inclusive decision. To do this, the manager must be able to step back from his own pre-conception and "top-to=bottom" decision making.  


A good practice is to go through the process of finding a solution as if an external consultant were doing it:  

  • Get rid of one’s biases by starting data collection "from scratch" and ensure that all stakeholders are heard.
  • Treating stakeholders like customers – their opinions and ownership are critical as we bring together change agents and implementers in this phase.
  • Make sure that the problem is really being solved, to identify the real problem.
  • Choose practical tools that help structure the problem and its solution, use innovative methods to find ideas.
  • Apply techniques that engage and develop teams so that they are psychologically prepared for the change, consider it "ours" and not "theirs from above" and be responsible for implementation in the long term.
  • Structurally prepare organizations for change.
  • Look at the readiness for change through the prism of the project - definiteness in time and specific actions allow you to avoid discussing problems that go on for years and/or repeat without making and/or taking decisions.




What will you learn?

What will you learn? 


You will add value to the organization by being able to:  

  • Analyze the change in the organization holistically, integrating the perspectives of different stakeholders (customers, employees and shareholders).  
  • Achieve the goals of the organization more efficiently and to implement its plans more productively.  
  • More accurately and accurately identify a relevant management problem and/or opportunity in the organization.  
  • Advise on how to implement valuable and lasting change in organizations. 
Main topics

Main topics of the module:

  • The role of a change leader in an organization
  • Change scope and client acquisition agreements
  • Complex problem solving
  • The relationship between the change initiator and the internal customer
  • The need for project management competencies in the activities of change leaders
  • Collection and analysis of information to solve the problem
  • Change communication as a coaching aid in organizations
  • Organizational problem diagnosis/discovery
  • Organization Design (English "Organization Design")
  • Innovative methods of solving challenges
  • Involving stakeholders in the change process
  • Resistance to change
  • Creation of management strategy in the company
  • Change success indicators
How does Master of Management (MM) work?
Identify the need for knowledge
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3 modules + Final thesis = Master's of Management Degree
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2024 M.
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Skaidrė Samuilė,
Executive Education Consultant
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