GI7003 - Strategic Planning and Change Management (2022/23)
|Module specification||Module approved to run in 2022/23|
|Module title||Strategic Planning and Change Management|
|Module level||Masters (07)|
|Credit rating for module||20|
|School||School of Social Sciences and Professions|
|Total study hours||200|
|Running in 2022/23(Please note that module timeslots are subject to change)||
This module introduces students to strategic planning and change management in the public service and to how these relate to the policy making process. It requires students to focus on the strategy making process in an organisation of their choice. The module overviews the design, formulation and implementation stages of organisational strategies and assesses the role of political and administrative leaders in the process of innovation and change.
The module places great emphasis on the strategic management analysis of public organisations. Key tools, such as SWOT and PEST analysis, Scenario Planning, Brainstorming, Cost-Benefit analysis, Stakeholders analysis will be presented and applied on a series of case studies that will inform the teaching and learning process.
An introduction to concepts of strategy, policy, leadership, innovation and change management is followed by an analysis of contexts, core values, problem identification, options analysis, models of decision-making, and implementation. Strategies of, and management of change are a key focus. The evaluation of the success of strategic decisions and an appraisal of ethical issues arising are also considered.
Teaching block 1: Introductory concepts LO1, LO4
Strategic Management and the Public Sector
Theories of Change
Teaching block 2: Appraising the environment and setting direction LO2, LO3
Positioning and re-positioning the organisation
Making sense of the environment
Problem Identification and Option Analysis
Strategic Analysis Workshop: Simulating a Strategic Board Meeting
Decision theory and strategic formulation
Teaching Block 3: Changing Public Services:
Strategic implementation in local contexts LO, LO4
Change Management Models LO5
Evaluation, Monitoring and Review
Learning organisations and organisational learning
Balance of independent study and scheduled teaching activity
This module will be delivered through weekly sessions that combine lectures, interactive workshops, role-plays, group and individual directed research, applied exercises. Emphasis will be placed on active learning using student centred methodologies to enable students to relate material on strategic planning and management to their local contexts.
Blended learning play an important role in this module. Most of the teaching and learning material will be delivered via Weblearn.
By the end of the module, students should be able to:
1. Apply differing concepts of strategy to the management of public services and non-for profit contexts demonstrating systematic understanding and critical awareness of strategic issues faced by public sector organisations [LO1];
2. Critically evaluate strategic management techniques in local public service contexts [LO2];
3. Apply strategic management tools and models in the process of change management demonstrating systematic understanding and creative approach to change management [LO3];
4. Critically evaluate the significance of change in and for public service organizations and plan change strategies [LO4];
5. Demonstrate systematic understanding and consistent and coherent application of theories of change in the context of transforming public services [LO5].
Formative Assessment: Researching the Organizational Context
This formative assessment requires students to conduct organizational research that support strategic analysis, namely, a situational analysis, environmental appraisal (SWOT / PEST) and problem identification
Summative Assignment: STRATEGY REPORT - Change management (100%)
This assignment requires you to identify a problem and propose a service / strategic transformation that addresses the problem, assess drivers and resistors for change, develop a strategy for implementing the change and discuss the theory of change underpinning the strategic transformation. Your response will be in the form of a professional strategy report.
Word length: in the region of 4,500 - 5,000 words
The principal (core) texts for this module are:
Burnes, B., (2009) Managing change: a strategic approach to organisational dynamics / Harlow : Prentice Hall/Financial Times. ADD.CLASS 658.406.
Joyce, P., (2014) Developments in strategic and public management: studies in the US and Europe / Birmingham City University, UK Houndmills, Basingstoke, Hampshire: Palgrave Macmillan. ADD.CLASS 352.3.
Osborne SP and Brown, K (2005) Managing Change and Innovation in Public Service Organisations, London: Routledge
Henry, A. E. (2011) Understanding Strategic management, Oxford University Press
Bryson, JM (2011) Strategic planning for public and non-profit organizations (4th ed). - Jossey-Bass: San Francisco, E-Resource
The reading list for this module is supplemented by:
Ferlie, E, Lynn, L and Pollitt, C. (2005) The Oxford handbook of Public Management, OUP: Oxford In particular Chapters: 1, 4, 19
Flynn N (2012) Public Sector Management (6th edn) Sage: London In particular Chapters: Introduction, Chapter 1
Gill, R. (2011) Theory and Practice of Leadership, Sage: London In particular Chapters:1, 2 , 7
Johnson, G and Scholes, K (2001) Exploring public sector strategy, Financial Times Prentice Hall In particular Chapters: 1, 2, 8, 9
Knill, C, and Tosun, J. (2012) Public Policy. A New Introduction, Palgrave Macmillan: Basingstoke In particular Chapters: 1, 6, 7, 8
Mulgan, G (2008) The art of public strategy: mobilising power and knowledge for the common good, Oxford: OUP In particular: Chapters: 1, 4, 5, 6, 7, 14
Pettigrew, A., Thomas, H. and Whittington, R. (2010) Handbook of Strategy and Management, Sage:London: In particular Chapters: 1, 10, 13,
Rushton, P. (2011) Managing change: a strategic approach / Market Harborough: AMiE.
Smith, R. J. (1994) Strategic Management and Planning in the Public Sector, Harlow: Longman In particular Chapters 2, 5, 6, 7, 8, 9
Scragg, T. (2010) Managing change in health and social care services / Brighton: Pavilion Publishing. CLASS NO 362.10941 SCR.
Stirbu, D. (2011) Strategic management in parliamentary organisations. The case of shaping the National Assembly for Wales Strategy for 2007/11, PSSIR Conference, 7/8 November, Singapore
Detailed reading is provided for each week under the headings of Introductory reading and Further reading.
Journals (you can access these via the Library services on the Metranet website)
Public Administration and Development
Public Administration Review
Public Money and Management
Public Policy and Administration
There are very interesting findings from the recently concluded ESRC Public Services programme at http://www.publicservices.ac.uk/index.php/links/