MSc Management and Information Systems: Change and Development

Fees for entry in 2027 have not yet been set. For reference, the fees for the academic year beginning September 2026 were as follows:

• MSc (full-time)
  UK students (per annum): £14,700
  International, including EU, students (per annum): £30,500

The fees quoted above are fully inclusive of tuition, administration and computational costs.

Fees for entry are subject to yearly review. The University reserves the right to increase your tuition fee by up to 7% each year for courses lasting more than one year, including to reflect rising costs associated with delivering our educational and wider student experience. Postgraduate fees information .

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International student CAS deposit

Self-funded international applicants are required to pay a deposit of £2500 towards their tuition fees before a confirmation of acceptance for studies (CAS) is issued. Some applicants will be required to pay a higher deposit. More information on tuition fee deposits .

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This course unit aims to help participants understand the emergence of new types of organisation, and analyse strategies and techniques that are applied to support organisational change.

This course unit aims to help participants understand the emergence of new types of organisation, and analyse strategies and techniques that are applied to support organisational change.

1. Understand the implications of new organisational forms within different development contexts, and the changes that it implies.
2. Understand assessment frameworks for the implementation of organisational change and the impacts of change.
3. Critically appraise and contribute to the strategies and processes of change that are part of current conceptions of the new organisation, such as knowledge management and business process re-engineering.

Week 1: The New Organisation

Week 2: Understanding Organisational Change

Week 3: Managing Organisational Change

Week 4: Managing Organisational Change Case Study

Week 5: Business Process Reengineering

Week 6: Outsourcing

Week 7: Customer Orientation

Week 8: Knowledge Management

Week 9: Empowerment

Week 10: Summation/Debate

-Lectures

-Tutorials

-Group work

-Case study analysis

-Understanding the complexity and interdependence of change using diagnostic models, e.g., Weisbord Model, Congruence model and 7S model.

-Organisational and group level change - change strategies: BPR/TQM; Outsourcing; Customer orientation; Knowledge management; Empowerment

-Applying and adapting change assessment models to specific organisational change case studies

-Case study analysis

-Applying techniques to decide why organisations need to change (SWOT, environment analysis)

-Determining who and what can change (force field analysis, drivers and constraints, readiness and capability for change)

-Team/group work skills

• Evaluation Report (3,000 words)

Groupwork feedback from students (weeks 5-9)

Feedback to students on case study analysis (weeks (weeks 2-4)  

• B. Senior & Swailes, S. (2016) Organisational Change (5^th Ed). Financial Times/Prentice-Hall, Harlow, Essex.
• Cameron, E. & Green, M. (2015) Making sense of change management: a complete guide to the models, tools and techniques of organisational change. 4th ed. London: Kogan Page.
• Carnall, C. & Todnem By, R. (2014) Managing Change in Organisations (6th Edition), Pearson, Harlow.
• Burnes, B. (2014) Managing Change (6^th Ed), Pearson, Harlow, Essex.
• Myers, P., Hulks, S. & Wiggins, L. (2012) Organisational Change: Perspectives on Theory and Practice, Oxford University Press.
• Rosenbaum, D., More, E. & Steane, P. (2018) Planned organisational change management: Forward to the past? An exploratory literature review, Journal of Change Management, Vol 31 (2): 286-303
• Burnes, B. & Jackson, P. (2011) Introduction: Why does change fail, and what can we do about it?, Journal of Change Management, 11(4): 445-450
• Todnemby, R. (2005) Organisational Change Management: A Critical Review, Journal of Change Management, 5 (4): 369-380.