This page displays the selected Module Descriptor.
Printer friendly version
Session: 2022/23
Last modified: 12/07/2021 10:31:04
|
Title of Module: Influencing Organisational Culture and Change |
|---|
|
Code: BUSN11086 |
SCQF Level: 11
(Scottish Credit and Qualifications Framework) |
Credit Points: 10 |
ECTS: 5
(European Credit Transfer Scheme) |
|---|
| School: | School of Business & Creative Industries |
|---|
| Module Co-ordinator: | Anne
Clare
Gillon |
|---|
| Summary of Module |
|---|
This module introduces the student to the theory and practice of managing organisational culture and change. Viewed as a key management skill, the ability to manage and lead change is critical to organisational success and plays a crucial role in supporting creativity and innovation. As well as gaining a perspective on the need for organisations to embrace change as a way of gaining competitive advantage, the student is given insight, via case studies, into the practical aspects of managing change and the essential tools for successful implementation. The student is required to analyse a specific change scenario and make associated recommendations. In addition the student is expected to reflect on their own abilities in relation to managing the process of change.
|
| Module Delivery Method |
|---|
| Face-To-Face | Blended | Fully Online | HybridC | HybridO | Work-based Learning |
 | | | | | |
Face-To-Face
Term used to describe the traditional classroom environment where the students and the lecturer meet synchronously in the same room for the whole provision.
Blended
A mode of delivery of a module or a programme that involves online and face-to-face delivery of learning, teaching and assessment activities, student support and feedback. A programme may be considered “blended” if it includes a combination of face-to-face, online and blended modules. If an online programme has any compulsory face-to-face and campus elements it must be described as blended with clearly articulated delivery information to manage student expectations
Fully Online
Instruction that is solely delivered by web-based or internet-based technologies. This term is used to describe the previously used terms distance learning and e learning.
HybridC
Online with mandatory face-to-face learning on Campus
HybridO
Online with optional face-to-face learning on Campus
Work-based Learning
Learning activities where the main location for the learning experience is in the workplace.
|
| Term(s) for Module Delivery |
|---|
|
(Provided viable student numbers permit).
|
| Term 1 | | Term 2 | | Term 3 | |
[Top of Page]
| Learning Outcomes: (maximum of 5 statements) |
|---|
On successful completion of this module the student will be able to:
L1.
Critically evaluate the imperative of organisational culture and change in the organisational context
L2.
Critically review models of change management and associated management tools
L3.
Analyse and make recommendations in relation to a cultural change management scenario
L4.
Reflect on, and critically evaluate their own skills in influencing cultural change |
| Employability Skills and Personal Development Planning (PDP) Skills |
|---|
| SCQF Headings |
During completion of this module, there will be an opportunity to achieve
core skills in:
|
|---|
| Knowledge and Understanding (K and U) |
SCQF Level 11.
A critical understanding of the theories and principles of change management including hard and soft models of change
Extensive and critical knowledge of some specialised areas of change such as the role of leaders in transforming organisations |
| Practice: Applied Knowledge and Understanding |
SCQF Level 11.
Using a range of skills and techniques as appropriate to the management of change
Applying a range of techniques of enquiry and research in relation to a change management scenario |
| Generic Cognitive skills |
SCQF Level 11.
Critical analysis and evaluation to some issues raised in the literature of culture and change management
Identifying, abstracting, responding creatively to theoretical and practical issues
Critically reviewing and extending knowledge; and making informed judgements when information is inconsistent or incomplete |
| Communication, ICT and Numeracy Skills |
SCQF Level 11.
Communicating effectively to a range of audiences, including peers and tutors
Using a wide range of software packages to support and enhance learning |
| Autonomy, Accountability and Working with others |
SCQF Level 11.
Exercising substantial autonomy and initiative in studies
Taking responsibility for own work and the work of others in group work |
| Pre-requisites: |
Before undertaking this module the student should have
undertaken the following:
|
|---|
Module Code:
| Module Title:
|
| Other: | |
| Co-requisites | Module Code:
| Module Title:
|
|---|
* Indicates that module descriptor is not published.
[Top of Page]
| Learning and Teaching |
|---|
For face-to-face delivery this module combines lectures and tutorials. Students are encouraged to work individually to prepare materials before the tutorials, students also work in groups to analyse cases and their findings are presented to the class. Students are encouraged to source topical cases/examples from the press for classroom discussion. The module is supported by materials and activities on MBA world site and the online materials will be used in the face-to-face teaching.
For students undertaking this module by distance learning. Subject matter will delivered on-line with the support of the module tutor. Activities related to the topic will be presented and e-activities will be utilized, such as video exercises, case study work, self-reflection, synchronous and a-synchronous discussion groups.
E- learning student learning hours
During completion of this module, the typical learning activities undertaken to achieve the module learning outcomes are stated below:
E- Learning – 18 hours
Self directed study – 66 hours
Coursework – 16 hours
100 hours Total |
Learning Activities
During completion of this module, the learning activities undertaken to
achieve the module learning outcomes are stated below:
| Student Learning Hours
(Normally totalling 200 hours):
(Note: Learning hours include both contact hours and hours spent on other learning activities) |
| Lecture/Core Content Delivery | 12 |
| Tutorial/Synchronous Support Activity | 6 |
| Asynchronous Class Activity | 0 |
| Independent Study | 82 |
| 100
Hours Total
|
|
**Indicative Resources: (eg. Core text, journals, internet
access)
|
|---|
The following materials form essential underpinning for the module content
and ultimately for the learning outcomes:
Schein, E. (2010), Organisational Culture and Leadership, 4th Ed. CA: Jossey-Bass
Palmer, I., Dunford, R. and Akin, G. (2009), Managing Organisational Change: A Multiple Perspectives Approach, 2nd Ed. New York: McGraw-Hill
Additional Recommended Reading:
Senior, B. and Swailes, S. (2010) Organisational Change, Harlow: Prentice-Hall
Hughes,M. (2010) Managing Change: A Critical Perspective. CIPD
Price,D.(ed) (2009) The Principles and Practice of Change: OU Business School, Palgrave Macmillan
Andriopoulos,C & Dawson,P,.( 2009) Managing Change, Creativity & Innovation. Sage Publications
International Journal of Strategic Change Management
Journal of Organizational Change Management
Students will have access to UWS library facilities so that core texts will be supplemented by case studies, academic journal articles and bespoke on-line resources.
|
|
(**N.B. Although reading lists should include current publications,
students are advised (particularly for material marked with an asterisk*) to
wait until the start of session for confirmation of the most up-to-date
material)
|
| Engagement Requirements |
|---|
In line with the Academic Engagement Procedure, Students are defined as academically engaged if they are regularly engaged with timetabled teaching sessions, course-related learning resources including those in the Library and on the relevant learning platform, and complete assessments and submit these on time. Please refer to the Academic Engagement Procedure at the following link: Academic engagement procedure |
[Top of Page]
Supplemental Information
| Programme Board | Management, Organisations & People |
|---|
| Assessment Results (Pass/Fail) |
No
|
|---|
| Subject Panel | Management, Organisations & People |
|---|
| Moderator | Richard Jefferies |
|---|
| External Examiner | I Gilhespy |
|---|
| Accreditation Details | N/A |
|---|
| Version Number | 2.05 |
|---|
[Top of Page]
| Assessment: (also refer to Assessment Outcomes Grids below) |
|---|
| Assessment consists of a case study report which constitutes 100% of the overall assessment for this module. |
(N.B. (i) Assessment Outcomes Grids for the module
(one for each component) can be found below which clearly demonstrate how the learning outcomes of the module
will be assessed.
(ii) An indicative schedule listing approximate times
within the academic calendar when assessment is likely to feature will be
provided within the Student Handbook.)
|
Assessment Outcome Grids (Footnote A.)
Footnotes
A. Referred to within Assessment Section above
B. Identified in the Learning Outcome Section above
[Top of Page]
Note(s):
- More than one assessment method can be used to assess individual learning outcomes.
-
Schools are responsible for determining student contact hours. Please refer to University Policy on contact hours (extract contained within section 10 of the Module Descriptor guidance note).
This will normally be variable across Schools, dependent on Programmes &/or Professional requirements.
|
| Equality and Diversity |
|---|
This module is appropriate for all students irrespective of ethnic status, disability, age, gender, religious and sexual orientation. The University provides facilities and resources for all students through the Enabling Support Team.
UWS Equality and Diversity Policy |
|
(N.B. Every effort
will be made by the University to accommodate any equality and diversity issues
brought to the attention of the School)
|