Personal and Organisational Change
- Module code
- Module leader
- Yaqub Murray
- Module level
- Module credits
- Min study time
- 150 hours
- Contact Hrs within study time
- 30 hours
- Teaching period
- October - March
This module introduces students to the underlying organisational theories that inform the study of individual (personal) and organisational change, transformation and development.
USU (October – December):
- The comparative analysis of two major approaches to the theorising of motivation i) the instrumental (or process) approach, and ii) the content approach.
- The application of theories to working in teams, and managing a career with reference to topical contemporary practices.
- The evaluation of group behaviours and group dynamics for understanding how people perceive and act in team working situations.
- The analysis of the emergence of leadership theories and their relevance for personal and organisational change in order to enhance productive individual and organisational outcomes.
RAU (January – March):
- The exploratory study of four different psychologies in order to identify and evaluate the importance of personal development processes for coping individually with change, while contributing to organisational transformation.
- The evaluation of learning theories, with a particular attention to the part they play in enabling individuals to make their own sense of change experiences and phenomena.
- The critical interrogation of mentoring and coaching to assess the ways in which these approaches to personal change enable individuals to work effectively with others, despite stress and complexity, in organisational development.
- The creative exploration of role play, psychodrama, and oral narrative (storytelling) in management learning as a means of developing a discerning, synthesising knowledge of change and transformation theories.
To achieve credit for this module, students must be able to:
- Compare, evaluate and identify the key conceptual elements of two theoretical approaches to the study of workplace and career motivation.
- Draw out the distinguishing features in concepts of group behaviour, group conformity and group dynamics.
- Analyse the major approaches to the study of leadership through the demonstrable appreciation of how theories have emerged at points of time and in different contexts.
- Demonstrate knowledge of a range of concepts associated with four different psychologies of change in order to explain the part those psychologies play in an individual’s capacity to cope with change in a practical context of organisational development.
- Apply critical reasoning to an explanation of the benefits and limits of learning theories, mentoring and coaching for developing individuals to cope with complex and stressful change phenomena.
- Produce a creative performance of an identified change scenario that intensively and extensively synthesises appropriate theorising and practical contextual considerations.
|CourseworkCoursework||1 x seminar Presentation (USU)||50%|
|Coursework||1 x creative performance of a change scenario that synthesises theories, concepts and organisational practice (RAU)||50%|
Students should be familiar with the content of at least one of the following:
- Hughes, M. (2010). Change Management: A Critical Perspective. London: CIPD.
- Senior, B. and Fleming, J. (2010). Organizational Change. London: FT/Prentice Hall.
- McAuley, J., Duberley, J. and Johnson, P. (2007). Organization Theory: Challenges and Perspectives. Harlow, England: Prentice Hall.
- Prasad, P. (2005). Crafting Qualitative Research. New York: M. E. Sharpe.
- Winstanley, D. (2005). Personal Effectiveness: A Guide to Action. London: CIPD.