Organizational Change Management

Organizational Change Management
Order Description
Organisational Change Management
.2 Reading List and Learning Resources
The reading list and learning resources for this module are available on Reading Lists at Anglia, you can access the reading list for this module on the module VLE site.
4. Assessment on this Module
The assessment for this module consists of one final submission dates for elements of assessment vary.
Element Type of assessment Word or time limit % of Total Mark Submission method Final Submission Date
010 Patch 1
How and why do middle managers support and resist strategic change?
Patch 2
Why do models of planned change not bring about cultural change?
Patch 3
How do leadership behaviours positively and negatively impact upon employee commitment to organisational change?
1,000
ons:
1: How and why do middle managers support and resist strategic change? 1,000 words (40%)
Minimum mandatory reading
Senior, B. and Swailes, S. (2010) Organizational Change. 4th Ed, Harlow: FT Prentice Hall
Conway, E. and Monks. K. (2011) Change from below: the role of middle managers in mediating paradoxical change. Human Resource Management Journal, 21(2): 190-203.
McCann, L., Morris, J. and Hassard, J. (2008) “Normalized Intensity: The New Labour Process of Middle Management.” Journal of Management Studies 45(2): 343-371
Sharyn E. Herzig and Nerina L. Jimmieson, (2006) “Middle managers’ uncertainty management during organizational change”, Leadership and Organization Development Journal, 27 (8): 628 – 645
2: Why do models of planned change not bring about cultural change?
Minimum mandatory reading
Senior, B. and Swailes, S. (2010). Organizational Change. 4th Ed, Harlow: FT Prentice Hall
Burnes, B. (2004) “Emergent change and planned change – competitors or allies?: The case of XYZ construction”, International Journal of Operations and Production Management, 24(9): 886 – 902.
Harris, L. C. and Ogbonna, E. (2002) The Unintended Consequences of Culture Interventions: A Study of Unexpected Outcomes. British Journal of Management, 13(1): 31–49.
Smollan R. and Sayers J. G. (2009) Organizational Culture, Change and Emotions: A Qualitative Study. Journal of Change Management. 9 (4): 435-457.
3: How do leadership behaviours positively and negatively impact upon employee commitment to organisational change? 1,000 words (30%)
Minimum mandatory reading
Senior, B. and Swailes, S. (2010). Organizational Change. 4th Ed, Harlow: FT Prentice Hall
Gill, R. (2003). Change management or change leadership. Journal of Change Management, 3(4), 307–318
Lundy, V. and Morin, P.-P. (2013), Project Leadership Influences Resistance to Change: The Case of the Canadian Public Service. Project Management Journal, 44 (3): 45–64
Thomas, R and Hardy, C. (2011). Reframing resistance to organizational change. Scandinavian Journal of Management, 27(3): 322-331.
Mark Learning Outcome
1. Patch 1 – strategic change 40% 1,2,4
2. Patch 2 – culture change 30% 1-4
3. Patch 3 – leading change 30% 1-3
TOTAL MARKS: 100%