Change Management and Coaching

Not applicable.

Classes are theoretical-practical.

In approaching the themes, audiovisual and digital media will be used to present the contents and examples that illustrate them, as well as practical cases and exercises to encourage active participation.

The pedagogical methods used will be: expository, interrogative and case study, enabling a strong integration into the organizational and professional contexts of the various students.

The purpose of this Curricular Unit is to provide students with knowledge and techniques that allow them to understand, overcome and manage processes of organizational change as an engine of development, learning and innovation, as well as knowing the main characteristics of coaching and its contribution as a powerful tool. for managers in their day-to-day activities in organizations.

The specific objectives are:

• Analyze and understand the influencing factors of organizational change;
• Understand the process of change in an organization in its different frameworks;
• Understand the variables that condition the processes of change;
• Know and apply strategies to manage change as an engine of organizational development, learning and innovation;
• Know the main characteristics of a coaching process and its importance;
• Know the determinants of the success of a coaching process;
• Develop executive coaching skills for organizational effectiveness.

   1. Why, when and how to change
    1.1. The forces that act as drivers for change

   1.2. Concept, type of changes and their implications

   2. Why change processes fail

   2.1. Resistances to change

   3. How to conduct change processes

   3.1. Managing change: process, steps and strategies

  4. Change as a process of development, learning and innovation in organizations

  5. Coaching

   5.1. Contextualization of coaching, concept and evolution

   5.2. Characteristics and fundamental principles of the coaching process

   5.3. Guidelines, methodology and benefits

  6. Essential skills in coaching for organizational change management

  7. Coaching in the performance of leaders and/or managers in the day-to-day activities of organizations

NAO

• Boyce, L. A., & Hernez-Broome, G., (2011). Introduction: State of Executive Coaching: Framing Leadership Coaching Issues. In G. Hernez-Broome & L. A. Boyce, Advancing Executive Coaching. Setting the course for successful leadership coaching (Eds.) (pp. xliii-lxi). San Francisco: John Wiley & Sons.

• Cunha, M. P., Rego, A., Cunha, R. C., Neves, P., & Cabral-Cardoso, C. C. (2016). Manual de comportamento organizacional e gestão (8ª Ed.). Lisboa: Editora RH. 

• Gibson, J. L., Ivancevich, J. M., Donnelly, J. H., & Konopaske, R. (2006). Organizações: Comportamentos, estruturas e processos. São Paulo: McGrow-Hill. 

• Penim, A., & Catalão, J. (2019). Ferramentas de Coaching (8ª Ed.). Lisboa: Lidel

   

   

• Rego, A., Cunha, M. P., Oliveira, C. M., & Marcelino, A. R. (2007). Coaching para Executivos. Lisboa: Escolar Editora.