Course Title: Leading and Managing Change
Part A: Course Overview
Course Title: Leading and Managing Change
Credit Points: 12
|Sem 1 2006,
Sem 2 2006,
Sem 1 2007
Course Coordinator: Dr Shahnaz Naughton
Course Coordinator Phone: +61 3 99251636
Course Coordinator Email:firstname.lastname@example.org
Course Coordinator Location: Building 108, 16 floor
Pre-requisite Courses and Assumed Knowledge and Capabilities
This course aims to provide an opportunity for participants to articulate and challenge their models of leadership and management in the context of organisational change, critically evaluate the current literature, theories and models of organisational change and leadership, assist participants in undertaking a diagnosis of their reactions to change and transition on both a personal and organisational level and the impact this has on how they lead and manage change, provide a starting point for participants to undertake a self-directed learning project in the area of leading and managing change, explain the relevance of a range of change management approaches and models to a variety of situations where appropriate, analyse and assess current situations in organisations, to determine whether change is required.
Objectives/Learning Outcomes/Capability Development
It is expected that the course will help you develop the following capabilities through lectures, interactive workshops and self-directed case analysis within the assignment.
IN-DEPTH KNOWLEDGE OF THE FIELD OF STUDY
• A comprehensive and well-founded knowledge of the field of leading and managing change.
• An understanding of how other disciplines relate to this field of study.
• An international perspective on the field of leading and managing change.
• The ability to collect, analyse and organise information and ideas and to convey those ideas clearly and fluently, in both written and spoken forms.
• The ability to interact effectively with others in order to work towards a common outcome.
INDEPENDENCE AND CREATIVITY
• The ability to work and learn independently.
• The ability to identify problems, create solutions, innovate and improve current practices.
• The ability to define and analyse problems
• The ability to apply critical reasoning to issues through independent thought and informed judgement
• The ability to evaluate opinions, make decisions and to reflect critically on the justifications for decisions.
ETHICAL AND SOCIAL UNDERSTANDING
• A knowledge and respect of ethics and ethical standards in relation to a major area of study.
By the end of the semester, students will be able to identify key factors in: Diagnosing the need for change, planning for change, leading change, transitions, managing resistance to change, motivation through change, personally dealing and coping with change, evaluating change processes.
This course deals with key aspects of organisational analysis, leadership, and change management that are applicable to Australian enterprise and includes international perspectives. The course integrates material, ideas, and techniques gained in other courses. The overall objectives of the course are to:
a. Understand the interface of the business and its environment ;
b. Examine the theories, concepts and techniques used in leading and managing change ;
c. Explore different means by which organisations achieve competitive advantage- people management skills;
d. Develop analytical skills through case study based methods of learning ;
e. Develop the ability to think strategically from the perspective of senior management in leading orgnisational change;
f. Appreciate and understand the academic research that provides the basis of our knowledge both in strategic management and in change management.
Overview of Learning Activities
This subject is offered in intensive mode. There will be five day long sessions beginning at 9.00am and finishing at 5.00pm.
The course will contain five major themes which are as follows:
1. Introduction to leading and managing change
2. The central debate in the field
3. Implementing change
4. The recipients of change and the personal side
5. Maintaning continuous change
The sessions will be run via Interactive workshop sessions, small group activities, team project, individual reflections.
Overview of Learning Resources
The course has a prescribed text book. The book contains a set of selective journal articles and case studies. Students must purchase this text book which is available from RMIT Business Bookshop.
The prescribed text: Todd D. Jick and Maury A. Peiperl (2003). "Managing Change : Cases and Concepts" McGraw- Hill/ Irwin, New York.
Overview of Assessment
Course assessment provides an opportunity for course participants to apply the concepts discussed in the course and measure their own comprehension of these concepts and their ability to apply them in practice.
The course will be assessed according to the following:
Assessments Weighting %
Individual workshop presentation 20%
Written report 30%
Individual assignment 50%