Last modified: 28 Jun 2018 10:27
Different approaches and theoretical models are examined ranging from scholastic attempts to develop robust theoretical explanations of complex change processes through to more practitioner-friendly recipes that set out prescriptive step sequences for the successful management of change. Theories and framework are examined within the context of broader and more abstract philosophical debates about the nature of existence as well as the methodological positioning of key pieces of research and the practical fieldwork issues of studying change over time. Ontology, epistemology and the relationship between theory and practice are all outlined and discussed through open dialogue and interactive class sessions.
| Study Type | Postgraduate | Level | 5 |
|---|---|---|---|
| Term | Second Term | Credit Points | 15 credits (7.5 ECTS credits) |
| Campus | None. | Sustained Study | No |
| Co-ordinators |
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The course aims to accomplish a greater understanding of the dynamic and complex processes associated with organizational change. Some of the major challenges facing modern organizations are examined through providing detailed case illustrations on the corporate, divisional and local management of change. Theories of change are evaluated and the main dimensions to change are outlined. Learning is encouraged through interaction, reading, investigation and critical discussion, and students will engage in a project assignment on a key aspect of change. The course seeks to deal with research, conceptual and theoretical issues and to discuss and debate the link between academic learning and business practice. Content covered includes building on the first semester course in a more detailed examination of: (i) Concepts and definitions of organizational change (ii) The historical development of theories and research on change in organizations (iii) Debates on components of change: for example, choice, communication, resistance and power (iv) The change-continuity paradox (v) Classifying theories of organizational change (vi) Researching change: design, methodology and debates (vii) Examining a number of case studies on change and assessing contribution to the theory and practice of change management (viii) Reappraising the planning and process approaches to change (ix) The question of time and how it relates to change (x) Critical reflections on the key assumptions that underscore theoretical perspectives or organizational change.
Information on contact teaching time is available from the course guide.
1st attempt: An individual written assignment around a question set by the course coordinator (2000 words) (40%) An individual written assignment (1500 words) that requires students to reflect on the relationship between theories of change and the practices of change in organizations. Work would commence in the preparation week when they would be expected to draft down some initial thoughts and views, they will then be required to read an historical piece on theoretical developments in the field of change management, from which they will further reflect on their views and how the piece may have changed or reinforced their original position, et cetera throughout the course. (30%) A group project presentation on a change theories, model or framework that will require the group to provide a two page summary and a 20 minute presentation (copies of slides to be kept for external examiner approval). (30%) Material for these individual assessed elements will be obtained through a series of timetabled individual and group activities complemented by directed reading and own research. Resit: There is no resit opportunity for the group element. For the individual elements students who score below D3 will be required to submit the respective elements within six weeks of the mark and feedback being returned.
There are no assessments for this course.
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