SS7115 - Managing Change in Organisations and Systems (2014/15)
Module specification | Module approved to run in 2014/15, but may be subject to modification | ||||||||||||||||
Module title | Managing Change in Organisations and Systems | ||||||||||||||||
Module level | Masters (07) | ||||||||||||||||
Credit rating for module | 20 | ||||||||||||||||
School | Faculty of Social Sciences and Humanities | ||||||||||||||||
Assessment components |
|
||||||||||||||||
Running in 2014/15(Please note that module timeslots are subject to change) |
|
Module summary
This module is closely related to Managing Self and Others. It focuses on the cultural and social context of organisations workign in and with communities and on achieving organisational development and change. It is concerned both with internal relationships, structures and processes, and with external relationships, including partnerships and collaboration.
Prior learning requirements
Sufficient current or recent work experience (paid or unpaid) to complete the module assessment.
Module aims
1. To explore the role and position of organisations working in and with communities
2. Specifically to look at thow they organise impacts on social change: with a particular focus on marginalised sections of a population including women, refugees and minority communities.
3. To identify a range of issues, concepts, functions and strategies involved in the effective management and governance oforganisations working in and with communities
4. To identify methods and techniques for the management of change.
Syllabus
The syllabus will include the following key areas:
1. introduction to organising and organisations: social, economic and political environment, technology, structure and culture
2. the voluntary and community sector: current issues and developments, organisational vision and values
3. leadership and governance in organisations working in and with communities
4. Key legal aspects: law affectng statutory and voluntary organistationss charity and employment law
5. Funding and budgeting
6.Organisational power,politics conflict and change
7. Interorganisational networking, collaboration and partnership
8. Reporting and evaluating.
Learning and teaching
The teaching and learning strategy is intended to develop management skills, inform participants of current issues and developments and facilitate participants' reflection and sharing of their own and other's experience. Short tutor inputs are supported by handouts, readings, exercises and group discussions. Participants are given a set of readings from journals relating to certain of the topic areas and time is set aside discuss these. Their progress on completion of their project is discussed in project review sessions, drawing on a model of action learning. Particpants introduce their project plan and discuss with others the issues affecting their progress towards its accomplishment. Guest speakers from community and voluntary organisations also contribute to the programme.
.
Learning outcomes
On successful completion of this module participants will be able to:
1. Identify and discuss current issues and developments concerning roles and relationships amongst organisations working in the community development field,
2. Critically reflect on the effectiveness of policies and practices within their own organisation.
3. Based on the analysis of needs and effectiveness, develop appropriate strategies and plans for organisational development and change.
4. Reflect on the effectiveness of change initiatives, drawing on relevant concepts, theories and models from the field of management and organisational studies.
Assessment strategy
The assessment for the module is based on project work. Participants will develop a project proposal based on an area of identified need, or to address a specific organisational issue or problem. They will define the project aims and objectives taking into account the organisation's mission and strategy (outcome 1) and current policies and procedures (outcome 2). This will form the basis of an action plan (1000 words) outlining how they will implement the project objectives. At the end of the module they will present an oral and a written report. The written report (3000 words) will consist of a summary of the project aims, methods of implementation and achievements to date. This summary will be accompanied by a reflective commentary in which they analyse the factors that helped and hindered the effective implementation of their project aims, drawing on concepts and theories derived from their module-related reading.
Bibliography
Adirondack, S (2005) Just about managing? Effective management for voluntary organisations (4th edition) London: London Voluntary Service CouncilAssociation of Community Workers (2001) Community Work Skills Manual . Newcastle, ACW.
Attwood, M; Pedler,M; Pritchard, S and Wilkinson, D (2003) Leading Change – a guide to whole system working. Policy Press.
Billis, D and Harris, M. (eds) (2000) Voluntary agencies: challenges of organisation and management Macmillan
Cornforth, Chris (1998) Good governance: developing effective board-management relations in public and voluntary organisations London: Chartered Institute of Management Accountants,
Fisher, R ;Ury, W and Patton, B(1999) Getting to Yes: Negotiating Agreement Without Giving In.2nd edn. Random House.
Gann, Nigel, (1999) Managing change in voluntary organizations: a guide to practice Buckingham: Open University Press
Hatch, M.J. and Cunliffe, A.L. (2006) Organization Theory: Modern, Symbolic and Postmodern Perspectives (second edition) Oxford: Oxford University Press
Linstead, S., Fulop, L and Lilley, S. (2009) Management and Organization: a critical text (2nd edition) Basingstoke: Palgrave
Morgan, G (1997): Images of Organization. Sage
New Economics Foundation (1998): PARTICIPATION WORKS! 21 techniques of community participation for the 21st century. London, New Economics Foundation /UK Community Participation Network. Downloadable.
Schwabenland, C. (2006) Stories, Visions and Values in Voluntary Organisations Aldershot: Ashgate
Standing Conference on Community Development Strategic Framework for Community Development, Sheffield: SCCD (Downloadable from the SCCD website
http://www.sccd.org.uk)
Pratt, J; Gordon, P; Plamping, D (1999): Working Whole Systems. Kings Fund
Pratt, J, Gordon; P, Plamping, D (1998), : Partnership fit for Purpose. Kings Fund, 1998
Scott, C.D and Jaffe, D.T (1989) Managing Organisational Change: a Guide for Managers. Kogan Page.
Tarplett, P and McMahon, L (1999) Managing Organisational Change.Office for Public Management, London.
Good Governance: A Code for the Voluntary and Community Sector (2005) http://www.ncvo-vol.org.uk/
Measuring impact: Case-studies of impact assessment in small and medium-sized voluntary organisations (2003) http://www.ncvo-vol.org.uk/
The impact of impact assessment: the experience of rural voluntary and community organisations in evaluating change (2004) http://www.ncvo-vol.org.uk/