Module Code: H7OCAD
Long Title Organisational Culture and Development
Title Organisational Culture and Development
Module Level: LEVEL 7
EQF Level: 6
EHEA Level: First Cycle
Credits: 10
Module Coordinator:  
Module Author: Isabela Da Silva
Departments: School of Business
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 Interpret theories and models which examine organisational and human behaviour which contributes to organisational culture.
LO2 Evaluate the drivers for change and basic models for how these changes are experienced.
LO3 Explain the purpose of organisational development and recognise the key organisation development process.
LO4 Examine the concept of organisational culture and why it and cultural change are important to organisations.
LO5 Assess the importance of well-being at work and the different factors which impact well-being.
LO6 Evaluate the relationship between the employee lifecycle and your work
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
Entry requirements

As per programme requirements.
 

Module Content & Assessment

Indicative Content
Organisation and Human Behaviour
Management theory and its relevance to human behaviour Theories and models of organisational and human behaviour Motivational theories.
Change Mgt
Drivers of change Overview of change management models Role of Learning and Development in managing successful organisational change
Organisation Development
Fundamental principles of organisation development Connections between organisational strategy and organisation development The organisation development process Impact of Learning & Development on the employee life-cycle in an organisation
Organisational Culture
Introducing and maintaining organisational culture Theories and models of organisation culture. Creating a strong organisational culture and supporting policies Measuring organisational culture
Wellbeing at Work
Organisation prerequisites for effective wellbeing at work The key domains of wellbeing The components of wellbeing
Assessment Breakdown%
Coursework100.00%

Assessments

Full Time

Coursework
Assessment Type: Written Project % of total: 100
Assessment Date: n/a Outcome addressed: 1,2,3,4,5,6
Non-Marked: No
Assessment Description:
A written project covering all learning outcomes submitted on module completion. Learners will be expected to show evidence of outside reading and marks will be awarded for depth of reflection and comprehensiveness of plan for future development.
No End of Module Assessment
No Workplace Assessment
Reassessment Requirement
Coursework Only
This module is reassessed solely on the basis of re-submitted coursework. There is no repeat written examination.
Reassessment Description
Repeat Assessment is re-submission of written project. One re-submission attempt allowed.

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 Classroom and demonstrations 35 Per Semester 2.92
Independent Learning Independent learning 215 Per Semester 17.92
Total Weekly Contact Hours 2.92
 

Module Resources

Recommended Book Resources
  • ARMSTRONG M. (2020), Armstrong's Handbook of Strategic Human Resource Management, 7th Edition. Kogan Page.
  • Anderson, D. L. (2020), Organizational Development: The Process of Leading Organizational Change, 5th ed. Thoursnd Oaks: Sage.
  • Burnes, B. (2017), Managing Change, Pearson, Harlow.
  • Hughes, M. (2010), Managing Change: A Critical Perspective, Chartered Institute of Personnel and Development, London.
  • Flynn, G. E. (2022), Leadership and Busiiness Ethics, 2nd ed. Dordrecht: Springer.
Supplementary Book Resources
  • Amin, A. (2022), ANALYSIS OF ORGANIZATIONAL CULTURE IN THE PUBLIC SECTOR. Management Research and Practice, 14(4), pp. 47-61.
  • Buchanan, D. A. (2017), Organizational Behaviour, 9th ed. Pearson, Harlow.
  • Connor, G., McLean, I. & McFaddan, M. (2012), Organisation Design. In: J. Stewart & P. Rogers, eds. Developing People and Organisations, pp. 1-33, Chartered Institute of Personnel and Development, London.
  • Cross, C. (2021), Organizational Behaviour: An Introduction, Red Globe Press., London.
  • Kenedi, J., Satriawan, B. & Khaddafi, M. (2022), . The Effect of Organisational Culture on Employee Performance, 2(6), pp. 817-826, International Journal of Educational Review, Law and Social Sciences.
  • Kotter, J. P. (2012), Leading Change, Harvard Business Review Press, Boston.
  • Mau, B. (2022), Putting Life-Centered Design into the Heart of Organizational Development: 24 Principles to Inform OD Practice, Organisation Development Review.
  • Mladenova, I. (2022), Putting Life-Centered Design into the Heart of Organizational Development: 24 Principles to Inform OD Practice, Administrative Sciences.
  • O'Callaghan, N. (2016), Promoting Welfare at Work, https://www.cipd.ie/news-resources/reports/promoting-well-being-work-survey.
  • Pricewaterhouse Coopers. (2018), Global Survey. PWC, https://www.strategyand.pwc.com/gx/en/insights/global-culture-survey.html.
  • Robinson, S. (2012), Business Ethics in Practice, Chartered Institution of Personnel and Development, London.
  • Shein, E. H. & Schein, P. A. (2019), A new era for culture, change and leadership: a conversation between Edgar H. Schein and Peter A. Schein, 60(4), pp. 52-58, MIT Sloan Management Review.
This module does not have any article/paper resources
Other Resources
  • [Website], www.cipd.co.uk.
Discussion Note: