IB98R-15 Leading and Managing Change
Introductory description
This module aims to develop an understanding of some of the challenges faced by leaders and managers within an increasingly volatile organizational environment.
Module aims
- Introduce students to the major frameworks for understanding how different forms of organizational change might be evaluated, analysed, led and managed.
- Build students’ skills in analysing how the cultural and micro-political dimensions of organizational life impact on both the need for change and the ways in which it manifests itself.
- Develop students’ understanding of various strategies and tactics for the mobilisation of support for necessary change initiatives.
- Enable students to critically engage with debates about the limitations of organizational change and its ideological dimensions.
Outline syllabus
This is an indicative module outline only to give an indication of the sort of topics that may be covered. Actual sessions held may differ.
The course will draw on recent developments in the field of organizational change management to examine the dynamics of managing change within varying organizational and environmental contexts. These may include the following topics dependent of faculty availability and interests:
Models and strategies of change.
Images and metaphors for change.
Cultural change.
Political dynamics of change.
Change leadership.
Affectivity and communicating change.
Power and resistance to change.
Learning outcomes
By the end of the module, students should be able to:
- Identify the ways in which competing interests frequently serve to drive and contest the outcome of organizational change processes.
- Demonstrate an understanding of how political, affective and ideological factors impact on the change process.
- Engage in critical analysis of change strategies.
- Recognise and critically engage with assumptions underpinning conceptual frameworks.
- Critically analyse the strengths and limitations of associated change leadership and management approaches.
- Apply conceptual frameworks to particular examples.
- Demonstrate an understanding of what constitutes organisational change.
- Identify different types of change dependent on context, structure and those associated approaches to leading and managing it.
Indicative reading list
Carnall, C. (2007) Managing Change in Organizations Harlow: Pearson Education.
Collins, D. (1998) Organizational Change: Sociological Perspectives. London: Routledge.
Grieves, J. (2010) Organizational Change: Themes and Issues. Oxford: Oxford University Press.
Mabey, C. and Mayon-White, B. (eds) (1993) Managing Change. Milton Keynes: Open University
Subject specific skills
Formulate and test assumptions about how change can be managed within varying environmental and structural contexts.
Transferable skills
Demonstrate skills in academic and business communication in written form, and the ability to work on and manage projects.
Study time
| Type | Required |
|---|---|
| Lectures | 9 sessions of 3 hours (18%) |
| Private study | 123 hours (82%) |
| Total | 150 hours |
Private study description
Private study to include preparation for assessments and pre-reading for lectures
Costs
No further costs have been identified for this module.
You must pass all assessment components to pass the module.
Assessment group A1
| Weighting | Study time | Eligible for self-certification | |
|---|---|---|---|
Assessment component |
|||
| Individual Assignment (15 CATS) | 100% | Yes (extension) | |
Reassessment component is the same |
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Feedback on assessment
Assessments are graded (%) using standard University Postgraduate Marking Criteria. Oral and written feedback is provided relating to the presentation and project. Overall percentage marks are awarded for examination performance and general examination feedback is provided to the cohort.
Courses
This module is Optional for:
- Year 1 of TIBS-N1B0 Postgraduate Taught Business (Marketing)