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Change Management

MBA7024 (2013-14)

Change Management


Credits

20

Level

HE7, PG/Masters

Type

Standard

Duration

1 Trimester(s)

Trimester 3?

No

ECTS

10

Marking Scheme

Numeric mark scheme (i.e. mark of 0-100)

Pass Mark

40%, None

Delivery Type

This Module requires you to attend particular classes or events at particular times and in particular locations.

Pre-Requisites

None

Co-Requisites

None

Barred Combinations

None

Module Outline

This module will introduce you as the learner to managing change. You will investigate the types of change that affect modern organisations and their scope and scale. You will analyse the structural and cultural accelerators/impediments to change, the notion that organisations can learn to innovate faster than their competitors and the prominent roles of strategy and leadership. Throughout this module you will be called upon to exercise and improve your powers of critical evaluation as applied to conceptual models of innovation and change and both internal and external contingencies that impinge on organisational efforts to innovate. This module serves to develop employability by providing a rounded understanding of change/ innovation and the barriers to it.

Taught (T), Developed (D) and Assessed (A).

Indicative Content

 

Description

1

Types of Organisational Change.

2

Organisational Structures and Environments.

3

Critical de-construction of linear, under-socialised, overly prescriptive “N-Step” innovation/Change Models.

4

Critical evaluation of internally and externally integrated innovation/change models.

5

Theory and concepts of culture change

6

The role of leaders in innovation attempts

7

Theory and concepts of organisational learning/knowledge management in innovation/change.

Learning Outcomes

 

Description

1

Critically evaluate types of innovation/change and organisational and environmental inhibitors and accelerants.

2

Offer a balanced critical appraisal of relevant theory and concepts

3

Apply relevant theory/concepts to a management scenario.

4

Offer a pragmatic evaluation ,including routes to improve organisational management, with some originality and in an appropriate academic style

Learning And Teaching Strategy

Time spent in formally timetabled classes is only a small part of the learning time identified for a module. A significant amount of personal study should be undertaken for example, engaging in general background reading, preparing for seminar activities, working on assignments. Guidance will be provided as to how you can make best use of this time. It is expected that you will demonstrate significant independence in your study taking responsibility for the management of your own learning time. Lectures are designed to introduce change management in organisational contexts. Consequentially case materials will be utilised to precipitate interactive discussion. Blended learning, utilising material available via the virtual Learning Environment, divided into weekly groupings of material will enable you to prepare for the formal sessions. Additional resources such as links to relevant electronic publications and useful websites are also included.

Learning & Teaching Methods

Method

KIS

Hours

Lecture

Scheduled

12

Guided independent study

Independent

188

Formative Assessment Strategy

Tutorial followed by email feedback on draft outline of assignment.

Summative Assessment Strategy

One Work Based Essay OR one Case Study based essay.

Summative Assessments

 

Assessment

KIS

Description

 

Learning Outcomes

Marking Scheme

Passmark

KIS Weighting

001

Essay

Coursework

One 4,500 word essay

FINAL

1 2 3 4

Not applicable

-

100%

Learning Resources

Description

Essential. Tidd, J. (2013) Managing innovation: integrating technological, market and organizational change, Chichester, John Wiley & Sons, 5th Edition

A slightly older edition (of very similar content) is to be found online within Tidd, J., Bessant, J. and Pavit. K. (2005) Managing Innovation; Integrating technological, market and organisational change, Chichester, John Wiley, 3rd Edition.

See also Chapter 4 (on “N-Step Guides to Change”) of: Collins, D. (1998) Organizational change: sociological perspectives, Routledge, London Library reference 302.35/COL

Balogun, J. and Hope Hailey, V. (2008), Exploring strategic change Financial Times Prentice Hall, 2008 3rd ed

Journals: Harvard Business Review. Management Decision

Hayes, J. (2010) The theory and practice of change management, Basingstoke: Palgrave Macmillan, 3rd ed.

Feedback to Students

Formative: Prior to submission, you will be invited to submit an electronic draft outline to the tutor. This will be returned with feedback in a timely fashion. Any areas of concern can be discussed by telephone, further email exchange or in class. Summative: Maximum of 4 weeks

 

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