Managing Change and Crisis in Organisations
This module examines how organisations manage change and cope with crisis. The complex cultural, political and ethical issues faced by leaders, managers and change agents will be examined in detail. In addition, we will examine the role leaders, managers and consultants play in designing and facilitating organisational change. Consideration will be given to how managers can be better prepared for the unpredictability, unintended outcomes and possible harmful consequences of change.
Full module specification
|Module title:||Managing Change and Crisis in Organisations|
|Duration of module:||
Duration (weeks) - term 2: |
The module aims to provide an understanding of both particular approaches and techniques for managing change, and the limitations of these approaches/techniques when applied in practice. The module aims to pay particular attention to the role of the leaders, managers and consultants in the change management process. There will also be a focus on how change is communicated within an organisation.
ILO: Module-specific skills
- 1. Understand different approaches to the management of change
- 2. Critically evaluate change concepts and techniques
- 3. Identify the characteristics of different change programmes
- 4. Understand change agent skills and be capable of facilitating a change intervention
ILO: Discipline-specific skills
- 5. Critically evaluate current management concerns in the areas of change management, crisis management and innovation management against the background of research in organization theory
ILO: Personal and key skills
- 6. Review and critically assess academic literature and change management techniques
- 7. Write concise and reflective research- based reports
Learning activities and teaching methods (given in hours of study time)
|Scheduled Learning and Teaching Activities||Guided independent study||Placement / study abroad|
Details of learning activities and teaching methods
|Category||Hours of study time||Description|
|Scheduled Learning & Teaching||22 (11 x 2 hours)||Lectures|
|Scheduled Learning & Teaching||6 (6 x 1 hour)||Tutorials|
|Guided Independent Study||122||Preparatory reading reading prior to lectures and tutorials. Preparation for MCQ. Individual reading and research for final report.|
|Form of assessment||Size of the assessment (eg length / duration)||ILOs assessed||Feedback method|
|Review of individual and group performance of business cases||During tutorials||1-5||Verbal in class|
Summative assessment (% of credit)
|Coursework||Written exams||Practical exams|
Details of summative assessment
|Form of assessment||% of credit||Size of the assessment (eg length / duration)||ILOs assessed||Feedback method|
|MCQ Test||30||I hour test. Between 50 and 100 questions||1-6||Written feedback from lecturer|
|Coursework: Research-based report||70||Individual report: up to 2500 words||1-7||Written feedback from lecturer|
Details of re-assessment (where required by referral or deferral)
|Original form of assessment||Form of re-assessment||ILOs re-assessed||Timescale for re-assessment|
|MCQ (30%) and Research-based report||1 hour test. Between 50 and 100 questions (30%)||1-6||August assessment period|
|Coursework: Research based report (70%)||Coursework: Individual research-based 2,500 word report (70%)||1-7||August assessment period|
- Introduction to organisational change
- Organisational structure and change
- Individuals and change
- Resistance to change
- Organisational culture and change
- Leadership and change
- Communicating change through managers and change agents
- Mergers & acquisitions and change
- Innovation and change
- Understanding and managing crises
Indicative learning resources - Basic reading
A full reading pack is supplied to students for this module (on ELE) Selected readings include:
Amabile, T., & Kramer, K. (2011).The Progress Principle. Boston, MA: Harvard Business Review Press
Cameron, E. & Green, M. (2015). Making Sense of Change Management. London, UK: Kogan Page.
Coleman, S., & Thomas, B. (2017). Organizational Change Explained: Case Studies on Transformational Change inOrganizations. London, UK: Kogan Page.
Kotter, J.P. (1996). Leading Change. Boston, MA: Harvard Business Review Press.
Hodges, J. (2016). Managing and Leading People through Organizational Change. London, UK: Kogan Page.
Senior B., & Swailes, S. (2016). Organizational Change. Harlow, UK: Pearson Education.
Module has an active ELE page?
Indicative learning resources - Other resources
As provided and recommended during classes and via ELE.
Last revision date