| Semester 2, 2020 Online | |
| Short Description: | Leading Organisational Change |
| Units : | 1 |
| Faculty or Section : | Faculty of Business, Education, Law and Arts |
| School or Department : | School of Management and Enterprise |
| Student contribution band : | Band 3 |
| ASCED code : | 080307 - Organisation Management |
| Grading basis : | Graded |
Staffing
Examiner:
Other requisites
Students are required to have access to a personal computer, e-mail capabilities and Internet access to UConnect. Current details of computer requirements can be found at .
Rationale
One major contemporary issue facing virtually all organisations is hyper-competition and the exponential rate of change occurring in highly complex and dynamic environments - both externally and internally. Contemporary managers need skills to analyse the organisational environment including the ability to adjust to shifting market demands. There is a constant drive for organisational change - not only to survive but to be able to compete and be successful and sustainable. Contemporary leaders, managers or change agents need to focus on the continuous renewal of their organisation(s) on various fronts. Students in this course will learn how to lead and manage change for improved organisational performance across different contexts. As well, students will gain a solid understanding of how to create a sustainable organisation. The course will help practising managers to build skills and demonstrate competence in applying high level theoretical change concepts.
Synopsis
This course is a core foundational unit in the MBA and consists of many high level concepts. The material covers the planned approach to change and introduces ideas related to meta-models of change. The latter are ways of thinking about change, both from a life-cycle approach, a systems approach and a situational approach which is often called `situated learning' within the organizational learning literature. We take you on a journey of discovery here by first exploring how the various meta-models establish ways of thinking about and implementing change. We next examine interventions of change. Interventions are used as a solution for implementing change approaches. So if a CEO or a GM decides that a hard change approach is required such as restructuring the organization, interventions can be used to help her achieve various process milestones. The course seeks to explore both learning and change given that there are reciprocal relationships between thinking, behaviour and action. Change processes do not just happen. They have to be carefully planned out, linked to broader organizational goals and strategies and involve key systems and processes. We will learn in the course why change is about context, how context is (re)produced on a daily basis providing the basis by which people learn. But we will also learn how to challenge the context through change and learning.
Objectives
On successful completion of this course students should be able to:
- critically discuss the complex nature of change including those factors that affect and enhance prospects for planned organisational change;
- analyse the processes, strategies and techniques which can be applied to lead, manage and facilitate high impact organisational change;
- use cognitive, technical and creative skills to identify, investigate, analyse and synthesise complex information, problems, concepts and theories to address complex ethical dilemmas as applied to change;
- apply critical thinking to evaluate, synthesise and critically review theoretical frameworks with other evidence to provide innovative solutions to real world problems;
- evaluate and apply the skills required for successful leadership of others, working in teams and working with people from diverse cultural and professional backgrounds in real time spaces;
- coherently communicate a sustained argument using appropriate means, including technology, to engage and communicate in ways that are effective, appropriate and persuasive (both orally and in writing) to diverse audiences including top management teams and senior executives to achieve targeted outcome.
Topics
| Description | Weighting(%) | |
|---|---|---|
| 1. | The nature of organisational change | 25.00 |
| 2. | Interventions and techniques | 40.00 |
| 3. | Issues in managing organisational change | 35.00 |
Text and materials required to be purchased or accessed
ALL textbooks and materials available to be purchased can be sourced from (unless otherwise stated). (https://omnia.usq.edu.au/textbooks/?year=2020&sem=02&subject1=MGT8033)
Please for alternative purchase options from USQ Bookshop. (https://omnia.usq.edu.au/info/contact/)
Reference materials
(Australasian edition.)
Student workload expectations
| Activity | Hours |
|---|---|
| Directed 精东传媒app | 86.00 |
| Independent 精东传媒app | 79.00 |
Assessment details
| Description | Marks out of | Wtg (%) | Due Date | Notes |
|---|---|---|---|---|
| ASSIGNMENT 1 | 100 | 50 | 09 Sep 2020 | |
| ASSIGNMENT 2 | 100 | 50 | 28 Oct 2020 |
Important assessment information
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Attendance requirements:
Online: There are no attendance requirements for this course. However, it is the students' responsibility to study all material provided to them or required to be accessed by them to maximise their chance of meeting the objectives of the course and to be informed of course-related activities and administration.
On-campus: It is the students' responsibility to attend and participate appropriately in all activities (such as lectures, tutorials, laboratories and practical work) scheduled for them, and to study all material provided to them or required to be accessed by them to maximise their chance of meeting the objectives of the course and to be informed of course-related activities and administration. -
Requirements for students to complete each assessment item satisfactorily:
To satisfactorily complete an individual assessment item a student must achieve at least 50% of the marks. (Depending upon the requirements in Statement 4 below, students may not have to satisfactorily complete each assessment item to receive a passing grade in this course.) -
Penalties for late submission of required work:
Students should refer to the Assessment Procedure (point 4.2.4) -
Requirements for student to be awarded a passing grade in the course:
To be assured of receiving a passing grade a student must achieve at least 50% of the total weighted marks available for the course. -
Method used to combine assessment results to attain final grade:
The final grades for students will be assigned on the basis of the aggregate of the weighted marks obtained for each of the summative assessment items in the course. -
Examination information:
There is no exam for this course. -
Examination period when Deferred/Supplementary examinations will be held:
There is no examination in this course, there will be no deferred or supplementary examinations. -
精东传媒app Student Policies:
Students should read the USQ policies: Definitions, Assessment and Student Academic Misconduct to avoid actions which might contravene 精东传媒app policies and practices. These policies can be found at .
Assessment notes
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Harvard (AGPS) is the referencing system required in this course. Students should use Harvard (AGPS) style in their assignments to format details of the information sources they have cited in their work. The Harvard (AGPS) style to be used is defined by the USQ Library's referencing guide at .