Igniting Change in Business
This module equips you with the skills to “ignite change” in your current and/or future organisation by understanding what motivates individuals in an organisational setting, helping you acquire people management skills to lead and manage change and helping you consider the ethics of change you will be promoting in the organisation. This module will take you through key aspects of managing organisations so that you can promote and initiate change.
Internationalisation: the module will use international material and discussions will include case studies from around the world. One session will be devoted to managing culture and the influence that national culture has on organisational culture.
Employability: the module will help you tobetterunderstand the complexities of managing people in organisations, giving you practical skills for doing so.
Sustainability: the module will consider organisations in light of both their own sustainability as organisations and their contributions to environmental and social sustainability, demonstrating how the three are conjoined.
Corporate Engagement: external speakers and practitioners will contribute to the module.
Research in Teaching: the module builds on models and theories in the change management field
Full module specification
|Module title:||Igniting Change in Business|
|Duration of module:||
Duration (weeks) - term 2: |
4 + 2 days
Organisations have been described as socio-technical systems; that is, they have a technical side which takes the form of organisational structure, framework, reporting channel and so on, and they have a social side, consisting of their culture, values and beliefs. Managing for Change requires managers and leaders to master both. Leading and managing change will take you through the fundamentals of managing change in organisations, from considering the ethical aspects of change through to motivating individuals and understanding group psychology to mastering such essential tools as the employer brand. This module will help you both better understand how and why organisations function as they do, and be more comfortable at managing them in order to implement strategies and reach objectives.
ILO: Module-specific skills
- 1. explain the nature of organisations and how they are managed
- 2. identify different approaches and perspectives to organisational analysis.
- 3. explain and evaluate the drivers of organisational performance
- 4. understand the ethical implications of managing change, and the ethical responsibilities of leaders and managers relating to change
- 5. explain and evaluate the role of people, structures, culture, group behaviour, motivation, knowledge, power and control on organisational success
- 6. understand how to lead organisations to successful change
ILO: Discipline-specific skills
- 7. compare different schools of thought in relation to organisation studies and aspects of human resource management.
- 8. critically articulate how different organisational perspectives imply different approaches to organisational practice.
- 9. be critical of organisational management theory and practice
ILO: Personal and key skills
- 10. demonstrate effective skills in independent study, group work and written communication
- 11. demonstrate effective skills in open-mind enquiry, critical analysis and reflection
- 12. evidence an entrepreneurial mindset while designing innovative solutions to problem solving
Days One to Four: Leading & Managing Change
Session 1 - Motivation; why do people work? what motivates them? what are the motivational barriers to change, and how can they be overcome?
Session 2 - Group dynamics, power and role theory - what roles must a change agent play?
Session 3 - Organisational structures; why are they necessary? how do they change and evolve?
Session 4 - Organisational culture, how it can inhibit change as well as being used to drive it, techniques for cultural change
Session 5 - Communications and knowledge, the employer brand; how the employer brand can be a force for change
Session 6 - Leadership, leaders and managers as catalysts for change
Session 7 - What do you want to change and why? identifying elements of change, change management theory
Session 8 – Exercise in change management, followed by discussion of assignment
Days Five & Six: Ethical Aspects of Change
Session 1 - Perspectives on ethics including deontology, consequentialism, virtue ethics, environmental ethics and economics and ethics
Session 2 - Ethics and change: ethical issues associated with the management and leadership of change
Session 3 - Introduction to ethical decision making tools
Session 4 - Exercise in ethical decision making using the tools learned in the morning - concluding discussion on ethics
Indicative learning resources - Basic reading
Burchell, J (ed.) (2008) The Corporate Social Responsibility Reader, London, Routledge.
Crane, A. and Matten, D (2004) Business Ethics: a European Perspective, Oxford, OUP.
Fisher, C. and Lovell, A. (2009) Business Ethics and Values: Individual Corporate and International Perspectives. Pearson.
Keasey, K., Thompson, S. and Wright, M. (2005) Corporate Governance: Accountability, Enterprise and International Comparison, Chichester, John Wiley and Sons Ltd. (on order for Library).
Mallin, C (2010) Corporate Governance, 3rd edition, Oxford, OUP.
Fincham R and P Rhodes (2005) Principles of Organisational Behaviour, Oxford: Oxford University Press.
Handy, C (1993) Understanding Organizations, Penguin, 4th Edition
Senge, P et al (2008) The Necessary Revolution: How Individuals and Organizations are Working Together to Create a Sustainable World, Nicholas Brealey.
Ellen MacArthur Foundation (eds) (2013) ‘A New Dynamic: Effective Business In A Circular Economy’. Ellen MacArthur Foundation Publishing
Nicholls, A. (2006). ‘Social Entrepreneurship: New Models of Sustainable Social Change’. OUP, Oxford.
Last revision date