APPLIED PEOPLE MANAGEMENT AND ORGANISATIONAL CHANGE

SHE Level 3
SCQF Credit Points 20.00
ECTS Credit Points 10.00
Module Code M3N624843
Module Leader Brian Smith
School School for Work Based Education
Subject SCWBE
Trimesters
  • A (September start)
  • B (January start)
  • C (May start)
  • A (September start)-B (January start)
  • B (January start)-C (May start)

Summary of Content

This module provides a critical account of theories, concepts and techniques relevant to the management of people in an organisation. This includes an understanding behavioural theory relating to individuals, groups and teams within the workplace including relevant people management legislation, and its impacts on employees and managers alike. The module links this to the theories and impacts of organisational change, including a detailed understanding of factors precipitating change, strategies for managing change and potential conflicts this may create. It will examine the implications of change initiatives from both employee and change manager perspectives.

Syllabus

Motivation theories Power, conflict and leadership styles Theories of group and teamwork Employee Relations, Equal Opportunities and Diversity Change management concepts, theories and models Stakeholder management and leadership in a change environment Organisational Development, Learning organisations and change mapping Resistance to change and ethical issues

Learning Outcomes

On completion of the module, the student should be able to:1. Demonstrate an understanding of principal theories and techniques associated with managing people in an organisation, by commenting on the existing work based practices and applying appropriate rationale for their use in the context of current legislation.2. Demonstrate a critical understanding of theories, concepts and techniques associated with managing change at work, including the understanding and application on change management strategies for improving organisational performance and development.3. Demonstrate the ability to lead and take responsibility for both people and change management related professional development through reflection of practice.

Teaching / Learning Strategy

Students will be expected to draw on academic theories and techniques in order to frame, analyse and solve actual work based problems. To this end learning will involve not only formal but informal learning strategies and assessment. This module particularly emphasises the integration of learning and work e.g. the student's assessment may involve them in conducting actual work based analysis and decision making within a work context. The module utilises an interactive lecture programme where students are encouraged to participate and contribute. Students are required to undertake a programme of specified reading for independent learning, and reflect upon managerial practices within the workplace. The teaching and skills development programme will be supported via GCU Learn, which will also enhance the students' ability to utilise e-communication.

Indicative Reading

Armstrong M. (2012), Armstrong's handbook of human resource management practice, 12th Edition, ISBN 9780749465513 (e-book). Blyton P., Heery H. & Turnbull P. (2011), Reassessing the employment relationship, ISBN 9780230221727 Gennard J. & Judge G. (2010), Managing Employee Relations, ISBN 1843982560 Huczynski A & Buchanan D (2013), Organizational Behaviour, 8th edition, ISBN 9781292008776 (e-book) Mullins J. (2013, Management and organisational behaviour, Pearson education, ISBN 9780273792642 Northhouse P.G. (2013), Leadership theory and practice, 6th edition, ISBN 9781452203409 Cameron, E & Green, M (2012) 3RD EDITION 4TH EDITION DUE 2015 ,Making Sense of Change Management: a complete guide to the model, tools and techniques of organisational change. Kogan Page Lewis, Laurie K. Organizational change: creating change through strategic communication. Wiley-Blackwell, 2011. Paton, R A & McCalman, J (2008), Change Management: a guide to effective implementation (3rd edition) Sage Publications Ltd Senior, B & Fleming (2006), Organizational Change, (3rd edition) FT Prentice Hall. Making Sense of Change Management: a complete guide to the model, tools and techniques of organisational change. Kogan Page Journals (available from GCU library link): Industrial Relations Journal The British Journal of Industrial Relations Websites: www.acas.org.uk wwwww.cipd.org.uk

Transferrable Skills

Self-management: self-motivation, time management and critical self-reflection and evaluation of personal performance. Interpersonal Skills: an ability to work collaboratively and constructively with others on a complex group assignment. Communication skills, negotiation skills and presentation skills when participating in the group work and group presentation. Peer assessment: skills in giving and receiving constructive feedback. Research skills: data gathering using secondary methods, and data analysis. C & IT skills: engaging in a virtual learning environment; using MS PowerPoint and MS Word packages for presentations and report writing; accessing and using industry databases such as FAME, MINTEL, KEYNOTE. Using Refworks software to develop referencing skills, and Turnitin software to improve writing style.

Module Structure

Activity Total Hours
Lectures (PT) 3.00
Assessment (PT) 40.00
Independent Learning (PT) 145.00
Seminars (PT) 12.00

Assessment Methods

Component Duration Weighting Threshold Description
Course Work 01 n/a 100.00 40% An essay of 3000 words applying relevant theory to analyse, evaluate and reflect on a work based change management scenario addressing the people management implications of the change.