MMN223634 Managing Change Module Handbook Tri A 2024-25| GCU

Module Information

In this handbook, you will find information and advice that should prove helpful as you progress through the module.

Introduction

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 the 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.

Module Learning Outcomes of MMN223634

On successful completion of this module, students should be able to:

• Demonstrate and in-depth understanding of theoretical and practical models of change and related implications for managing change in practice - CW1/CW2
• Critically investigate the sophisticated interrelationships between forms of change, approaches to change and their relevance for alternative organisational design options in the international arena - CW1
• Appraise the roles of strategic partners and leaders and evaluate their distinct and combined contributions for successful ethical and socially responsible change - CW2
• Design creative and practicable strategies for change that reflect contextual and ethical sensitivity, critical analysis and synthesis - CW2
• Apply knowledge and understanding gained from the change management field on workplace case studies - CW1/CW2

Assessment

Coursework 1– Group Report – Diagnosis of Case Study Organisation

Purpose of this Assessment

Your team has been commissioned by the CEO to do a group diagnosis and identify key issues impacting the Case Study organisation. Main recommendations in design for change and analysis of implications for the case organisation are required.

The analysis, which is required to be presented, must highlight the key issues impacting on the Case Study organisation with an analysis of their implications for the company and its place in society. The report should conclude with a brief indication of recommended action.

The formal academic/management nature of this report requires a formal, mature and analytical writing style. Appropriate linkage between sections should be evidenced. The diagnosis report must be structured as follows:

Preliminaries*

A Title Page    

• Detailing the title of the report, the name of the author and programme of study, word count and the submission date.

Executive Summary      

• Key elements of the report, including report aim, case content and key issues, implications and indication of the way forward comprehensively and well summarised on a single page.

 Main Report

Introduction    

• The aim, outline of case context and structure of the report are succinctly set out.

Case Diagnosis & Analysis    

• Clear and succinct critical review of the case organisation

of Combined Implications 

Reflecting acute perception of key issues and effective analysis of the potential current and future implications, incorporating scrutiny of the wider global environment, with attention to CSR, Business Ethics and appropriate citation of sources. The discussion should be well-scoped, logically structured, evidence-based, appropriately detailed and demonstrate wider reading. Where relevant, arguments made should be linked to the appropriate theory. (Whilst it is valuable to use a range of diagnostic tools to assist with the analysis of the status quo, this section should focus on the results and analysis of implications. The tools used with relevant detail should be presented in the Appendices)

Conclusion    

This section draws the report together by presenting a brief clear succinct summary of the key issues and an indication of required action (e.g., Change, the type of change and focus of change).

Coursework 2 - Individual Design for Change for Case Study Company

Following diagnosis and review of the Group Diagnosis Report, an Individual written report is required. Analysis and development of a practicable, creative and strategic design for organisational change at the Case Study organisation (see separate Case Study file on GCU Learn) with sensitivity to Business Ethics and CSR is required.

Your design for change should take into account and exploit new ideas and pertinent thinking captured in the relevant bodies of change related theory, and draw on good innovative practices in other countries across the globe.

As with the earlier report, its formal academic/management nature requires a formal, mature and analytical writing style. The individual sections should evidence clear linkages, building upon ideas and arguments previously presented in earlier sections. The design for change report must be structured as follows:

Preliminaries*

A Title Page    

• Detailing the title of the report, the names of the authors and programme of study, word count and the submission date.

Executive Summary    

• Key elements of the report, including report aim, case context,
• key issues and implications, main recommendations in design for change and analysis of implications for the case organisation comprehensively and well summarised on a single page.

A Contents Page    

• Detailing content headings and page numbers, and list of appendices and page numbers.

Main Report
 
Introduction    

• The aim, scope and structure of the report are succinctly set out, with a brief theoretically supported elaboration of the topic (Change).

Case Overview    

• Succinct overview of case context.

Diagnosis and Analysis    

• Clear and succinct identification of the key issues impacting on Case Study organisation (strengths, opportunities, weaknesses and threats) and insightful assessment of the combined current and future implications for the organisation, reflecting sensitivity to CSR and Business Ethics. The discussion should be well supported by appropriate sources, effectively scoped, logically structured, appropriately detailed and show evidence of wider reading. Where relevant, arguments made should be linked to the appropriate theory. (Whilst it is valuable to use a range of diagnostic tools to assist with the analysis of the status quo, this section should focus on the results and analysis of implications).

Design for Change    

• This is the main section and key focus of the report. It should present a compelling strategic design for change, supported by a theoretically robust case for the proposed change. The design for change should link clearly to previous discussions analysing the status quo, draw on theory covered in the lecture programme and be subjected to a critical review of appropriateness for addressing the key challenges faced by the Case Study organisation, with anticipated benefits highlighted. Overall, the design for change should meet the stipulated criteria of being creative and practicable and also reflect a detailed understanding of, and sensitivity to, the organisational and environmental context, and client requirements, including CSR and Business Ethics. It should be presented and argued, and strongly supported by reference to appropriate theoretical sources.

Analysis of Design

• This section should provide a theory-supported discussion and

For Change    

• analysis of anticipated problems and recommendations for Interventions and supporting initiatives.

Conclusion

• This section draws the report together by presenting a brief clear succinct summary of the key issues.