Module Database Search
| MODULE DESCRIPTOR | |||
|---|---|---|---|
| Module Title | |||
| Managing in Changing Organisations | |||
| Reference | CM3706 | Version | 3 |
| Created | November 2019 | SCQF Level | SCQF 9 |
| Approved | June 2017 | SCQF Points | 30 |
| Amended | April 2020 | ECTS Points | 15 |
| Aims of Module | |||
|---|---|---|---|
| To provide students with an understanding of the range of issues facing managers, including the change management, in the context of IT business organisations. | |||
| Learning Outcomes for Module | |
|---|---|
| On completion of this module, students are expected to be able to: | |
| 1 | Identify and evaluate the drivers of change within the contemporary workplace. |
| 2 | Discuss the role of leadership in achieving successful change management. |
| 3 | Compare and contrast the various approaches and models for managing change. |
| 4 | Review psychological principles related to change and change management in the contemporary workplace. |
| 5 | Discuss the role of coaching and mentoring in achieving successful change management. |
| Indicative Module Content |
|---|
| The IT business context and drivers of change; organisational culture and climate; leading teams; power and politics; involvement, engagement, and resistance; approaches and models for managing change; coaching and mentoring; ethics and CSR. |
| Module Delivery |
|---|
| This module uses the following delivery modes: Guided study (lectures, tutorials, and other learning materials delivered through VLE + bibliography), mentored practical work undertaken in the workplace, project work in the workplace including a design brief, personal study, group reflective sessions via VLE and at RGU Key concepts are introduced and illustrated through lectures (physical and virtual). Theory is put into practice in the workplace guided by a mentor. The understanding of students is tested and further enhanced through virtual interactive labs and tutorials. |
| Indicative Student Workload | Full Time | Part Time |
|---|---|---|
| Contact Hours | 30 | N/A |
| Non-Contact Hours | 30 | N/A |
| Placement/Work-Based Learning Experience [Notional] Hours | 240 | N/A |
| TOTAL | 300 | N/A |
| Actual Placement hours for professional, statutory or regulatory body | 240 |
| 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, 5 |
| Description: | Written coursework based on a case study. | ||||
| MODULE PERFORMANCE DESCRIPTOR | |
|---|---|
| Explanatory Text | |
| The calculation of the overall grade for this module is based on 100% weighing of C1. An overall minimum grade D is required to pass the module. | |
| Module Grade | Minimum Requirements to achieve Module Grade: |
| A | The student needs to achieve an A in C1. |
| B | The student needs to achieve a B in C1. |
| C | The student needs to achieve a C in C1. |
| D | The student needs to achieve a D in C1. |
| E | The student needs to achieve an E in C1. |
| F | The student needs to achieve an F in C1. |
| NS | Non-submission of work by published deadline or non-attendance for examination |
| Module Requirements | |
|---|---|
| Prerequisites for Module | Successful completion of Stage 2 or equivalent. |
| Corequisites for module | None. |
| Precluded Modules | None. |
| INDICATIVE BIBLIOGRAPHY | |
|---|---|
| 1 | KOTTER, J., RATHGEBER, H., and JAMES, B.A., 2009. Our Iceberg Is Melting: Changing and Succeeding Under Any Conditions. The Academy of Management Perspectives, 23(3), pp.101-103. |
| 2 | KOTTER, J.P. (1996), Leading Change, Harvard Business School Press, Boston, MA. |
| 3 | APPELBAUM, S.H., HABASHY, S., MALO, J.L. and SHAFIQ, H., 2012. Back to the future: revisiting Kotter's 1996 change model. Journal of Management Development, 31(8), pp.764-782. |
| 4 | MULLINS, L., J., 2010. Management and Organisational Behaviour. 9th ed. FT Prentice Hall. |
| 5 | BURNES, B., 2014. Managing Change. 6th ed. FT Prentice Hall. 5. Grieves, J., 2010. Organisational Change: Themes and Issues. Oxford University Press. |
| 6 | CAMERON, E. and GREEN, M., 2015. Making sense of change management: a complete guide to the models, tools and techniques of organizational change. Kogan Page Publishers. |
| 7 | LEWIS, S., PASSMORE, J. and CANTORE, S., 2016. Appreciative inquiry for change management: Using AI to facilitate organizational development. Kogan Page Publishers. |
| 8 | CUMMINGS, S., BRIDGMAN, T. and BROWN, K.G., 2015. Unfreezing change as three steps: Rethinking Kurt Lewin’s legacy for change management. human relations, p.33-60. |