This module will introduce you as the learner to managing change.

You will investigate the types of

change that affect modern organisations and their scope and scale. You will analyse the structural and
cultural accelerators/impediments to change, the notion that organisations can learn to innovate faster
than their competitors and the prominent roles of strategy and leadership. Throughout this module you
will be called upon to exercise and improve your powers of critical evaluation as applied to conceptual
models of innovation and change and both internal and external contingencies that impinge on
organisational efforts to innovate. This module serves to develop employability by providing a rounded
understanding of change/ innovation and the barriers to it.

Indicative Content

1 Types of Organisational Change.

2 Organisational Structures and Environments.

3 Critical de-construction of linear, under-socialised, overly prescriptive “N-Step”

innovation/Change Models.

4 Critical evaluation of internally and externally integrated innovation/change models.

5 Theory and concepts of culture change

6 The role of leaders in innovation attempts

7 Theory and concepts of organisational learning/knowledge management in innovation/change.

Learning Outcomes

On successful completion of this Module you will be expected to be able to:

1 Critically evaluate types of innovation/change and organisational and environmental inhibitors

and accelerants.

2 Offer a balanced critical appraisal of relevant theory and concepts

3 Apply relevant theory/concepts to a management scenario.

4 Offer a pragmatic evaluation ,including routes to improve organisational management, with

some originality and in an appropriate academic style

Learning And Teaching Strategy

Time spent in formally timetabled classes is only a small part of the learning time identified for a
module. A significant amount of personal study should be undertaken for example, engaging in general
background reading, preparing for seminar activities, working on assignments. Guidance will be
provided as to how you can make best use of this time. It is expected that you will demonstrate
significant independence in your study taking responsibility for the management of your own learning
time. Lectures are designed to introduce change management in organisational contexts.
Consequentially case materials will be utilised to precipitate interactive discussion. Blended learning,
utilising material available via the virtual Learning Environment, divided into weekly groupings of
material will enable you to prepare for the formal sessions. Additional resources such as links to relevant
electronic publications and useful websites are also included.

Learning & Teaching Methods

Learning Resources

Essential. Tidd, J. (2013) Managing innovation: integrating technological, market and organizational
change, Chichester, John Wiley & Sons, 5th Edition

A slightly older edition (of very similar content) is to be found online within Tidd, J., Bessant, J. and Pavit.
K. (2005) Managing Innovation; Integrating technological, market and organisational change, Chichester,
John Wiley, 3rd Edition.

See also Chapter 4 (on “N-Step Guides to Change”) of: Collins, D. (1998) Organizational change:
sociological perspectives, Routledge, London Library reference 302.35/COL

Balogun, J. and Hope Hailey, V. (2008), Exploring strategic change Financial Times Prentice Hall, 2008 3rd
ed

Journals: Harvard Business Review. Management Decision

Hayes, J. (2010) The theory and practice of change management, Basingstoke: Palgrave Macmillan, 3rd
ed.
Unit 1
Organisational Change Management: Understanding Organizational Transformation,
Transformation Strategies, Process of Organizational Transformation, Nature of
Organizational Change, Perspectives of Organizational Change.

Unit 2
Models of Organizational Change: Process-based Change Models, Content-based Change
Models, Individual Change Models, Integration of Change Models

Unit 3
Communicating Change: Need for Communicating Change, Factors Involved in
Communicating Change, Methods and Techniques for Communicating Change, Role of
Top Management in Communicating Change

Unit 4
Process of Change Management: Change Management Process, Phases of the Change
Management Process, Change Management Process Control

Unit 5
Resistance to Change: Concept of Resistance to Change, Forms of Resistance, Reactions
to Change, Resistance to Organizational Change Initiatives, Overcoming the Resistance
to Change, Techniques to Overcome Resistance

Unit 6
Implementing Change: Implementation of Change, the Delta Technique, Developing an
Implementation Plan, Gaining Support and Involvement of Key People, Developing
Enabling Organizational Structures, Celebrating Milestones

Unit 7
Strategies for Implementing Change: Introduction, Types of Change Management
Strategies, Factors Affecting the Choice of a Change Strategy, Formulating and
Facilitating Change, Facilitating Change, Implementing Change

Unit 8
Leading Changes: Visionary Leadership, Leadership Framework, Creating Shared Vision,
Role of Leaders in the Phases of Organizational Change
Unit 9
Maintaining Organizational Effectiveness: Meaning of Organizational Effectiveness,
Difference between Effectiveness and Efficiency, Approaches to Organizational
Effectiveness, Perspectives of Organizational Effectiveness, Factors in Achieving
Organizational Effectiveness

Unit 10
Evaluating Organizational Change: Concept of Monitoring and Evaluation, Measurement
and Methods of Evaluation, Feedback Process, Continuous Incremental Change

Unit 11
Change Agents: Meaning and Concept of Change Agents, Types of Change Agents, Role
and Competencies of a Change Agent, Change Agent Styles, Areas that Change Agents
can Change

Unit 12
Culture and Change: Introduction, Concept of Organizational Culture Dimensions of
Culture, Type of Culture, Assessing Organizational Culture, Role of Culture in Managing
Change

Unit 13
Individual Change: Need for Individual Change, Personality and Change, Learning and
Individual Change, Approaches to Individual Change, Implications of Change in
Individuals

Unit 14
Organizational Learning and Learning Organization: Concept of Organizational
Learning, Process of Organizational Learning, Types of Organizational Learning,
Disciplines Practiced in Organizational Learning, Concept of Learning Organizations,
Individual Skill Sets in Learning Organizations

https://smude.edu.in/smude/programs/mba/human-resource-management/change-management.html
Syllabus of Alberta University (with details of exercises and activities)

Alberta_
Syllabus.pdf

Individual/Team/Organization/Leading Change:

Change-Manageme
nt-Syllabus- Individual Team Oz.pdf

Courses with video: https://www.coursera.org/learn/change-management