[go: up one dir, main page]
Scribd
Upload
68 views3 pages

Module

This document outlines an MBA module on managing corporate change. [1] The module will cover themes like the nature of change, diagnosing change, models of change management, and overcoming resistance. [2] Students will learn through presentations, online materials, case studies and assignments. [3] The intended learning outcomes are for students to understand the multidimensional nature of organizational change, evaluate models of change management, and explain the role of culture, politics and leadership in change processes.

Uploaded by

ASA EK
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PDF, TXT or read online on Scribd
68 views3 pages

Module

This document outlines an MBA module on managing corporate change. [1] The module will cover themes like the nature of change, diagnosing change, models of change management, and overcoming resistance. [2] Students will learn through presentations, online materials, case studies and assignments. [3] The intended learning outcomes are for students to understand the multidimensional nature of organizational change, evaluate models of change management, and explain the role of culture, politics and leadership in change processes.

Uploaded by

ASA EK
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PDF, TXT or read online on Scribd
You are on page 1/ 3

Module Outline

Module Code: MBA706


Module Title: Managing Corporate Change

Module Leader: Dr Leonidas Efthymiou

Content

The syllabus will typically include:

Themes:

The nature of change


Diagnosing change

Models of change management


Overcoming resistance and building readiness for change

Managing culture
Leading change

Power and politics in the change process


Mergers and acquisitions

Topics:

1. Managing in a variable world


2. Reengineering organizations
3. Building a true customer focus
4. Creating and maintaining gains
5. Creating the environment for positive change
6. The learning organization – for 21st century survival
7. The innovation imperative – scanning tomorrow
8. The intelligence imperative – smart organizations
9. The coherence imperative – organizing diversity
10. The responsibility imperative – reconnecting customers
11. Striving for and achieving excellence
12. Knowledge management
13. The role of technology

Learning and Teaching

Learning will be achieved through the use of various pedagogical tools such as:
• presentation slides and on-line seminars and tutorials

• teaching materials in video and audio VLE platform

• required text book in electronic format and other recommended readings

• case studies

• assignments (formative and summative)

Intended Learning Outcomes

By the end of this module, students will be expected at threshold level to:

 (1) Systematically understand the multi-dimensional


nature of organisational change
 (2) Critically evaluate models of change management and
recommend appropriate methods of implementing
change
 (3) Identify obstacles often encountered in change
management
 (4) Comprehensively understand and be able to critically
explain the role of organisational culture, politics and
leadership in facilitating and impeding the change
process

Assessment

Module Assessment

The module is assessed through ONE assignment. This assignment should be


accomplished within 6 weeks.

Coursework (100%)
Assignment: Case Study Analysis (4000 words) LO 1,2,3,4

Pass mark is 50%


Learning Resources

Books

Essential reading:

 Cummings,T.G. & Worley, C.G. (2009) Organisational Change &


Development (9th Edition.) Nashville: South Western,

 Pathak, H. (2011) Organizational Change. South Africa, Pearson

 Senior, B. & Fleming, J. (2006) Organisational Change (3rd Edition.) Harlow:


Financial Times Prentice Hall.

Recommended reading:

 Collins, D. (1998) Organizational Change: Sociological Perspectives, London:


Routledge.

 Burnes, B. (2004) Managing Change, (4th Edition), Harlow: Prentice Hall

 Paton, R. A.& McCalman, J. (2008) Change Management: A Guide to


Effective Implementation, (3rd Edition) London: Sage,
 Hughes, M. (2006), Change Management: A Critical Perspective, CIPD, UK.

Websites

 Business Week*: http://www.businessweek.com


 Financial Times*: http://www.ft.com
 Harvard Business Review: http://hbr.org/
 The Economist*: http://www.economist.com/

You might also like