MSc Human Resource Management (International Development) / Course details
Year of entry: 2019
Course unit details:
Organisational Change Strategies
|Unit level||FHEQ level 7 – master's degree or fourth year of an integrated master's degree|
|Teaching period(s)||Semester 1|
|Offered by||Global Development Institute|
|Available as a free choice unit?||Yes|
? New Organisations and their Environments
? Understanding Organisational Change
? Assessing Organisational Change
? Building Blocks of Change
Organisational Change Strategies:
? Business Process Reengineering/TQM
? Customer Orientation
? Knowledge Management
All of the organisations in which we work are changing and a new organisational type - sometimes called the post-bureaucratic organisation - is slowly emerging. This course unit aims to help participants understand what this new organisation will be like; the current strategies and techniques that are being used to create it; and its relevance to countries at different stages of development. The unit analyses a series of key organisational change strategies - business process re-engineering, outsourcing, customer orientation, knowledge management and empowerment, and for each strategy, there is analysis of case studies drawn from public, private and third sectors. The unit will be particularly relevant to: a) those likely to be involved in organisational change in both developed and developing countries; b) those who have an interest in the role of information and communication technologies (ICTs) in organisational change and; c) to those aiming to become 'agents of change' in an organisational setting.
After completing the course unit participants should be able to:
? define the features of a post-bureaucratic organisation.
? describe the main models, drivers and constraints of organisational change.
? define key organisational change strategies, such as business process re-engineering and outsourcing, analyse their benefits and constraints, and describe implementation methods.
? analyse the relevance of particular post-bureaucratic organisation concepts; of organisational change strategies in different development contexts; and to one specific organisation.
? describe techniques for increasing the likelihood of successful change when using key organisational change strategies.
? understand the implications of use of new ICTs to organisational change strategies.
Teaching and learning methods
1 * 3 hour lecture per week
Report (written assignment): 4000 words, 70%
Group Presentation: 30%
Re-sit assignment: Report (written assignment), 4000 words, 100%
-Senior, B. (2010) Organisational Change (4th Ed). Harlow, Essex, Pearson Education.
-Burnes, J. (2009) Managing Change: A Strategic Approach to Organisational Dynamics, 5th ed, Harlow, FT Prentice Hall.
-Heeks, R. (1999) Re-inventing Government in the Information Age, London, Routledge.
-Hastings, C. (1996) The New Organization. McGraw-Hill, Maidenhead, UK.
-Heckscher, C. & Donnellon, A. (1994) The Post Bureaucratic Organisation: New Perspectives on Organisational Change. Sage, London.
-Osborne, D. & Plastrik, P. (1997) Banishing Bureaucracy. Plume, New York.
-Adams, S. (1997) The Dilbert Principle. Boxtree, London.
|Independent study hours|
IDPM Programmes on which course unit is offered:MIS;
MSc OCD (core), MSc MIS, MSc HRD, MSc HRM, MA PPM
Semester 2 (weeks 1-10)