LEADING ORGANISATIONS IN A CHANGING GLOBAL CONTEXT

SHE Level 4
SCQF Credit Points 20.00
ECTS Credit Points 10.00
Module Code MHN624373
Module Leader Irene Mains
School Glasgow School for Business and Society
Subject Human Resource Management
Trimesters
  • A (September start)
  • B (January start)
  • C (May start)

Summary of Content

The impact of leadership style and approach in a diverse world, especially during change processes, has significant implications for organisational effectiveness and employee engagement. Within this context the aim of this module is to enable students to evaluate leadership and change from both an individual and a strategic perspective. Students will be afforded the opportunity to assess their own leadership skills and competences generally, and then specifically in relation to leading change in a global context. This module will also enable students to evaluate the key concepts and factors of change, considering the strategic perspective of the organisation. Through this module, students will have the opportunity to be involved in a simulated change event, and to then further develop their skills of self reflection , personal analysis and presentation skills, in addition they will critique the leadership and processes adopted in relation to a business related change initiative within their chosen industry or sector. PRME-related issues - consideration will be given to responsible leadership generally and specifically in relation to leading change ethically.

Syllabus

The Theory of Leadership Contemporary Theories of Leadership Defining the socially responsible leader Personal Leadership Introduction to Change -Theories and Processes Managing self - personal transition Reflective Writing and Self Analysis Designing Change The role of the leader in change Stakeholder analysis The cultural web Power and Politics and change Managing Organisational Resources to effect change

Learning Outcomes

On completion of this module students should be able to:1. Critically analyse traditional and contemporary theories of leadership in a global context2. Critically evaluate the skills and values of global leaders generally and specifically in relation to leading change.3. Critically reflect on their current personal leadership traits, style and values.4. Develop a comprehensive understanding of the strategic change theories and processes utilised by organisations and5. Critically evaluate the design and impact of contemporary management processes on both people and organisations undergoing strategic change

Teaching / Learning Strategy

Teaching and learning will be carried out mainly in lectures and seminars, complemented by both guided and independent reading. In addition, GCU Learn will be used to support the students' learning experience. Lectures will provide both the theoretical and conceptual frameworks for exploring and evaluating approaches to leadership and change contexts on a global setting, considering the approaches utilised in differing cultures and across diverse organisations. The use of a simulated change event will allow students to engage in active learning by experiencing a change scenario and then to utilise this experience to reflect on their own (and others) approaches, abilities and behaviours during times of change. This will assist students with the personal reflective assessment which is assessment 1 on the module. Active Learning is also evident via a presentation element which will afford students the opportunity to gain formative feedback for their second assessment. As such, this not only develops the skill of presenting information to a group in a logical and effective manner; it allows for both tutor and peer feedback, which enables learning through knowledge sharing, challenge of ideas and perspectives, and new knowledge creation through an integration of diverse ideas and approaches. The second assessment allows students to develop their ability to critically analyse organisational approaches and leadership generally, during times of change. This encourages the student to further develop the ability to abstract meaning from theories and constructs, form linkages between related theories and practical impacts and evaluate the design of change within a real life organisational setting. Throughout the module, international and intercultural examples and case studies will be utilised to allow students to appreciate the diversity of considerations in leading change in a global setting. GSBS will continue to use the advancement of GCU Learn as a blended learning tool through its teaching and learning as well as through engagement with students. GSBS will ensure that all modules are GCU Learn enabled and with the support of the Learning Technologists at the cutting edge of development of online materials. Academic staff and the Learning Technologists will continue to work together to develop and operate all modules on GCULearn to ensure student support and information sharing. E-activities will also be used to enhance consolidation of learning at key points throughout the syllabus . Students are provided with formative and summative feedback via a variety of mechanisms. Feedback on coursework is provided within 3 working weeks of submission.

Indicative Reading

Books : Avery, G. C. (2004); Understanding Leadership; Sage; London Bessant J (2003); High-Involvement Innovation: Building and Sustaining Competitive Advantage Through Continuous Change; John Wiley & Sons Ltd; England. Brown A (1998) Organisational Culture; Second Edition; Pearson Education; Harlow Buchanan D A and Badham R J (2008); Power, Politics and Organizational Change: Winning the Turf Game; 2 nd Edition; Sage Publications Ltd; London Burnes B (2009); Managing Change: A Strategic Approach to Organisational Dynamics; Fifth Edition; Pearson Education Ltd; London. Cameron, Sheila (2009) The Business Student's Handbook: Skills for Study and Employment. FT Prentice Hall. Cameron E and Green M (2012); Making Sense of Change Management: A Complete Guide to the Models, Tools & Techniques of Organizational Change; 3 rd Edition; Kogan Page; London. Craine A (2010); Business Ethics: Managing Corporate Citizenship and Sustainability in the Age of Globalization; 3rd Edition; Oxford University Press; Oxford Fryer M (2011); Ethics and Organizational Leadership: Developing a Normative Model; Oxford University Press; Oxford (E-Book) Fisher C and Lovell A (2009); Business Ethics and Values: Individual, Corporate and International Perspectives; 3 rd Edition; Prentice Hall/FT; Harlow Fullan M (2007); Leading in a Culture of Change; Jossey Bass; San Francisco Grint, K ( 2005) Leadership: Limits and Possibilities; Palgrave Macmillian Hofstede G (2010); Cultures and Organizations: Software of the Mind; 3 rd Edition; McGraw-Hill Education, Harper Collins, London. Hofstede G (2003); Culture's Consequences: Comparing Values, Behaviours, Institutions and Organizations Across Nations; Sage; Beverley Hills, CA Hughes M (2010); Change Management: A Critical Perspective; 2 nd Edition; Chartered Institute of Personnel and Development; London; England Isaken S and Tidd J (2006); Meeting The Innovation Challenge; Leadership for Transformation & Growth; John Wiley & Sons Ltd; England. Mayle D (2006); Managing Innovation and Change; Sage Publications Ltd; London Myers, Hulks and Wiggins (2012); Organisational Change Perspectives on Theory and Practice; Oxford Northouse P (2013); Leadership: Theory and Practice; 6 th Edition; Sage; Thousand Oaks Puccio G J, Murdock M C and Mance M (2011); Creative Leadership: Skills that Drive Change; 2 nd Edition; Sage Publications Inc; California Routledge, C & Carmichael, J (2007); Personal Development and Management Skills; CIPD Senior B and Swailes S (2010); Organisational Change; 4 th Edition; Prentice Hall; England Schein E H (2010); Organizational Culture and Leadership; 4 th Edition; Jossey Bass; San Francisco Storey J. (2007); HRM: A Critical Text, 3rd Edition; Thomson Learning; London. Thorne D M, Ferrell O C and Ferrell L (2008); Business and Society: A Strategic Approach to Social Responsibility; 3rd Edition; Houghton Mifflin Company; Boston Trompenaars F (1997); Riding the Waves of Culture: Understanding Cultural Diversity in Business; Nicholas Brealey Publishing; London. Whetten D A and Cameron K S (2011); Developing Management Skills; 8 th Edition, Prentice Hall Winstanley, D (2005); Personal Effectiveness: A guide to action; CIPD Yukl, G. (2010) Leadership in Organizations (International Edition). 7th edition, Pearson/Prentice Hall, NJ Journals : Academy of Management Journal Academy of Management Review Administrative Science Quarterly British Journal of Industrial Relations Business Ethics Quarterly Business & Professional Ethics California Management Review Corporate Governance: An International Review Corporate Social Responsibility & Environmental Management Creativity & Innovation Management Economic & Industrial Democracy Employee Relations European Management Journal European Journal of Industrial Relations European Journal of Innovation Management Harvard Business Review Human Resource Management (USA) Human Resource Management Journal International Journal of Human Resource Management International Journal of Training and Development Journal of Business Ethics Journal of Change Management Journal of Leadership and Organisational Studies Journal of Management Development Journal of Organizational Change Management Journal of Workplace Learning Leadership Management Learning Organisational Dynamics Organizational Studies Personnel Psychology Sloan Management Review The Leadership and Organizational Development Journal Work Employment & Society

Transferrable Skills

-360b7 Analytical skills b7 Self evaluation - awareness of Strengths and Weaknesses b7 Ability to reflect b7 Creativity and Innovation b7 Knowledge of Cultural Awareness b7 Ethics awareness b7 Leadership skills b7 Interpersonal skills b7 Strategic Envisioning b7 Presentation b7 Communication b7 Writing

Module Structure

Activity Total Hours
Lectures (FT) 24.00
Independent Learning (FT) 121.00
Assessment (FT) 42.00
Seminars (FT) 13.00

Assessment Methods

Component Duration Weighting Threshold Description
Course Work 02 n/a 50.00 n/a Critical Analysis of how a change has been designed and led in an organisation within a chosen industry.(2000 words) week 14
Course Work 01 n/a 50.00 n/a Individual Reflection on personal leadership style, skills and values; and personal resistance to change (2000 words)Week 8