BSH402: Change
Management
Long Title: Change Management
Module Code: BSH402
Credits: 5
NFQ Level: LEVEL 8
Field of Study: Management and administration Module Delivered in 1 programme(s)
Module Coordinator: Faculty Member Module editor: Faculty Member
Module Description: The purpose of this module is to introduce students to the principals and practice of change management within organisations. In particular, the module will focus on change management issues that are enabled and driven by Information and Communications Technologies
Learning Outcomes
On successful completion of this module the learner will be able to:
LO1 LO 1. Identify the main drivers of change facing the modern organisation LO2 LO 2. Understand how humans perceive and react to change
LO3 LO 3. Be familiar with the main models of change that exist
LO4 LO 4. Be able to evaluate and implement successful change interventions LO5 LO 5. Understand the importance of culture and leadership for managing change Pre-requisite learning
Requirements
This is prior learning (or a practical skill) that is mandatory before enrolment in this module is allowed. You may not enrol on this module if you have not acquired the learning specified in this section.
BSH402: Change
Management
Module Content & Assessment
Indicative Content Introduction (10%)
Drivers of change Information Technology driven change Models of organisational change New organisational forms Individuals and new technology
Human Factors and Information Technology (15%)
Knowledge and computer mediated work Human reactions to Information Technology - pace of change User centred design, development and deployment of Information Technology Managing knowledge workers Continuum of alternative work arrangements
Planning and Implementing Change (15%)
Planned v’s emergent approach to organisational change Lewin’s Model of change IT driven strategic change Change interventions -strategic, human, structural and technological Role of leadership in leveraging IT Successful management of change Evaluation of IT enabled change interventions
Resistance to Change (15%)
Individual resistance Organisational resistance The power-politics perspective Overcoming resistance – perceptions of IT and buy-in Culture and Change (15%)
Understanding corporate culture; the cultural web Cultural typologies Organisational culture and change Non-adaptive cultures Culture change IT implementation – cultural issues
Models of Organisational Change (15%)
Organisational effectiveness - determining the degree of change required Role of IT in business transformation Pathways to business transformation - business process re-engineering TQM Interventions The learning organisation
Future Impacts of Change (15%)
Economic trends – economic, social, political and technological issues Societal impacts Teaching and Learning Methods
Lectures, seminars and case studies Practical Content
Students may be given a real life business case study, where an organisation is experiencing major difficulties, and asked to write a consultant’s report analysing the changes needed to be made in the organisation and the steps required to be taken by management to implement the recommendations. The results of this report may be presented in class.
Assessment Breakdown %
Coursework 30.00%
End of Module Assessment 70.00%
Full Time
CourseworkAssessment Type Assessment Description Outcome
addressed % oftotal AssessmentDate
Project No Description 1,2,3,4,5 30.00 Sem 1 End
End of Module Assessment
Assessment Type Assessment Description Outcome
addressed % oftotal Assessment Date
Terminal Exam End-of-Semester Final Examination 1,2,3,4,5 70.00 End-of-Semester NCIRL reserves the right to alter the nature and timings of assessment
BSH402: Change
Management
Module Workload
Workload: Full Time
Workload Type Workload Description Hours Frequency Average
Weekly Learner Workload
Lecture No Description 0 Every
Week 0.00
Total Hours 0.00 Total Weekly Learner Workload 0.00 Total Weekly Contact Hours 0.00 This module has no Part Time workload.
Module Resources
Recommended Book Resources
Beckhard, R. & Harris, R. Managing Complex Change, Addison-Wesley, 1977., na
Beer M. & Nohria N.(editors), "Breaking the Code of Change", Harvard Business School Press, Boston, 2000, na Burnes, B., Managing Change: A Strategic Approach to, na
Clarke, T., & Clegg, S., Changing Paradigms: The Transformation of, na
Davenport T.H., Prusak L., Working Knowledge, Harvard Business School Press, 1998, na
Hambrick, D.C., Tushman, M.L. & Nadler, D.A. Navigation Change: How CEOs Top Teams & Board Steer Transformation, Harvard Business School Press, 1998., na
Hammer, M. The Reengineering Revolution: The Handbook, London, Harper Collins, 1995., na
Hammer, M. Beyond Reengineering: How the Process-centred Organisation is Changing Our Work and Our Lives, London, Harper Collins Business, 1996., na
Kanter, R.M. The Frontiers of Management, Harvard Business School Press, 1997, na
Kanter, R.M., Stein, B.A. & Jick, T.D., The Challenge of Organisational Change: How Companies Experience It and Leaders Guide It, New York, Free Press, 1992, na
Kotter, J.P. Leading Change, Boston, Harvard Business School Press, 1996, na Kotter, J.P.What Leaders Really Do, Boston, Harvard Business Review, 1999, na Leebaert, D. The Future of The Electronic Marketplace, MIT Press, 1998., na
Nadler, D.A., Tushman, M.L. & Nadler M.B., Competing by Design: The Power of Organisational Architecture, Oxford University Press, 1997., na
Senge, P.M., Kleiner, A., Roberts, C., Ross, R.B., Smith, B.J., The Fifth Discipline Fieldbook: Strategies and Tools for Building Learning Organisation, London, Nicholas Brealey Publishing, 1999., na
Senior B., "Managing Change" Pitman Publishing, London. 1997, na
Watson R.T., Berthon P., Pitt L. F., Zinkhan G.M., Electronic Commerce, The Dryden Press, Harcourt Publishers, 2000, na
Supplementary Book Resources
Burnes, B., Managing Change: A Strategic Approach to Organisational Dynamics,3rd Edition Pitman Publishing, London, 2000., na
This module does not have any article/paper resources Other Resources
Journals: Academy of Management Journals Journal: Business and Finance
Journal: Harvard Business Review Journal: Financial Times
Journal: International Journal of Industrial Organisation Journal: Learning Organisation
Journal: Management
Module Delivered in
Programme Code Programme Semester Delivery
