ORGANISATIONAL CHANGE & RESPONSIBLE LEADERSHIP

SHE Level 5
SCQF Credit Points 15.00
ECTS Credit Points 7.50
Module Code MMN624062
Module Leader Siva Sockalingam
School Glasgow School for Business and Society
Subject Management
Trimesters
  • A (September start)
  • B (January start)

Pre-Requisite Knowledge

Programme entry requirements

Summary of Content

This module develops a critical appreciation of organisational change and the concomitant leadership implications and demands, within the context of PRME principles in an international environment. In doing so, the module considers multiple perspectives of change and leadership ranging from the traditional to emerging alternatives drawing on theory and practice, and using case examples of international organisations. The learning commences with a historical overview of the development of organisations, and the contemporary implications for organisational change and leadership. It highlights how globalisation has accentuated the centrality of change in contemporary organisations, and underscores the significance and complex nature of leading, managing and responding to change in an ethical and socially responsible manner. Subsequently, the module explores forms of, and approaches to, change. This provides an appropriate platform to explore other key related issues such as organisation and national culture, power, influence and stakeholder implications, alternative organisational design options, and human reactions to change. These in turn facilitate critical exploration of the required processes, interventions and support strategies to facilitate and lead change, and the roles played by leaders and HR in designing and implementing effectual and socially responsible change. The learning culminates with an exploration of the recent developments in organisational and change theory, which emphasise organisational designs and processes that create capabilities for both execution in the present and adaptation to the future. This enables an exploration of emerging concepts such as agility and dynamic capability and the role of learning, employee creativity and absorptive capacity when designing such strategic change. Together, the assessments in this module are aimed at advancing integrative knowledge and understanding, bridging the theory-practice divide, developing individual leadership capabilities and team working competencies, and encouraging transformational thinking at either or both the organisational and individual student levels.

Syllabus

The syllabus is organised around the following themes: Module Scoping & Context Setting: -360a7 Review of organisational design development and underpinning theory a7 Globalisation and the corporate social responsibilities of organisations in society: Implications for change and leadership a7 New organisational design options and emerging imperatives Understanding Change In the International Context: -360a7 Approaches to change a7 Forms of change Leading Change Responsibly in the International Context: -360a7 Leadership: Essential Theories a7 New Realities of Leadership a7 Leading Change a7 Role and Contribution of HR as Agents of Change Complexities & Challenges of Change in the International Context: -360a7 Stakeholder Analysis: Power, Influence, and CSR Considerations a7 Human Reactions to Change and Ethical Considerations a7 Culture: Organisational, National and Ethical Corporate Culture Emerging International Change Priorities: -360a7 Managing creativity for high-involvement innovation and agility a7 Exploring absorptive capacity for dynamic capability a7 Designing strategic change incorporating agility and dynamic capability

Learning Outcomes

On successful completion of this module, the student should be able to:" Develop appreciation of the increasingly global and internationalised nature of the business environment, and the raised profile of CSR and Responsible Leadership (PRME), with attention to the historical and theoretical basis for organisational design and development." Critically investigate the complex interrelationships between forms of change, approaches to change, their relevance for alternative organisational design options, and implications for organisational culture, stakeholder power and influence, and human reactions to change, and assess the combined implications for change outcomes in an international context." Identify, analyse and manage the complex interrelationships between organisational design, strategies, people and processes for building CSR, agility and dynamic capability through strategic change, and critically assess the implications for the change outcome in an international context." Appraise the roles of leaders and HR professionals, and evaluate their distinct and combined contributions for designing and implementing successful change in an internationalised context." Design creative, context specific and practicable strategic change in an internationalised context evidencing critical analysis and synthesis.

Teaching / Learning Strategy

Teaching and learning will be carried out mainly in lectures and seminars, complemented by both guided and independent research. In addition, GCULearn will be used to 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. To secure this outcome, students are required to read widely and to apply the knowledge they acquire on the module. Through GCULearn, students will be provided with an e- reading pack (consisting of a collection of published journal articles) and podcast by key theorist and organisational leaders (from various countries) arranged in lecture sequence to initiate the wider reading required. Further recommended reading relevant to the case organisation (on which the assessments are based) will also be provided on GCULearn to facilitate wider research of the industry, government policies and legislation, supply chain and the case context. The module exploits both passive learning (exposure to, and acquisition of, knowledge through lectures), and encourages active learning (interest driven student engagement). The latter is achieved by "story telling", a method that can facilitate a deep and meaningful engagement with even complex/unfamiliar concepts. 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. The opportunity in lectures to discuss the experiences of organisations in various countries across the globe that have adopted unique approaches to change will bring home to the students the value of considering the 'inconceivable' and the depths of 'human ingenuity'. An integral element of the learning in this module is its process orientation to learning achieved via team working, which also facilities active learning. 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 diverse ideas. The process facilitates experienced based personal and professional learning and development; the opportunity for reflection, learning and advancement is underscored and encouraged in this module. Assessment & Feedback Strategy The assessment for this module is based on a case organisation and consists of two elements; the first individual (40%) and the second team based (60%). The case study written specifically for the module assessments incorporates an international dimension (multi-country connection) with attention to PRME related issues. The first assessment is focused on a diagnosis of the case context. The aim is to capture the status quo, identify the key issues impacting on the organisation and analyse the individual and combined implications for the organisation. The second and main assessment in this module is focused on evaluating deep learning requiring the design in teams of a creative, context sensitive, strategic change and critical analysis of such change. The second assessment demands critical analysis of theory and practice, and the application of theory to practice. Given its team based nature, students will be facilitated in particular at the early stages of team working towards the development of effectual team working capabilities. Internationalisation is incorporated within the assessment requirements and the assessment brief is the same for all students taking the module. Continuous formative feedback to facilitate feedforward to both assessments is a key feature of this module. Seminar activities during class time and the agenda based team meeting with a tutor in the final week of delivery are designed to provide formative feedback to students. Additionally, individual written feedback on Coursework 1 and Coursework 2 will be also provided to each student; normally within three working weeks. Verbal generic feedback on student performance in Coursework 1 will be provided during the class in Week 11, with a view to enable feedforward for the submission of Coursework 2.

Indicative Reading

Avery, G. C. (2004); Understanding Leadership: Paradigms and Cases; Sage; London (E-Book Available) Balogun J, Hope Hailey V and Gustafsson S (2016);Exploring Strategic Change; 4 th Edition; Pearson, Harlow Beerel, A C (2009); Leadership and Change Management; Sage; Los Angeles Bessant J (2003); High-Involvement Innovation: Building and Sustaining Competitive Advantage Through Continuous Change; John Wiley & Sons Ltd; England. Boxall P. and Purcell J. (2015), Strategy and HRM, 4 th Edition; Palgrave Macmillan; Basingstoke. Brown A D (1998) Organisational Culture; Second Edition; Financial Times; London 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 (2014); Managing Change; Sixth Edition; Pearson Education Ltd; London. 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 and Matten D(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 (2013); Business Ethics and Values: Individual, Corporate and International Perspectives; 4 th Edition; Pearson Education; Harlow Fullan M (2007); Leading in a Culture of Change; Jossey Bass; San Francisco Griffin D (2002); The Emergence of Leadership: Linking Self-Organization and Ethics; Routledge; London. (E-Book Available) Hammer M and Champy J (2006); Reengineering The Corporation: A Manifesto For Business Revolution; HarperCollins Business Essentials. Harvard Business Review (2002); Harvard Business Review on Culture and Change; Harvard Business School Press; Boston, MA Henry J [ed] (2006); Creative Management And Development; Third Edition; Sage Publications Ltd; London. 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 Huber G P (2004); The Necessary Nature of Future Firms: Attributes of Survivors in a Changing World; Sage Publications Inc.; USA Hughes M (2010); Change Management: A Critical Perspective; 2 nd Edition; Chartered Institute of Personnel and Development; London; England Hunter I et al (2006); HR Business Partners; Gower; Aldershot Northouse P (2016); Leadership: Theory and Practice; 7 th Edition; Sage; Los Angeles Puccio G J, Murdock M C and Mance M (2011); Creative Leadership: Skills that Drive Change; 2 nd Edition; Sage Publications Inc; California Rathbone C L H (201); Ready for Change? Through Turbulence To Reformation and Transformation; Palgrave MacMillan; UK Rickards T and Clark M (2015); Dilemmas of Leadership; 3 rd Edition; Routledge; Abingdon Robinson A G & Stern S (1997); Corporate Creativity: How Innovation and Improvement Actually Happen; Berrett-Koehler Publishers; San Francisco. 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 Thorne D M, Ferrell O C and Ferrell L (2008); Business and Society: A Strategic Approach to Social Responsibility; 3 rd Edition; Houghton Mifflin Company; Boston Tidd J, Bessant J and Pavitt K (2013); Managing Innovation: Integrating Technological, Market and Organizational Change; 5 th Edition; John Wiley & Sons Ltd; England. Trompenaars F (2012); Riding the Waves of Culture: Understanding Cultural Diversity in Business; 3 rd Edition; Nicholas Brealey Publishing; London. Tushman M L & Anderson P [eds] (2004); Managing Strategic Innovation and Change: A Collection of Readings; Oxford University Press; New York, USA. Ulrich D and Brockbank W (2005); The HR Value Proposition; Harvard Business School Press; Boston, MA Werther Jr W B & Chandler D (2012); Strategic Corporate Social Responsibility: Stakeholders in a Global Environment; 2 nd Edition; Sage; Los Angeles Yukl, G. (2013) Leadership in Organizations ;8th Edition; Pearson Education; 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 Webpages & Databases: Chartered Institute of Personnel & Development: HR Resources; <http://www.cipd.co.uk/hr-resources/> Glasgow Caledonian University Library Databases: <http://www.gcu.ac.uk/library/onlineresources/databasea-z/> Financial Times: <http://www.ft.com/home/uk>

Transferrable Skills

By the end of this module students will have gained competence in the following key areas: a7 Interpersonal skills a7 Diagnostic skills a7 Creative thinking a7 Cognitive and intellectual skills including critical analytical skills a7 Decision making and problem solving skills a7 Team working skills a7 Leadership and influencing skills a7 Research, synthesis and application skills a7 Report writing skills a7 IT skills

Module Structure

Activity Total Hours
Assessment (PT) 40.00
Seminars (FT) 18.00
Lectures (FT) 18.00
Independent Learning (PT) 74.00
Assessment (FT) 40.00
Seminars (PT) 18.00
Independent Learning (FT) 74.00
Lectures (PT) 18.00

Assessment Methods

Component Duration Weighting Threshold Description
Coursework 1 n/a 40.00 45% Individual Diagnostic Report involving critical evidence- based analysis of case study context and implications(1,500 words); Week 7
Coursework 2 n/a 60.00 45% Team Design for Change Report requiring strategic organisational change design and critical analysis of the design underpinned by appropriate theory (5,000 words); Week 14