Module Database Search
| MODULE DESCRIPTOR | |||
|---|---|---|---|
| Module Title | |||
| Leading Organisations and Change (Health and Social Care) | |||
| Reference | BSM026 | Version | 2 |
| Created | August 2021 | SCQF Level | SCQF 11 |
| Approved | April 2018 | SCQF Points | 15 |
| Amended | August 2021 | ECTS Points | 7.5 |
| Aims of Module | |||
|---|---|---|---|
| To provide learners with the skills to conduct and critically analyse organisational development in a health care context, including its consequences on human resources management. | |||
| Learning Outcomes for Module | |
|---|---|
| On completion of this module, students are expected to be able to: | |
| 1 | Critically appraise drivers and barriers to organisational development in a health care context. |
| 2 | Critically evaluate the theories and models applicable to organisational development, and more generally to change management, and apply them to a practical context. |
| 3 | Critically analyse strategies to adopt to involve stakeholders in an organisational development process. |
| 4 | Critically assess the impact organisational development has on the management of human resources. |
| Indicative Module Content |
|---|
| The module investigates the forces driving organisational development. Core approaches and tools will be reviewed as well as the need for various categories of stakeholders to be involved and led through the evolution of an organisation. The links between organisational development and supporting human resources practices will be critically assessed. Throughout the module, the relevant theoretical principles and models of change management, clinical and social service change, Workforce Planning, HRM and organisational behaviour will be considered and applied in a practical management context using case studies and real life examples. |
| Module Delivery |
|---|
| Weekly lectures introduce the core conceptual and theoretical discourse in the discipline, supported by tutorial activities to develop skills and application through case study analysis and development. |
| Indicative Student Workload | Full Time | Part Time |
|---|---|---|
| Contact Hours | N/A | 24 |
| Non-Contact Hours | N/A | 126 |
| Placement/Work-Based Learning Experience [Notional] Hours | N/A | N/A |
| TOTAL | N/A | 150 |
| Actual Placement hours for professional, statutory or regulatory body |
| ASSESSMENT PLAN | |||||
|---|---|---|---|---|---|
| If a major/minor model is used and box is ticked, % weightings below are indicative only. | |||||
| Component 1 | |||||
| Type: | Coursework | Weighting: | 100% | Outcomes Assessed: | 1, 2, 3, 4 |
| Description: | This module is assessed by portfolio coursework including reflection on contribution to module activities and learning | ||||
| MODULE PERFORMANCE DESCRIPTOR | |
|---|---|
| Explanatory Text | |
| Component 1 comprises 100% of the module grade. To pass the module, a D grade is required. | |
| Module Grade | Minimum Requirements to achieve Module Grade: |
| A | A |
| B | B |
| C | C |
| D | D |
| E | E |
| F | F |
| NS | Non-submission of work by published deadline or non-attendance for examination |
| Module Requirements | |
|---|---|
| Prerequisites for Module | None in addition to course entry requirements or equivalent. |
| Corequisites for module | None. |
| Precluded Modules | None. |
| INDICATIVE BIBLIOGRAPHY | |
|---|---|
| 1 | Links to an electronic version of the essential readings will be provided on each topic. Different textbooks, amongst the following list, will be used depending on the topics. |
| 2 | BURNES, B., 2018. Managing change. 7th ed. Harlow: FT Prentice-Hall. |
| 3 | HAYES, J. 2014. The theory and practice of change management. 4th ed. Basingstoke: Palgrave Macmillan. |
| 4 | MULLINS, L., 2016. Management and organisational behaviour. 11th ed. Harlow: Pearson Education. ebook |