SHE Level 5
SCQF Credit Points 20.00
ECTS Credit Points 10.00
Module Code MMN223634
Module Leader Zhi Wang
School School of Computing, Engineering and Built Environment
Subject GCU London
  • A (September start)
  • B (January start)
  • C (May start)

Summary of Content

This module develops a critical appreciation of organisational change and the implications for devising, implementing and overseeing change. The module considers multiple perspectives of change ranging from the traditional to emerging alternatives. The learning commences with a historical overview of the development of organisations and the implications for change. In particular, it highlights how increased globalisation has illustrated the centrality of change in contemporary organisations together with complex nature of leading and responding to change in an ethically and socially responsible manner. The module explores forms of, and approaches to, change. This provides an appropriate platform to explore key related issues such as organisation culture, power and stakeholder implications, alternative organisational design options, and human reactions to change. These in turn facilitate critical exploration of the required processes, and intervention and support strategies, which allow critical investigation of the roles played by change managers and internal/external stakeholders. The module focuses on change as an international and intercultural phenomenon that crosses national cultures and facilitates dynamic capability building. The assessments in this module are aimed at advancing integrative knowledge and understanding, bridging the theory-practice divide, developing individual analytic capabilities and multi-cultural team working competencies, and encouraging transformational thinking both at the organisational and individual student levels. All module content will fully reflect the global business environment and utilise examples from real life cases.


-360b7 Change in a wider professional context b7 Organisational design and types of change b7 Approaches to change b7 Developing a responsible strategy for change b7 Organisational dynamics, power and politics b7 Stakeholder analysis b7 Planning for change: aspects, players, challenges b7 Employee engagement in change b7 Developing organisational learning, knowledge and capacity b7 Managers of change

Learning Outcomes

On successful completion of the module the student should be able to:- 1. Demonstrate and in depth understanding of theoretical and practical models of change and related implications for managing change in practice CW1/CW22. Critically investigate the sophisticated interrelationships between forms of change, approaches to change and their relevance for alternative organisational design options in the international arena CW13. Appraise the roles of strategic partners and leaders and evaluate their distinct and combined contributions for successful ethical and socially responsible change CW24. Design creative and practicable strategies for change that reflect contextual and ethical sensitivity, critical analysis and synthesis CW25. Apply knowledge and understanding gained from the change management field on workplace case studies CW1/CW2

Teaching / Learning Strategy

Teaching and learning will be carried out mainly in lectures and seminars, complemented by both guided and independent research. In addition, GCU Learn will be used support the students' learning experience. This module uses an integrated multi-dimensional approach to teaching and learning. The purpose of which is to develop deep learning, indicated by the ability to abstract meaning from constructs, form linkages between related constructs and practice, and reframe experience. To secure this outcome, students are required to read widely and to apply the knowledge they acquire on the module. Through GCU Learn, students will be provided with a reading pack consisting of a collection of published journal articles arranged in lecture sequence to initiate the wider reading required. The module exploits both passive learning (exposure to, and acquisition of, knowledge through lectures developed from internationally reputable publications), and encourages active learning (interest driven student engagement). In addition, in seminars students will be encouraged to draw on their distinctive experiences in different cultures (organisational and national), sectors (public, private and not-for profit) and industry contexts. An integral element of the learning in this module is its process orientation to learning achieved via team working. Such orientation enables active learning through knowledge sharing, confrontation of diverse viewpoints, challenge of cultural and individual perspectives, and new knowledge creation through the integration of divergent ideas. The learning and insights gained through the module activities will be applied to a case study based on real life examples, in order to increase student's awareness of the complexity of change in contemporary organisations.

Indicative Reading

Key reading: -360b7 Burnes B (2004); Managing Change: A Strategic Approach to Organisational Dynamics; 4 th Edition; Pearson Education Ltd; London. b7 Cameron E and Green M (2007); Making Sense of Change Management: A Complete Guide to the Models, Tools & techniques of Organizational Change; Kogan Page; London. b7 Harlow Fullan M (2004); Leading in a Culture of Change; Jossey Bass; San Francisco b7 Henry J [ed] (2001); Creative Management And Development; Third Edition; Sage Publications Ltd; London, England. b7 Hughes M (2006); Change Management: A Critical Perspective; Chartered Institute of Personnel and Development; London. Recommended reading: -360b7 Avery, G. C. (2004); Understanding Leadership; Sage; London b7 Bessant J (2003); High-Involvement Innovation: Building and Sustaining Competitive Advantage Through Continuous Change; John Wiley & Sons Ltd; England. b7 Boxall P. and Purcell J. (2008), Strategy and HRM, 2 nd Edition; Palgrave Macmillan; b7 Basingstoke. Brown A (1998) Organisational Culture; 2 nd Edition; Pearson Education; b7 Harlow Brown D, Caldwell R and White K (2004) Business Partnering: A New Direction for HR - A Guide; CIPD; London b7 Buchanan D A and Badham R J (2008); Power, Politics and Organizational Change: Winning the Turf Game; Sage Publications Ltd; London b7 Clegg S, Kornberger M and Pitsis T (2008); Managing & Organizations; Sage Publications Ltd; London b7 Craine A (2010); Business Ethics: Managing Corporate Citizenship and Sustainability in the Age of Globalization; 3 rd Edition; Oxford University Press; b7 Harvard Business Review (2002); Harvard Business Review on Culture and Change; Harvard Business School Press; Boston, MA b7 Hofstede G (2007); Cultures and Organizations: Software of the Mind; McGraw-Hill Education, Harper Collins, London. b7 Hofstede G (2003); Culture's Consequences: Comparing Values, Behaviours, Institutions and Organizations Across Nations; Sage; Beverley Hills, CA Huber G P (2004); The Necessary Nature of Future Firms: Attributes of Survivors in a Changing World; Sage Publications Inc.; USA b7 Mayle D (2006); Managing Innovation and Change; Sage Publications Ltd; London b7 Nonaka I and Takeuchi H (1995); The Knowledge-Creating Company; Oxford University Press; New York. b7 Robinson A G & Stern S (1997); Corporate Creativity: How Innovation and Improvement Actually Happen; Berrett-Koehler Publishers; San Francisco. Senior B and Fleming J (2006); Organisational Change; 3 rd Edition; Prentice Hall (E-Book) b7 Schein E H (2004); Organizational Culture and Leadership; Jossey Bass; San Francisco b7 Trompenaars F (1997); Riding the Waves of Culture: Understanding Cultural Diversity in Business; Nicholas Brealey Publishing; London. Journals: Academy of Management Journal Academy of Management Review Administrative Science Quarterly British Journal of Industrial Relations 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 Change Management Journal of Leadership and Organisational Studies Journal of Organizational Change Management Journal of Workplace Learning Organizational Studies

Transferrable Skills

Critical thinking Analytical skills Interpersonal skills Intercultural competence Teamwork Conflict management Problem solving Creative thinking

Module Structure

Activity Total Hours
Seminars (FT) 18.00
Assessment (FT) 40.00
Tutorials (FT) 8.00
Lectures (FT) 18.00
Independent Learning (FT) 116.00

Assessment Methods

Component Duration Weighting Threshold Description
Course Work 01 n/a 40.00 45% Individual Case Study Analysis
Course Work 02 n/a 60.00 45% Group Case Study Change Plan