Change management

SubjectChange management
Semester4th semester (spring)
Study programme:Business studies (Master)
Primary language:Slovene
The course will be carried out in the Slovene language and is an obligatory course in accordance with an officially approved curriculum of the Master Degree Program in Business Studies.

Students must have sufficient knowledge of the Slovene language so that they can communicate with lecturers and other students, follow the lectures and understand the study materials.

  • To understand the basic concepts of change management.
  • Describe the impact of external and internal factors on the decisions concerning changes within the company.
  • To acquire problem solving skills based on quantitative and qualitative information.
  • To develop the ability to foresee situations and anticipate events as well as being able to recognize and interpret an economic situation within a specific context.
  • To develop decision-making skills.
  • To acquire skills for independent learning.
  • To be able to express ones' ideas and formulate arguments in a logical and coherent way, both verbally and in written form.
  • To be able to create arguments which are conducive to critical and self-critical thinking.
  • To develop skills for adapting to new situations.
  • To acquire mechanisms that facilitate the adoption of ethical commitments.
  • To be able to analyse business-related behaviour and decisions and evaluate them from an economic, social and ethical point of view.
  • To acquire the ability to put knowledge into practice.
  • To be able to develop abilities for interpersonal relationships and teamwork.
  • To understand the strategic aspect of the company's management function.
  • To be able to understand and use basic management concepts and principles.
Learning outcomes
After passing the exam, the student will understand the importance and a holistic approach to introduce changes in companies.

  • Change management, crisis management and turnaround management
  • The main models of approaches to the implementation of changes
  • Strengthening the sense of urgency of change
  • The composition of the leading team
  • Creating a true vision
  • Communication focused on people's enthusiasm
  • Authorization
  • The importance of short-term success
  • Insisting on changes
  • Long-term consolidation of changes
Teaching and learning activities
  • Teacher explanations
  • Conversation / debate
  • Presentation of seminar papers
Evaluation system and criteria
  • Evaluation system consists of: seminar work (25% of the weight), individual participation (25% of the weight) and a written exam (50% of the weight).
  • Regardless of the calculation taking into account the individual weights, first the written exam must have the positive evaluation.
Teaching and learning material
  • Kotter, J.P.. Leading change. Harvard Business School Press, 2012.
  • Vaupot, Z. Change management, lecture notes. Ljubljana: Fakulteta za pravo in poslovne vede.
  • Al-Haddad, S., & Kotnour, T. (2015). Integrating the organizational change literature: a model for successful change. Journal of organizational change management.
  • Anand, N., & Barsoux, J. L. (2017). What everyone gets wrong about change management. Harvard business review, 95(6), 79-85.
  • Appelbaum, S. H., Habashy, S., Malo, J. L., & Shafiq, H. (2012). Back to the future: revisiting Kotter's 1996 change model. Journal of Management development.
  • Atherton, T. (1999). How to Be Better at Delegating and Coaching. Kogan Page.
  • Bennett, H., & Durkin, M. (2000). The effects of organisational change on employee psychological attachment An exploratory study. Journal of managerial psychology.
  • Bennis, W. (1985). The Planning of Change. Holt, Rinehart, and Winston.
  • Bridges, W. (1991). Managing transitions. Reading, Mass. : Perseus Books.
  • Brown, A. (1998). Organisational Culture. Financial Times Pitman Publishing, London.
  • Burt, R. S. (1999). The social capital of opinion leaders. The Annals of the American Academy of Political and Social Science.
  • Cheung, M. (2010). An integrated change model in project management. University of Maryland, College Park.
  • Colombo, M. G., & Delmastro, M. (2004). Delegation of authority in business organizations: an empirical test. The Journal of Industrial Economics, 52(1), 53-80.
  • Corey, L. G. (1971). People who claim to be opinion leaders: identifying their characteristics by self-report. Journal of Marketing.
  • Cosmas, S. C., & Sheth, J. N. (1980). Identification of opinion leaders across cultures: an assessment for use in the diffusion of innovations and ideas. Journal of International Business Studies.
  • Cox, D. (2017). Delivering effective internal communications–delivering ROI through employee engagement: industry benchmark analysis & best practice advice.
  • Heathfield, S. M. (2009). Communication is key in change management (
  • Hofstede, G. (1998). Attitudes, values and organizational culture: Disentangling the concepts. Organization studies.
  • Hofstede, G., Hofstede, G. J., & Minkov, M. (1991). Cultures and organizations: Intercultural cooperation and its importance for survival. Software of the Mind London: McGraw-Hill.
  • Jenks, J. M., & Kelly, J. M. (1986). Don't Do, Delegate!. Ballantine Books.
  • Kaplan, R. S., Norton, D. P., & Barrows, E. A. (2008). Developing the strategy: Vision, value gaps, and analysis. Balanced Scorecard Review.
  • Kerr, J., & Slocum Jr, J. W. (2005). Managing corporate culture through reward systems. Academy of Management Perspectives, 19(4), 130-138.
  • Kim, W. C., & Mauborgne, R. (2003). Tipping point leadership. HBR.
  • Kim, W. C., & Mauborgne, R. (2004). Value innovation: the strategic logic of high growth. HBR.
  • Kotter, J. P., & Heskett, J. L. (1992). Corporate Culture, Corporate Governace and Performance. New York: Free Press.
  • Kotter, J. P., Kim, W. C., & Mauborgne, R. A. (2011). HBR's 10 Must Reads on Change Management (including featured article" Leading Change," by John P. Kotter). Harvard Business Press.
  • Kovač, J., Mühlbacher, J., Kodydek, G., Ferjan, M., & Hauc, A. (2012). Uvod v management sprememb. Moderna organizacija v okviru Fakultete za organizacijske vede.
  • Lawrence, P. R. (1969). How to deal with resistance to change. Harvard Business Review.
  • Meyer, J. P., & Allen, N. J. (1997). Commitment in the workplace: Theory, research, and application. Sage publications.
  • Nelson, B. (1996). Dump the cash, load on the praise. PERSONNEL JOURNAL-BALTIMORE THEN COSTA MESA-, 75, 65-70.
  • Rogers, E. M., & Cartano, D. G. (1962). Methods of measuring opinion leadership. Public opinion quarterly.
  • Rokeach, M. (1968). Beliefs, Attitudes, and Values. San Francisco : Jossey-Bass.
  • Russ, T. L. (2008). Communicating change: A review and critical analysis of programmatic and participatory implementation approaches. Journal of Change Management, 8(3-4), 199-211.
  • Schein, E. H. (1992). Coming to a new awareness of organizational culture (
  • Schein, E. H. (1999). The corporate culture: sense and nonsense about cultural change. Jossey-Bass.
  • Siegal, W., Church, A. H., Javitch, M., Waclawski, J., Burd, S., Bazigos, M., ... & Burke, W. W. (1996). Understanding the management of change: An overview of managers’ perspectives and assumptions in the 1990s. Journal of Organizational Change Management.
  • Traphagan, J. (2015). Why “Company Culture” Is a Misleading Term. Harvard Business Review, 21.
  • Vahs, D. (2005). Organisation: Einführung in die Organisationstheorie und Praxis. Schäffer-Poeschel Verlag.
  • Van Buren, M. E., & Safferstone, T. (2009). The quick wins paradox. HBR.
  • Williams, A., Dobson, P., & Walters, M. (1990). Changing culture. Institute of Personnel Management, London.
Office hours
  • Before and after the lectures
  • By agreement


Vaupot, Zoran