Module Details

Module Code: MGMT8074
Title: Managing Business Change
Long Title: Managing Business Change
NFQ Level: Advanced
Valid From: Semester 2 - 2020/21 ( January 2021 )
Duration: 1 Semester
Credits: 5
Field of Study: 3450 - Business & Management
Module Delivered in: 1 programme(s)
Module Description: Organisations need to change constantly. This module provides an insight into the key drivers for change both planned and unplanned. Organisations are faced with the challenges and opportunities of responding to change which impacts their products, processes and systems. Such responses, supported by clear communication plans, are required to secure success, keep abreast of competition and secure profitability. This module explores change as a transformation process and how it can be effectively managed. Organisations need to change constantly or face / risk becoming irrelevant. We are in a time of major market discontinuities and those who will survive are the fastest to adapt and change.
 
Learning Outcomes
On successful completion of this module the learner will be able to:
# Learning Outcome Description
LO1 Critique appropriate mechanisms to detect symptoms of a crisis and means of mitigating against their impact on the business.
LO2 Compare and contrast a range of different organisational theories which underpin business change.
LO3 Evaluate the factors which shape decision making in organisations as they relate to strategic development and change management.
LO4 Identify and critique Change Management strategies in response to a crisis impacting an organisation.
LO5 Formulate a 'Communications programme' for a Change Management plan.
Dependencies
Module Recommendations

This is prior learning (or a practical skill) that is strongly recommended before enrolment in this module. You may enrol in this module if you have not acquired the recommended learning but you will have considerable difficulty in passing (i.e. achieving the learning outcomes of) the module. While the prior learning is expressed as named MTU module(s) it also allows for learning (in another module or modules) which is equivalent to the learning specified in the named module(s).
Incompatible Modules
These are modules which have learning outcomes that are too similar to the learning outcomes of this module. You may not earn additional credit for the same learning and therefore you may not enrol in this module if you have successfully completed any modules in the incompatible list.
No incompatible modules listed
Co-requisite Modules
No Co-requisite modules listed
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.
No requirements listed
 
Indicative Content
Crisis Management
Crisis types: product or service faults. Strikes. Natural disasters. Pareto's Law. Civil unrest and war. Takeovers. Symptoms of a crisis: detection, timely responses, assessment and solutions. Causes of crisis: external and internal.
Organisational Theory
Industrial Revolution, classical approach, human relations approach, job design, contingency theory, importance of culture, power and politics, Lewin's model of change, Action Research, Positive Approach model.
Business Process Management & Change
The industrial engineering / quality control tradition and improving operational processes. The management and business process redesign tradition with aligning or changing major business processes to significantly improve organizational performance. The IT tradition, which is primarily focused on process automation. Transformational Vs continuous change.
Strategy Development and Change Management:
Past, present and future. The importance of the prescriptive and analytical schools of strategy. The relationship between organisational strategy and organisational change. Planned approach to change. Emergent approach to change. Frameworks for change. Managing resistance to change.
Managing Choice
Choice Management - Change Management model of organisational change. Choice, trajectory and change. Role of leadership and management development. Impact of choice on social fragmentation & exclusion, the natural environment. Employee involvement. Workforce diversity. The importance of the broader interests of stakeholders; employees, shareholders and the wider community.
Change Communication Plan
The Grove Organisation Transformation Model. The Chrysalis Effect; creating the conditions for transformation. Managing the new media. Technology and visualisation. Communicating the rationale, progress and the impact of change.
Module Content & Assessment
Assessment Breakdown%
Coursework100.00%

Assessments

Coursework
Assessment Type Written Report % of Total Mark 30
Timing Week 7 Learning Outcomes 1,2,4
Assessment Description
For Example - Case Study: Apply and Critique Organisational theory to a recent Business Crisis or a period of significant organisational change.
Assessment Type Project % of Total Mark 70
Timing Week 13 Learning Outcomes 1,2,3,4,5
Assessment Description
For Example: Case Study; Compare, contrast and propose change Management solutions including a communication plan to identified Business Change Management scenarios.
No End of Module Formal Examination
Reassessment Requirement
Coursework Only
This module is reassessed solely on the basis of re-submitted coursework. There is no repeat written examination.

The University reserves the right to alter the nature and timings of assessment

 

Module Workload

Workload: Full Time
Workload Type Contact Type Workload Description Frequency Average Weekly Learner Workload Hours
Lecture Contact Delivery of content and material underpinning learning outcomes Every Week 3.00 3
Independent & Directed Learning (Non-contact) Non Contact Student undertakes independent study including reading relevant course material and case studies Every Week 4.00 4
Total Hours 7.00
Total Weekly Learner Workload 7.00
Total Weekly Contact Hours 3.00
Workload: Part Time
Workload Type Contact Type Workload Description Frequency Average Weekly Learner Workload Hours
Lecture Contact Delivery of content and material underpinning learning outcomes Every Week 2.00 2
Independent & Directed Learning (Non-contact) Non Contact Student undertakes independent study including reading relevant course material and case studies Every Week 5.00 5
Total Hours 7.00
Total Weekly Learner Workload 7.00
Total Weekly Contact Hours 2.00
 
Module Resources
Recommended Book Resources
  • Bernard Burnes. (2017), Managing Change, 7th. Pearson Education Ltd., UK, [ISBN: 9781292156040].
  • David Sibbet. (2012), New Tools for Visioning, Management, and Organization Change, 1st. John Wiley & Sons Incorporated, New Jersey, [ISBN: 9781118494240].
  • Yunus D. Saleh. (2016), Crisis Management: The Art of Success & Failure, 1st. Mill City Press, USA, [ISBN: 9781635052480].
Supplementary Book Resources
  • Harvard Business Review and John Kotter. (2001), HBR's 10 Must Reads on Change Management, Harvard Business School Publishing Corporation, Boston, [ISBN: 9781422158005].
  • Katarina Holla. (2018), Crisis Management: Theory and Practice, InTechOpen, London, UK, [ISBN: 9781789232356].
  • Luke O Neill. (2020), Never Mind the B#ll*cks Here's the Science, Gill Books, Ireland, [ISBN: 9780717186396].
  • Malcolm Gladwell. (2011), The Tipping Point: How little things can make a big difference, Little, Brown and Company, United States, [ISBN: 9780316679077].
  • Paul Harmon. (2019), Business Process Change, 4th. Morgan Kaufmann, United States, [ISBN: 9780128158470].
  • Paul Adams and Mike Straw. (2016), The Little Black Book of Change : The 7 Fundamental Shifts for Change Management That Delivers, John Wiley and Sons Ltd, UK, [ISBN: 9781119208532].
Supplementary Article/Paper Resources
  • Philip H Mirvis. (2020), Reflections: US Coronavirus Crisis Management - Learning from Failure January- April 2020, Journal of Change Management, 20:4, p.283.
  • Mary C Murphy & John O Brennan. (2019), Ireland and crisis governance: continuity and change in the shadow of the financial crisis and Brexit, Irish Political Studies, 34:4, p.471, [ISSN: 1687621].
  • Sascha Albers and Volker Rundshagen. (2020), European airlines? strategic responses to the COVID-19 pandemic (January-May, 2020), Journal of Air Transport Management, 87, [ISSN: 0969-6997].
  • Rory McDonald & Robert Brenner. (2020), Time to Pivot How to Sell stakeholders on a new strategy, Harvard Business Review, Sept - Oct 2020.
  • Stewart Butterfield. (2020), How I did it. The CEO of SLACK on adapting in response to a global crisis, Harvard Business Review, July - August 2020.
  • J Pette Scoblic. (2020), Learning from the Future: How to make robust Strategy in times of deep uncertainty, Harvard Business Review, July-August 2020.
Other Resources
 
Module Delivered in
Programme Code Programme Semester Delivery
CR_BBUSS_8 Bachelor of Business (Honours) 1 Elective