Autumn

Assessment Pattern

Unit(s) of Assessment	Weighting Towards Module Mark (%)
Creative case study presentation                (individual)	30%
Critical analysis of organisational change (written report, 3500 words)	70%
Qualifying Condition(s)    Must obtain 50% overall to pass module.

Strategic change involves changes in an organisation's scope, resource deployment, competitive advantages and synergies that align a firm more suitably with a changed environment (whether internal or external) and to meet its objectives.

This elective module is intended to provide students with an understanding of the concept of strategic change management and, in particular, provides a broad, multi-disciplinary approach to managing an organisational development and change.

On successful completion of this module students will:   ·                Have an advanced understanding of the underpinning principles of strategic change management.   ·                Appreciate the detailed complexity of managing change from a variety of perspectives   ·                Be able to critically evaluate the role of change agents and their significance to companies in transition.   ·                Be able to critically appraise the phases and activities involved in mapping change paths.   ·                Recognise the value of creatively managing the strategic change process in an organisation.   ·                Be able to map change paths and decide on effective strategic level change management interventions   ·                Advanced analysis skills within a complex cross-functional business environment   ·                Sensitivity to diverse cultural and interpersonal contexts   ·                Ability to assess competing stakeholder demands   ·                Creative thinking   ·                Advanced, innovative presentation skills

 

Understanding organisational change:   1.             The nature of change and its different conceptualisations   2.             The significance of environmental change and its impact on organisation   3.             Strategic leadership and change   Making change happen:   1.             The role of culture and power in change implementation   2.              Models, frameworks and methodologies for managing change   3.             The roles of change agents   4.             Psychological, social and emotional dimensions of change.

Teaching and Learning Strategy   The teaching and learning methods include self/team exercises, case studies, and interactive lectures/discussions.  The teaching and learning format is designed to emphasise creative, critical evaluation of strategic change management issues and the integration of theory and application.  The teaching and learning processes will be facilitated by lectures and participative workshops.   Assessment Strategy   1.             Creative Case Study: Students are required to present a case study of organisational change (to tutor and peers) from their own experience using creative means in order to appreciate the complexity of change contexts. Formative feedback will be given on this presentation (from tutor and peers) to enable successful completion  of (2)   2.             Written report: Using appropriate theoretical change management models and frameworks, students undertake a 5000 word critical analysis of their case studies

Selected Texts/Journals

Essential Readings   Balogun and Hailey, Exploring Strategic Change, Prentice Hall 2009.   Recommended Readings   Burnes, B. (2004) Managing Change, London , Prentice Hall.   Tushman and Anderson, Managing Strategic Innovation and Change, Oxford 2004   Supporting Readings   Burt, R. (1992). Structural Holes, Cambridge, Ma: Harvard University Press.   Burt, R. (2004). Structural Holes and Good Ideas. American Journal of Sociology, 110: 349-99.   Burt, R. (2005). Brokerage and Closure. Oxford: Oxford University Press.   Darwin, J., Johnson, P. & Mcauley, J. (2002) Developing Strategies for Change Harlow, : Pearson Education Ltd.   Drucker, P. (1986) Innovation and Entrepreneurship, London , Pan.   Eccles and Nohria (1998) ‘Strategy as a language game’, in Segal-Horn (ed) The Strategy Reader, Oxford , Blackwell.   Goss, D. (2005) ‘Entrepreneurship and the social’, Human Relations, 58; 5.   Goss, D. (2007) ‘Reconsidering Schumpeterian Opportunities’, International Journal of Entrepreneurial Behaviour and Research,    Grint, K. (1997) Fuzzy Management, Oxford , OUP.   Liu and Perrewe (2005) ‘Another look at emotion in the Organizational Change Process’, Human Resource Management Review, 15, 263-280.   Morgan, G. (1997) Images of Organization, London , Sage.   Morgan, G. (2000) Imaginization, London , Sage.   Stacey, R. (latest edition) Strategic Management and Organizational Dynamics, London , Pitman.   Tsoukas (2005) ‘Why language matters in the analysis of organizational change’, Journal of Organizational Change Management, 18; 1.    Tsoukas and Chia (2002) ‘On Organizational Becoming’, Organization Science, 13; 5.   Urry, J. (2000) Sociology beyond Societies, London , Routledge.    Whittington, R. (latest edition) What is Strategy and Does it Matter? London , Routledge.

8th September 2010