MSc Management and Information Systems: Change and Development

For entry in the academic year beginning September 2027, the tuition fees are as follows:

• MSc (full-time)
  UK students (per annum): £15,400
  International, including EU, students (per annum): £32,000

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 .

Always contact the admissions team if you are unsure which fee applies to your qualification award and method of attendance.

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 .

All students should normally be able to complete their programme of study without incurring additional study costs over and above the tuition fee for that programme. Any unavoidable additional compulsory costs totalling more than 1% of the annual home undergraduate fee per annum, regardless of whether the programme in question is undergraduate or postgraduate taught, will be made clear to you at the point of application. Further information can be found in the University's Policy on additional costs incurred by students on undergraduate and postgraduate taught programmes (PDF document, 91KB).

We know that student finance can be complicated. The links below provide further information to help guide you.

• Learn more about - student finance options for UK students .
• Learn more about - fees and finance for international students .
• Graduates of The University of Manchester and Manchester Metropolitan University can receive a 10% discount on their master's degree tuition fees as part of our Manchester Alumni Loyalty Discount scheme.

' Aims, history and philosophy of OD
- Ethics, values and OD
- OD and its relationship to HRM and HRD
- The role of internal and external OD consultants
- Understanding organisational change processes from an OD perspective; methods and techniques
- OD diagnosis: methods and techniques
- OD in international applied settings
- Critical perspectives on selected OD literature
- Resistance to change in OD processes.

- To provide a critical understanding of OD as an approach to organisational change and development;
- To enable participants to identify the implications of OD for their own practice as change agents in international settings particularly developing/transitional country context

Knowledge and understanding

·         define OD, and relate it to issues of organisational capacity building in developing countries.

·         discuss the relationship between OD, HRM and HRD theories and practices.

·         explain the philosophy that underpins traditional OD.

·         Identify the stages of an OD process.

·         distinguish between individual, team, and whole organisation based OD interventions and evaluate their relevance to developing countries.

·         identify symptoms and causes of resistance to change in OD interventions, and strategies for dealing with resistance to change.

·         outline the stages in the consultancy process, and evaluate the strengths and weaknesses of different consultancy styles.

Intellectual skills

·         develop their ability to assimilate and review critically academic literature.

Practical skills

·         work collaboratively with others in order to analyse and written material.

·         develop their ability to present the findings of their work both orally and in writing.

Transferable skills and personal qualities

·         develop the skills which they need to gather data from a range of sources.

·         develop their ability to review and analyse critically contrasting information.

·         develop their ability to empathise with managers who have to manage change in work organisations.

·         develop their self-management skills including their ability to manage time effectively.

·         develop the skills which they need to articulate clearly their point of view particularly in response to questioning.

·         develop their willingness to question and develop their understanding, perspectives and values in response to listening to others

• define OD, and relate it to issues of organisational capacity building in developing countries.
• discuss the relationship between OD, HRM and HRD theories and practices.
• explain the philosophy that underpins traditional OD.
• identify the stages of an OD process.
• distinguish between individual, team, and whole organisation based OD interventions and evaluate their relevance to developing countries.
• identify symptoms and causes of resistance to change in OD interventions, and strategies for dealing with resistance to change.
• outline the stages in the OD consultancy process, and evaluate the strengths and weaknesses of OD consultancy processes.

• develop their ability to assimilate and review critically academic literature.

•  work collaboratively with others in order to analyse and written material.
• develop their ability to present the findings of their work both orally and in writing.

• develop the skills which they need to gather data from a range of sources.

• develop their ability to review and analyse critically contrasting information.

• develop their ability to empathise with managers who have to manage change in work organisations.

• develop their self-management skills including their ability to manage time effectively.

• develop the skills which they need to articulate clearly their point of view particularly in response to questioning.

• develop their willingness to question and develop their understanding, perspectives and values in response to listening to others

• One 3,000 word assignment. This assignment may contain more than one distinct section.

Feedback via VLEd/face to face.

Rothwell, W.J., Imroz, S.M., Bakhshandeh, B.eds., 2021. Organization development interventions : executing effective organizational change 1st ed. Boca Raton, Florida ; Routledge.

Anderson, D.L., 2024. Organization development : the process of leading organizational change 6th edition. Thousand Oaks: SAGE Publications Ltd.

Cheung-Judge, M.-Y., Holbeche, L., 2021. Organization development a practitioner’s guide for OD and HR Third edition. London: Kogan Page.

Zink, H., Turner, T., 2024. Team coaching for organisational development : team, leader, organisation, coach and supervision perspectives. Abingdon, England: Routledge.

Schubert, V., 2023. Leadership and organisational culture in development : challenging exceptionalism. London, England ; Routledge.