| Module Code: |
H8CNGMT |
|
Long Title
|
Change Management
|
|
Title
|
Change Management
|
| Module Level: |
LEVEL 8 |
| EQF Level: |
6 |
| EHEA Level: |
First Cycle |
| Module Coordinator: |
ANTHONY PAUL STYNES |
| Module Author: |
DERMOT KILLEN |
| Specifications of the qualifications and experience required of staff |
|
| Learning Outcomes |
| On successful completion of this module the learner will be able to: |
| # |
Learning Outcome Description |
| LO1 |
LO 1. Identification of the main drivers of change facing the modern organisation |
| LO2 |
LO 2. Diagnose and analyse perception and reaction to change |
| LO3 |
LO 3. Identify the main models of change that exist |
| LO4 |
LO 4. Evaluate and implement successful change interventions |
| LO5 |
LO 5. Critically assess and analyse the importance of culture and leadership for managing change |
| Dependencies |
Module Recommendations
This is prior learning (or a practical skill) that is required before enrolment on this module. While the prior learning is expressed as named NCI module(s) it also allows for learning (in another module or modules) which is equivalent to the learning specified in the named module(s).
|
| No recommendations listed |
Co-requisite Modules
|
| No Co-requisite modules listed |
Module Content & Assessment
| Indicative Content |
|
Introduction (10%)
• Drivers of change
• Information Technology driven change
• Models of organisational change
• New organisational forms
• Individuals and new technology
• Diagnosis
|
|
Human Factors and Information Technology (15%)
• Knowledge and computer mediated work
• Human reactions to Information Technology - pace of change
• User centred design, development and deployment of Information Technology
• Managing knowledge workers
• Continuum of alternative work arrangements
|
|
Planning and Implementing Change (15%)
• Planned vs emergent approach to organisational change
• Lewin’s Model of change
• IT driven strategic change
• Change interventions - strategic, human, structural and technological
o Role of leadership in leveraging IT
o Successful management of change
o Evaluation of IT enabled change interventions
|
|
Resistance to Change (15%)
• Individual resistance
• Organisational resistance
• The power-politics perspective
• Overcoming resistance – perceptions of IT and buy-in
|
|
Culture and Change (15%)
• Understanding corporate culture; the cultural web
• Cultural typologies
• Organisational culture and change
• Non-adaptive cultures
• Culture change
• IT implementation – cultural issues
|
|
Models of Organisational Change (15%)
• Organisational effectiveness - determining the degree of change required
• Role of IT in business transformation
• Pathways to business transformation - business process re-engineering
• TQM Interventions
• The learning organisation
|
|
Future Impacts of Change (15%)
• Economic trends – economic, social, political and technological issues
• Societal impacts
|
| Assessment Breakdown | % |
|---|
| Coursework | 30.00% |
| End of Module Assessment | 70.00% |
AssessmentsFull Time
| Coursework |
| Assessment Type: |
Assignment |
% of total: |
30 |
| Assessment Date: |
n/a |
Outcome addressed: |
1,2,3,4,5 |
| Non-Marked: |
No |
Assessment Description:
Sample continuous assessment (practical): will be an individual assessment. Learners will be provided a research scenario & will be asked to work out a plan for a statistical analysis that involves descriptive & inferential statistics. The expected output will be a plan for a statistical analysis incorporating appropriate conclusions & justifications regarding the decisions made. Within this plan for a statistical analysis, learners will be expected to demonstrate their ability to link abstract concepts to a research scenario & to critically evaluate the plan chosen against the backdrop of possible alternative design decisions. The module assessment strategy will be decided annually. |
|
| End of Module Assessment |
| Assessment Type: |
Terminal Exam |
% of total: |
70 |
| Assessment Date: |
End-of-Semester |
Outcome addressed: |
1,2,3,4,5 |
| Non-Marked: |
No |
Assessment Description:
The end of semester examination paper which is two hours in duration usually contains three questions, with students required to answer two of the three questions. Question format will usually be of essay-style but may also include other formats (e.g., a plan for an extended business data analysis project or a technical figure). Marks will be awarded based on clarity, structure relevant examples, depth of topic knowledge and an understanding of the potential and limits of solutions. |
|
| Reassessment Requirement |
Repeat examination
Reassessment of this module will consist of a repeat examination. It is possible that there will also be a requirement to be reassessed in a coursework element.
|
NCIRL reserves the right to alter the nature and timings of assessment
Module Workload
| Module Target Workload Hours 0 Hours |
| Workload: Full Time |
| Workload Type |
Workload Description |
Hours |
Frequency |
Average Weekly Learner Workload |
| Lecture |
No Description |
2 |
Every Week |
2.00 |
| Tutorial |
No Description |
1 |
Every Week |
1.00 |
| Independent Learning |
No Description |
7.5 |
Every Week |
7.50 |
| Total Weekly Contact Hours |
3.00 |
| Workload: Part Time |
| Workload Type |
Workload Description |
Hours |
Frequency |
Average Weekly Learner Workload |
| Lecture |
No Description |
2 |
Every Week |
2.00 |
| Total Weekly Contact Hours |
2.00 |
Module Resources
| Recommended Book Resources |
|---|
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Balogan and Hope-Hailey. (2008), Exploring Strategic Change, 3rd. Pearson.
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Lango and Cristofolli. (2007), Strategic Change Management in the Public Sector., wiley.
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Senior, Barbara. (2003), Prentice Hall, 2nd.
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Hiatt J., Creasey T. (2003), Change Management, Prosci Press.
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Carr D.K. Hard K.J. (2003), Managing the Change Process, McGraw Hill..
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Burnes, B. (1996), Managing Change: A Strategic Approach to Organisational Dynamics,, Pitman Publishing, London., London.
| | Supplementary Book Resources |
|---|
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Clarke, T., & Clegg, S.,. (1998), Changing Paradigms: The Transformation of Management Knowledge for the 21 Century,, HarperCollins Publishers, London.
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Davenport T.H., Prusak L.,. (1998), Working Knowledge, Harvard Business School Press..
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Hambrick, D.C., Tushman, M.L. & Nadler, D.A.. (1998), Navigation Change: How CEOs Top Teams & Board Steer Transformation,, Harvard Business School Press..
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Kotter, J.P. (1999), What Leaders Really Do, , Boston, Harvard Business Review..
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Nadler, D.A., Tushman, M.L. & Nadler M.B.,. (1997), ). Competing by Design: The Power of Organisational Architecture,, Oxford University Press..
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Leebaert, D.. (1998), The Future of The Electronic Marketplace, MIT Press..
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Watson R.T., Berthon P., Pitt L. F., Zinkhan G.M. (2000), Electronic Commerce, The Dryden Press,, Harcourt Publishers.
| | This module does not have any article/paper resources |
|---|
| Other Resources |
|---|
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[Journals], Academy of Management Journals.
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[Journals], Business and Finance.
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[Journals], Harvard Business Review.
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[Journals], International Journal of Industrial
Organisation.
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[Journals], Management.
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[Journals], New Technology, Work and Employment.
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