Code: UMSCCH-10-M

Title: Corporate Culture and Management of Change

Version: 1

Level: M

UWE credit rating: 10

ECTS credit rating:

Module type: Standard

Owning Faculty: BBS

Field: Strategy and International Business

Valid from: 1 September 1999

Discontinued from:

Contributes towards: MSc Technology Management, IGDS

Pre-requisites: None

Co-requisites: None

Excluded combinations: None

Aims:

The module introduces the theoretical approaches to understanding organisation culture and change and encourages students to develop practical insights into planning and managing change.

Learning outcomes:

On completion of the module (including the supervised mini project), students will be able to:

• understand the concept of organisation culture and the complexity of its application as a tool for description and analysis

• identify how to undertake a cultural analysis of an organisation

• recognise the strategic imperatives for change and recognise the importance and appropriateness of different strategies of change management

• surface resistance to change and develop strategies for dealing with it

• understand the link between individual, group and leadership dynamics in the change process

Syllabus outline:

• Organisation culture - why culture is important. Problems of definition. Models of culture. Assessing culture. Culture and performance. Culture and leadership. Culture and strategy.

• Planning and Modelling Change Strategic Change (incremental and revolutionary, planned and emergent); culture change; first order and second order change.

• Strategic innovation and imperatives for change strategic windows; changing the rules of competition/frame-breaking change; repositioning; competence and resource based views; models of strategic innovating behaviour.

• Implementing change the role of the change agent and sponsors; force field analysis, stakeholder analysis; recognising resistance; transition versus change; styles of management.

Teaching and learning methods:

• This module utilises participative learning strategies and a variety of teaching methods will be employed. The sessions use individual or group activity exercises including mini-lecture input, written and video case study analysis, presentations, demonstrations, problem solving activities and group discussion . Use is also made of external speakers.

• Central to teaching and learning at M level is the high level of critical discourse in contact sessions and assessed work. A participative ethos allows the contribution of both staff and students to be equally valued in the exploration, evaluation and creation of theory and its application to problem solving in both case and real organisational contexts. This approach requires the ability to define, obtain, rigorously analyse and evaluate information quickly and communicate relevant conclusions and recommendations to team colleagues and professional and academic audiences in a range of formats.

Indicative sources:

Atkinson, P.E. (1990) Creating Culture Change: The key to successful Total Quality Management, Bedford: IFS UK Ltd.

Buchanan, D. and Boddy, D. (1992) The Expertise of the Change Agent - Public Performance and Backstage Activity, Hemel Hempstead: Prentice-Hall International.

Burnes, B. (1996) Managing Change: A Strategic Approach to Organisational Dynamics, 2nd edition, London: Pitman.

Clarke, L. (1994) The Essence of Change, Hemel Hempstead: Prentice Hall International.

Eccles, T. (1994) Succeeding with Change - Implementing Action Driven Strategies, London: McGraw-Hill.

Drennan, D. (1992) Transforming Company Culture: Getting Your Company From Where You Are To Where You Want To Be, London: McGraw-Hill.

Furze, D. and Gale, C. (1996) Interpreting Management: Exploring Change and Complexity, London: International Thomson Business Press.

Grundy, T. (1993) Implementing Strategic Change - A Practical Guide For Business, London: Kogan Page.

Hambrick, D.C. , Nadler, D.A. and Tushman, M.L. (1998) Navigating Change (How CEOs, Top Teams and Boards Steer Transformation), Boston: Harvard Business School Press.

Hampden-Turner, C. (1990) Corporate Culture - From Viscious to Virtuous Circles, London: Economist Books.

Hardy, C. (1994) Managing Strategic Action - Mobilising Change: Concepts, Readings and Cases, London: Sage.

Hussey, D. (ed.) (1996) The Implementation Challenge, Chichester: John Wiley & Sons.

Kotter, J.P. (1996) Leading Change, Boston: Harvard Business School Press.

Mabey, C. and Mayon-White, B. (eds.) (1993) Managing Change, 2nd edition, London: Paul Chapman Publishing.

Pendlebury, J., Grouard, B. and Meston, F. (1998) Successful Change Mangement, Chichester: John Wiley & Sons.

Price Waterhouse Change Integration Team (1995) Better Change - Best Practices for Transforming Your Organisation, Burr Ridge, Illinois: Irwin.

Rye, C. (1996) Change Management Action Kit, London: Kogan Page.

Wilson, D.C. (1992) A Strategy of Change - Concepts and Controversies in the Management of Change, London: Routledge.

Wind, J.Y. and Main, J. (1998) Driving Change - How the Best Companies are Preparing for the 21st Century, London: Kogan Page.

Assessment

Weighting between components A and B (standard modules only)

n/a

ATTEMPT 1

First Assessment Opportunity

Component A

Description of each element

1 Supervised Mini Project

Element weighting

1

Second Assessment Opportunity (further attendance at taught classes is not required)

Component A

Description of each element

1 Supervised Mini Project

Element weighting

1

SECOND (OR SUBSEQUENT) ATTEMPT Attendance at taught classes is required.

Specification confirmed by …………………………………………………Date ……………………………

(Associate Dean/Programme Director)