MANAGING CHANGE

SHE Level 5
SCQF Credit Points 15.00
ECTS Credit Points 7.50
Module Code MMW226528
Module Leader Dane Lukic
School GCU London
Subject GCU London
Trimester
  • A (September 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.

Syllabus

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

Learning Outcomes

On successful completion of the module the student should be able to:-1. Demonstrate an 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 CW23. Appraise the roles of strategic partners and leaders and evaluate their distinct and combined contributions for successful ethical and socially responsible change CW14. Design creative and practicable strategies for change that reflect contextual and ethical sensitivity, critical analysis and synthesis 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. Online learning can be used to complement face-to-face learning in a blended delivery and also as a pure online mode through the GCU Learn Blackboard VLE. The online pedagogic approach involves the use of uploaded learning materials, learning activities and engagement through both synchronous and asynchronous tools; including discussion boards, padlet, quizzes and Collaborate.

Indicative Reading

Key reading: Burnes B (2004); Managing Change: A Strategic Approach to Organisational Dynamics; 4 th Edition; Pearson Education Ltd; London. 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. Harlow Fullan M (2004); Leading in a Culture of Change; Jossey Bass; San Francisco Henry J [ed] (2001); Creative Management And Development; Third Edition; Sage Publications Ltd; London, England. Hughes M (2006); Change Management: A Critical Perspective; Chartered Institute of Personnel and Development; London. Recommended reading: 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. Boxall P. and Purcell J. (2008), Strategy and HRM, 2nd Edition; Palgrave Macmillan; Basingstoke. Brown A (1998) Organisational Culture; 2nd Edition; Pearson Education; Harlow Brown D, Caldwell R and White K (2004) Business Partnering: A New Direction for HR - A Guide; CIPD; London Buchanan D A and Badham R J (2008); Power, Politics and Organizational Change: Winning the Turf Game; Sage Publications Ltd; London Clegg S, Kornberger M and Pitsis T (2008); Managing & Organizations; Sage Publications Ltd; London Craine A (2010); Business Ethics: Managing Corporate Citizenship and Sustainability in the Age of Globalization; 3 rd Edition; Oxford University Press; Harvard Business Review (2002); Harvard Business Review on Culture and Change; Harvard Business School Press; Boston, MA Hofstede G (2007); Cultures and Organizations: Software of the Mind; 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 Mayle D (2006); Managing Innovation and Change; Sage Publications Ltd; London Nonaka I and Takeuchi H (1995); The Knowledge-Creating Company; Oxford University Press; New York. 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; 3rd Edition; Prentice Hall (E-Book) Schein E H (2004); Organizational Culture and Leadership; Jossey Bass; San Francisco 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

By the end of this module students will have gained competence in the following key areas: TRADITIONAL ACADEMIC SKILLS - - Ability to apply knowledge to real-life scenarios - Logical deduction and critical analysis, - Problem-solving - Written and Spoken communication - Computer literacy and research skills PERSONAL DEVELOPMENT SKILLS - - Self-confidence - Self-discipline - Awareness of strengths and weaknesses - Creativity - Knowledge of international affairs - Honesty and regard for others ENTERPRISE OR BUSINESS SKILLS - - Entrepreneurial skills in the context of innovation - Ability to prioritise tasks and time management - Interpersonal skills - Presentational skills - Ability to work in teams and leadership skills, commercial awareness, flexibility, innovation, independence and risk-taking

Module Structure

Activity Total Hours
Tutorials (FT) 2.00
Assessment (FT) 40.00
Seminars (FT) 12.00
Independent Learning (FT) 72.00
Lectures (FT) 24.00

Assessment Methods

Component Duration Weighting Threshold Description
Presentation n/a 40.00 45% Presentation (Group or DL individual with group discussion) Case Study Change Plan (20-25 mins)
Report n/a 60.00 45% Report (Individual) Case Study Analysis (3,000 words)