MN7127 - Change Management and Consultancy (2017/18)
| Module specification | Module approved to run in 2017/18 | ||||||||||||
| Module title | Change Management and Consultancy | ||||||||||||
| Module level | Masters (07) | ||||||||||||
| Credit rating for module | 30 | ||||||||||||
| School | Guildhall Faculty of Business and Law | ||||||||||||
| Total study hours | 300 | ||||||||||||
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| Assessment components |
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| Running in 2017/18 | No instances running in the year |
Module summary
This module provides the academic theory and practice to enable students to manage the processes of organisational change and develop consultancy skills effectively.
Module aims
- To facilitate understanding of organisational change models and perspectives
- To enable understanding of the issues involved in the management of change and innovation
- To enable students to implement successful change and innovation in a variety of organisational Situations
- To develop an appreciation of ethical and responsible organisational change interventions and consultancy
- To appreciate the role of consultants as change agents
- To understand the consultancy process
Syllabus
Current issues and debates in the management of change
The concept and nature of change and innovation
The consultancy process; change leverage in organisations
The politics of organisational change and consultancy and recognising the interests of stakeholder groups in managing any change process effectively
Context, content and process issues in change management
Individual, group and organisational factors in relation to change
Learning and teaching
A variety of methods are employed including lectures, cases studies, seminars and use of internet/web based tools.
Work Based Development
This module adopts a workplace development perspective by considering how the topics covered in the module can be applied to real-life workplace issues. This involves students adopting an organisational development (OD) perspective, based upon one or more of the topics covered in the course and a reflection on the practicalities of how to design and implement such an approach in the context of a particular workplace issue. Through this mechanism, students are able to engage in a critical reflection and evaluation of the material covered in the course and consider the relationship between theory and practice in the area.
E learning
Students will be timetabled for regular workshops which they must attend. Students should also look at Weblearn/Blackboard regularly to see any preparation activities that they need to undertake or slides or other material that they may wish to print or download. Additionally students should spend time each week online maintaining and updating their Learning Journal which is on WebLearn/Blackboard. This journal records not only what students have done in class but also other activities, and thoughts and reflections which contribute to their learning. Students will be guided in class as to what they should focus on each week. It is important that students make their entries regularly as they will help to consolidate learning throughout the module.
The module tutor / lecturer will regularly review entries in students Learning Journal and will comment and leave feedback. This provides regular formative feedback.
Entries in students learning journals can only be viewed by the student and the tutors on the module.
Learning outcomes
On successful completion of this module students should be able to:
• Analyse an organisational change situation using appropriate concepts and models
• Be able to work to manage change and innovation in a different organisational contexts
• Apply the concepts of consultancy within an organisation and recognise how change can be encouraged
• Be able to construct a ethically informed consultancy/organisational change intervention
Assessment strategy
There will be two components:
1) An individual report on a change consultancy case study
Work based development:
2) An individual case study based report applying management of change theory to an organisational situation
Bibliography
Amabile T and Kramer S (2011) The Progress Principle: Using Small Wins to Ignite Joy, Engagement, and Creativity at Work HBR Press
Balogun J and Hope Hailey V (2008) 2nd Edition Exploring Strategic Change FT/Prentice Hall
Burnes, B (2009) 5th edition Managing Change. FT
Conway S and Steward F (2009) Managing and Shaping Innovation OUP
Dawson, P (2003). Reshaping Change: A Processual Perspective. London: Routledge
McKenna, C (2006) The world's newest profession : management consulting in the twentieth century Cambridge University Press
Markham, C (2007) Practical management Consultancy CCH Surrey
O'Mahoney, J and Markham, C (2013) Management Consultancy Oxford University Press
Morgan, G. (1997) Imaginization. London: Sage
Sturdy, A., Handley, K., Clark, T., Fincham, R. (2010), Management Consultancy: Boundaries and Knowledge in Action, Oxford, OUP