This module addresses theoretical and practical perspectives of dealing with change in the work place, as well as the wider social context. Students will evaluate contemporary concepts of leadership alongside current practices of leading change in contemporary organisations faced with complex and uncertain environments. Students will reflect on their response to change and their leadership capacity and skills in initiating and leading change in different contexts.
On successful completion of the module, students will be able to:
The module will be taught through lectures and seminars. Lectures will introduce key theoretical concepts and provide students with the opportunity to apply module content to real-life situations. The module will include opportunities for experiential learning through self-assessments, individual and group presentations, quizzes, case study analysis, role plays, practical exercises, reflection and formative feedback. Learning is further supported by dedicated textbooks, journal articles, handouts and audio-visual learning materials.
Due to the experiential nature of the learning on this degree, and the importance of professional development enabling students to develop practical skills, learn from and interact with others, attendance is compulsory. Any students not attending a minimum of 80% of their timetabled sessions will be at risk of academic failure or termination from the course.
| Definitive UNISTATS Category | Indicative Description | Hours |
|---|---|---|
| Scheduled learning and teaching | 8 weeks x 6 hours (TB3) | 48 |
| Guided independent study | 252 | |
| Total (number of credits x 10) | 300 | |
The assessment will consist of coursework in the form of an individual portfolio. The portfolio will include work from in-class activities. The activities will require students to engage with the reading and in-class activities dealing with change in the context of the workplace and social settings. The portfolio will include a reflective report on the student's engagement when dealing with change
| Learning Outcome | Assessment Strategy |
|---|---|
| 1) Understand the emotional dynamics underlying change in work and social settings | Formative: in-class activities Summative: coursework |
| 2) Reflect on the different personalities involved in teams undergoing change | Formative: in-class activities Summative: coursework |
| 3) Understand the concept of change leadership and the sensitivity needed to manage people's experience and response to change | Formative: in-class activities Summative: coursework |
| 4) Demonstrate an appreciation for the complexity and challenges associated with leading change in today's complex and uncertain external environment | Formative: in-class activities Summative: coursework |
| 5) Reflect on their own leadership style and capacity to become successful change agents in different work and social settings | Formative: in-class activities Summative: coursework |
| Description of Assessment | Definitive UNISTATS Categories | Percentage |
|---|---|---|
| Individual portfolio | Coursework | 100 |
| Total (to equal 100%) | 100% | |
It IS a requirement that the major category of assessment is passed in order to achieve an overall pass for the module.
Johnson, S., 1998. Who Moved My Cheese, G.P. Putnam's Sons
Kotter, J.P. 2012. The Heart of Change: Real Life Stories of How People Change Their Organisations. Harvard Business Review Press
Anstey, M., 2006. Managing Change: Negotiating Conflict, Juta and Company
Hodges, J. and Gill, R., 2014. Sustaining Change in Organizations. London: Sage Publications.
Johnson, C. E., 2013. Meeting the Ethical Challenges of Leadership: Casting Light or Shadow. London: Sage Publications.
Kotter, J.P., 2012. Leading Change. Harvard Business Review Press
Rayner, C. and Adam-Smith, D. Managing and Leading People. London: Chartered Institute of Personnel and Development.
Storey, J., ed. Leadership in Organizations: Current Issues and Key Trends. London: Routledge.
Weightman, J. Managing People. London: Chartered Institute of Personnel and Development.