Introductory description

Participants will:

• Understand the drivers for change and its impact on organisations and people
• Gain familiarity with the use of models, tools and techniques to facilitate successful chang

Module aims

Outline syllabus

This is an indicative module outline only to give an indication of the sort of topics that may be covered. Actual sessions held may differ.

1. Introduction
2. The need for change
3. The scope of change
4. Change approaches and models
5. Power and conflict in the transition process
6. Managing teams through change: importance of trust, empowerment and involvement
7. Resilient culture
8. Tools and techniques for change: applications
9. Authentic leadership in organisational transformation
10. Communicating shared vision
11. Change modelling

Learning outcomes

By the end of the module, students should be able to:

• 1. Understand the need for change.
• 2. Understand how to select and apply appropriate models of change.
• 3. Understand how the development of cultural resilience contributes to organisational responsiveness and willingness to change.
• 4. Recognise the different ways people respond to change and develop strategies to gain commitment of individuals and teams.
• 5. Differentiate among change tools, techniques and measures and assess the suitability of their application.
• 6. Learn how to plan and implement a change including the appropriate involvement and communication.
• 7. Recognise the impact of vision and authentic leadership on the success of organisational transformation.

Indicative reading list

References

Bridges, William. (2003) Managing Transitions: Making the Most of Change (2nd edition). London: Nicholas Brealey Publishing.

Burnes, Bernard. (2004) Managing Change (4th edition). Harlow: Pearson Education Limited.

Carnall, Colin A. (2003). Managing Change in Organization (4th edition). Harlow: Financial Times/Prentice Hall.

Kotter, John P. and Cohen, Dan P. (2002) The Heart of Change: Real Life Stories of How People Change Their Organizations. Boston: Harvard Business School Press.

Turner, Suzanne. (2002) Tools for Success: A Manager’s Guide. Maidenhead: McGraw-Hill. [Mandarin translation - ISBN 7-80147-773-1/F.771; Cantonese translation - ISBN 957-493-803-4]

Books

Avolio, Bruce J. and Luthans, Fred. (2006) The High Impact Leader. McGraw-Hill.

Binney, George and Williams, Colin. (1997) Leaning into the Future. London: Nicholas Brealey Publishing Ltd.

Brown, Andrew (1998) Organisational Culture (2nd edition). Financial Times/ Prentice Hall.

Collins, Jim. (2001) Good to Great. London: Random House Business Books.

Coulson-Thomas, Colin (ed.).(1994) Business Process Re-engineering: myth & reality. London: Kogan Page Limited.

Covey, Stephen R. (2004) The 7 Habits of Highly Effective People. Free Press.

De Geus, Arie. (1997) The Living Company. London: Nicholas Brealey Publishing Ltd.

Gladwell, Malcolm. (2000) The Tipping Point. London: Abacus.

Goffee, Rob and Jones, Gareth. (2006) Why Should Anyone Be Led By You? Boston: Harvard Business School Press.

Gratton, Lynda. (2007) Hot Spots: Why Some Companies Buzz with Energy and Innovation and Others Don’t. Financial Times Prentice Hall.

Hammer, Michael and Champy, James. (2001) Reengineering the Corporation: A Manifesto for Business Revolution. Nicholas Brealey Publishing Ltd; 3Rev ed edition.

Handy, Charles (1986). Understanding Organizations (3rd edition). Harmondsworth: Penguin.

Harvard Business Review on Change. (1998) Boston: Harvard Business School Press.

Harvard Business Review on the High-Performance Organization. (2006) Harvard Business School Press.

Harvard Business Review on Leadership. (1998) Boston: Harvard Business School Press.

Harvard Business Review on Leading Through Change. (2006) Harvard Business School Press.

Harvard Business Review on Managing People. (1998) Boston: Harvard Business School Press.

Hooper, Alan and Potter, John. (2001) Intelligent Leadership: Creating a Passion for Change. London: Random House Business Books.

Jeston, John and Nelis, Johan. (2006) Business Process Management: Practical Guidelines for Successful Implementations. Butterworth-Heinemann Ltd.

Kanter, Rosabeth Moss. (2004) Confidence: Leadership and the Psychology of Turnarounds. London: Random House Business Books.

Kellerman, Barbara. (2008) Followership. Boston: Harvard Business Press.

Kim, W. Chan and Mauborgne, Renee. (2005) Blue Ocean Strategy. Boston: Harvard Business School Publishing Corporation.

Kotter, John P. (1996) Leading Change. Boston: Harvard Business School Press.

Neilson, Gary L. & Pasternack, Bruce A. (2006). Results: Keep What’s Good, Fix What’s Wrong and Unlock Great Performance. Capstone: Chichester.

Ohmae, Kenichi. (1982) The Mind of the Strategist. New York: McGraw-Hill.

Peters, Tom. (1988) Thriving on Chaos. London: Macmillan London Limited.

Pettigrew, Andrew M. and Whipp, Richard. (1991) Managing Change for Competitive Success. WileyBlackwell.

Pfeffer, Jeffrey. (1992) Managing with Power. Boston: Harvard Business School Press.

Pheysey, Diana C. (1993) Organizational Cultures. London: Routledge.

Schein, Edgar H. (1992) Organizational Culture and Leadership. San Francisco: Jossey-Bass Inc., Publishers.

Semler, Ricardo. (1993) Maverick! London: Random House Business Books.

Semler, Ricardo. (2004) The Seven Day Weekend: A Better Way to Work in the 21st Century. Century, New Ed edition.

Senge, Peter. (1990) The Fifth Discipline: The Art and Practice of the Learning Organisation. London, Business Books.

Senior, Barbara (2001). Organisational Change. Harlow: Financial Times/Prentice Hall.

Smith, Douglas K. (1996) Taking Charge of Change: 10 Principles for Managing People and Performance. Massachussetts: Addison Wesley Publishing Co.

Stott, Kenneth and Walker, Allan. (1995) Teams, Teamwork and Teambuilding. Singapore: Simon& Schuster.

Weick, Karl and Sutcliffe, Kathleen. (2007) Managing the Unexpected: Resilient Performance in an Age of Uncertainty (2nd edition). San Francisco: John Wiley & Sons.

Subject specific skills

Planning and implementing systemic change, stakeholder engagement, responding to adversity, systems thinking

Transferable skills

Communication (including intercultural communication), collaborative problem analysis and decision-making, creativity, critical thinking, innovation, negotiation, motivation, transformational leadership, project management, adaptability, resilience, self-management, learning-by-doing