Understanding and Leading Change

Unit 17: Handbook


Understanding and Leading Change


Unit code A/508/0529


Unit level 5


Credit value 15


TQT 150


Introduction


The aim of this unit is to prepare students to anticipate, plan and deliver organisational change. In addition students will be able to predetermine appropriate and timely interventions required to maximise the benefits and minimise the risk of organisational change.


Unit abstract


On successful completion of this unit students will have developed sufficient knowledge and understanding of leadership in the context of organisational change to make an effective and immediate contribution to the way in which an organisation determines and responds to change drivers. Students will also be in a strong position to contribute to change initiatives as well as to consider the strategies required to change resistors


Learning outcomes


On successful completion of this unit a learner will:


1 Compare ways in which change impacts on an organisation’s strategy and operations


2 Evaluate the influences that drivers of change have on organisational behaviour.


3 Determine how barriers to change influence leadership decision-making.


4 Apply a range of leadership approaches to a change initiative.


Unit content


LO1 Compare ways in which change impacts on an organisation’s strategy and operations


Change as a constant requirement:


What is change in a business context?


How does position and perception influence a view of change as negative or positive?


Types of organisational change:


To include structural and strategic, and people and processes


Drivers of change:


Consideration of internal and external drivers which could be based on a PEST and/or SWOT analysis


Dealing with change:


To include planned and emergent change, strategies for change and the Bohner and Arnold Change Impact Analysis


LO2 Evaluate the influences that drivers of change have on organisation behaviour


Change and the impact on organisational behaviour:


Considering the psychological impact of change on people


How change impacts on team dynamics and how people are led and managed.


Recognising drivers of change:


Using analytical tools such as PEST and SWOT


Selecting the most significant drivers in a given context


Responding to drivers of change:


Using systems theory and continuous improvement models to predict and proactively plan for change


Using the Burke-Litwen model to make the change process efficient and effective


LO3 Determine how barriers to change influence leadership decision making


Initiated or imposed change:


Deciding to be pre-emptive and proactive or responsive and reactive will be based on the situation and the nature/scope of the change.


Adaptive and constructive change


Barriers and resistance to change:


Using a force field analysis to understand likely opposition and support for change in a contemporary context


Schein’s organisational culture model, self-efficacy perceptions and situational resistance when determining barriers


Leadership and decision-making:


Doing the right thing is important when dealing with change as change mostly affects people. Decisions should be considered with this in mind.


LO4 Apply a range of leadership approaches to a change initiative


Situational leadership:


The context of a task/activity/challenge determines the appropriate leadership style/approach.


Initiating change:


Where change is initiated then leaders have more control, more time and, therefore, more opportunity to select the best approach to apply.


When change is imposed then these opportunities are reduced or even negated.


Change theories, concepts and models:


The key theories, concepts and models, including Kotter’s 8-step Change model, Lewin’s change management model, change through strategic communication, change and movement through leadership, the principles of change leadership


Learning outcomes and assessment criteria


PASS


MERIT


DISTINCTION


LO1 Compare ways in which change impacts on an organisation’s strategy and operations

LO1 & 2


P1 Compare different organisational examples where there has been an impact of change on an organisation’s strategy and operations.


M1 Assess the different drivers for change in each of the given examples and the types of organisational change they have affected.


D1 Draw conclusions and recommendations with valid justifications for planning effectively for change and applying change impact analysis.


LO2 Evaluate the influences that drivers of change have on organisational behaviour

P2 Evaluate the ways in which internal and external drivers of change affect leadership, team and individual behaviours within an organisation.P3 Evaluate measures that can be taken to minimise negative impacts of change on organisational behaviour


M2 Apply appropriate theories and models to critically evaluate organisational response to change.

LO3 Determine how barriers to change influence leadership decision-making

P4 Explain different barriers for change and determine how they influence leadership decision-making in a given organisational context.


M3 Use force field analysis to analyse the driving and resisting forces and show how they influence decision-making


D2 Critically evaluate the use of force field analysis in the context of meeting organisational objectives.


LO4 Apply a range of leadership approaches to a change initiative.

P5 Apply different leadership approaches to dealing with change in a range of organisational contexts


M4 Evaluate the extent to which leadership approaches can deliver organisational change effectively applying appropriate models and frameworks.


D3 Critically evaluate the effectiveness of leadership approaches and models of change management


Links


This unit links to the following related units:


Unit 4: Management and Operations


Unit 12: Organisational Behaviour


Unit 20: Employee Relations


Unit 21: Strategic Human Resource Management


Unit 35: Developing Individuals, Teams and Organisations


Unit 36: Human Resources – Value and Contribution to Organisational Success


Location on Higher Education Learning Platform (HELP) and The LMS


These units are accessible when you login to your college HELP account, under the HND Business section.


Scheme of Work


Teaching Weeks (Please follow reading week/tutorial week/Christmas and Easter break of the cohort)


Specification Area & Delivery Plan


Learning outcomes


Method of Assessment


Resources & Equipment


Teacher update/Skills Development

1. Introduction to unit. Topic: Change and organisational change What is change in a business context? How does position and perception influence a view of change as negative or positive?Types of organisational change: To include structural and strategic, and people and processes


LO1. Compare ways in which change impacts on an organisation’s strategy and operationsP1 Compare different organisational examples where there has been an impact of change on an organisation’s strategy and operations.M1 Assess the different drivers for change in each of the given examples and the types of organisational change they have affected D1 Draw conclusions and recommendations with valid justifications for planning effectively for change and applying change impact analysis (LO1 & LO2)


Class discussion Students identify an article or research paper related to change in the business context and organisational change present a summary of thearticle/paper. Discussion with the class followed by video clips Group discussion Types of organisational change such as planned and/emergent change Q & A session Presentation of Home work


Edexcel BTEC Levels 4 and 5 Higher Nationals specification in BusinessPowerPoint presentations supported by hand-outs for students


KU1,3 KU3, 9

Drivers of change: Consideration of internal and external drivers which could be based on a PEST and/or SWOT analysisHow to deal with change: To include planned and emergent change, strategies for change and the Bohner and Arnold Change Impact Analysis


LO1. Compare ways in which change impacts on an organisation’s strategy and operationsP1 Compare different organisational examples where there has been an impact of change on an organisation’s strategy and operations.M1 Assess the different drivers for change in each of the given examples and the types of organisational change they have affected D1 Draw conclusions and recommendations with valid justifications for planning effectively for change and applying change impact analysis (LO1 & LO2)


Class activities based on group tasksPresentationQA session Sample activities: Identify published research papers relating to organisational change and present key pointers to theclass. Discussion activity over different published papers. Research activity–identify an article or research paper relating to planning effective change and how to apply change impact analysis (CIA). . Sample activities: Students identify several factors that impact on organizational change strategies and CIA Group activity – research to present examples to demonstrate different drivers of change in a chosen scenario.


PowerPoint presentations supported by hand-outs for studentsGroup link through college portal.


TS6, CS4 & KU7

Topic: Change and the impact on organisational behaviour: Considering the psychological impact of change on peopleHow change impacts on team dynamics and how people are led and managed.Topic: Recognising drivers of change: Using analytical tools such as PEST and SWOTSelecting the most significant drivers in a given context


LO2. Evaluate the influences that drivers of change have on organisational behaviour P2 Evaluate the ways in which internal and external drivers of change affect leadership, team and individual behaviours within an organisation.P3 Evaluate measures that can be taken to minimise negative impacts of change on organisational behaviour M2 Apply appropriate theories and models to critically evaluate organisational response to change D1 Draw conclusions and recommendations with valid justifications for planning effectively for change and applying change impact analysis (LO1 & LO2)


Class research finding report on how internal and external drivers of changeactivities based on group tasks- Presentation How change impact on leadership, team and individual behaviours within an organisation


Assignment brief. PowerPoint presentations supported by hand-outs for students


CS1, 6 & 7

Assignment Brief. Responding to drivers of change using various models/frameworks: Using systems theory and continuous improvement models to predict and proactively plan for changeUsing the Burke-Litwen model to make the change process efficient and effective


LO2. Evaluate the influences that drivers of change have on organisational behaviour P2 Evaluate the ways in which internal and external drivers of change affect leadership, team and individual behaviours within an organisation.P3 Evaluate measures that can be taken to minimise negative impacts of change on organisational behaviour M2 Apply appropriate theories and models to critically evaluate organisational response to change D1 Draw conclusions and recommendations with valid justifications for planning effectively for change and applying change impact analysis (LO1 & LO2)


Q & A session Class research finding report on appropriate theories and models to critically evaluate organisational response to change .activities based on group tasks Presentation on application of Change Impact Analysis (CIA) and its justification Home work


Assignment brief. PowerPoint presentations supported by hand-outs for students


CS1, 6 & 7

FORMATIVE ASSESSMENT I


LO1 & 2: Topic: LO1 & LO2LO1 Compare ways in which change impacts on an organisation’s strategy and operations LO2 Evaluate the influences that drivers of change have on organisational behaviour


Group discussionQ&APresentation


PowerPoint presentations supported by hand-outs for studentsAssignment guidance notes


TS6, CS2, AS2 & KU1, 6

Topic: Initiated or imposed change: Deciding to be pre-emptive and proactive or responsive and reactive will be based on the situation and the nature/scope of the change.Adaptive and constructive changeTopic: Barriers and resistance to change: Using a force field analysis to understand likely opposition and support for change in a contemporary contextSchein’s organisational culture model, self-efficacy perceptions and situational resistance when determining barriers


LO3 Determine how barriers to change influence leadership decision-makingP4 Explain different barriers for change and determine how they influence leadership decision-making in a given organisational context.M3 Use force field analysis to analyse the driving and resisting forces and show how they influence decision-makingD2 Critically evaluate the use of force field analysis in the context of meeting organisational objectives.


Q & A session Team discussion Presentation on different barriers for changeGroup Discussion and presentation: on How barriers to change influence leadership decision-making within an organisationHome work


PowerPoint presentations supported by hand-outs for students


KU7, AS3 &CS2

Topic: Barriers and resistance to change: Using a force field analysis to understand likely opposition and support for change in a contemporary context Schein’s organisational culture model, self-efficacy perceptions and situational resistance when determining barriersTopic: Leadership and decision-making: Doing the right thing is important when dealing with change as change mostly affects people.Decisions should be considered with this in mind.


LO3 Determine how barriers to change influence leadership decision-makingP4 Explain different barriers for change and determine how they influence leadership decision-making in a given organisational context.M3 Use force field analysis to analyse the driving and resisting forces and show how they influence decision-makingD2 Critically evaluate the use of force field analysis in the context of meeting organisational objectives.


Team discussion Presentation The use of force field analysis to analyse the driving and resistance of change within an organisationQ & A session


PowerPoint presentations supported by hand-outs for students


CS5, TS3 & CS6

Topic: Situational leadership: The context of a task/activity/challenge determines the appropriate leadership style/approach.Topic: Initiating change: Where change is initiated then leaders have more control, more time and, therefore, more opportunity to select the best approach to apply.When change is imposed then these opportunities are reduced or even negated.


LO4 Apply a range of leadership approaches to a change initiative. P5 Apply different leadership approaches to dealing with change in a range of organisational contextsM4 Evaluate the extent to which leadership approaches can deliver organisational change effectively applying appropriate models and frameworks.D3 Critically evaluate the effectiveness of leadership approaches and models of change management


Group discussion in Class and presentation How different leadership approaches to dealing with change Q & A sessionHome work


PowerPoint Presentation Online business articles Articles & journals covering Change in the business context and change management


KU2, CS1 & CS3

Topic: Initiating change: Where change is initiated then leaders have more control, more time and, therefore, more opportunity to select the best approach to apply.When change is imposed then these opportunities are reduced or even negated Topic: Change theories, concepts and models: The key theories, concepts and models, including Kotter’s 8-step Change model, Lewin’s change management model, change through strategic communication, change and movement through leadership, the principles of change leadership


LO4 Apply a range of leadership approaches to a change initiative. P5 Apply different leadership approaches to dealing with change in a range of organisational contextsM4 Evaluate the extent to which leadership approaches can deliver organisational change effectively applying appropriate models and frameworks.D3 Critically evaluate the effectiveness of leadership approaches and models of change management


Group discussion and presentation How different leadership approach can effectively bring about organisational change using appropriate models and frameworksQ & A sessionsHome work


Lecture notes PowerPoint Printed articles on business and organisational change.


KU1, 4 & AS2

FORMATIVE ASSESSMENT II


LO3 & 4: Topic: LO3 & LO4 LO3 Determine how barriers to change influence leadership decision-makingLO4 Apply a range of leadership approaches to a change initiative


Class discussionIndividual feedback


Assignment guidance notesPrinted articles


TS4, 5, 6 &10CS3, KU6, CS7 & TS4

Revision classes & Feedback on draft work produced


LO1, 2, 3 & 4 (P1-5)


Students’ input for written element of Unit 17 assignment


PowerPoint presentationsAssignment briefFeedback sheet


CS3, KU6, CS7 & TS4

Revision classes &formative Feedback on draft work produced


LO1, 2, 3 & 4 (P1-P5)


Students’ input for written element of Unit 17 assignment


PowerPoint presentations Assignment brief Feedback sheet


TS4, TS10 & TS8

Formative and Summative Feedback


LO1, 2, 3 & 4 (P1-P5)


Assignment scripts


Guidance notes Feedback forms


TS4, TS10 & TS8

Summative Feedback


LO1, 2, 3 & 4 (P1-P5)


Assignment scripts


Guidance notes Feedback forms


TS4, TS10 & TS8


ASSIGNMENT SUBMISSION SCHEDULE


WEEK


Type of Assignment


Contents


4


Formative


TBA


8 & 12


Formative


TBA


13 & 14


Summative


TBA


TBA-To be Advised

The teaching team is of the view that the use of a wide range of appropriate assessment methodsprovides alternative learning opportunities for many students with differing abilities to demonstratetheir ability.


Assessment methods include portfolio, case studies, group and individual presentations. FormativeAssessment takes place throughout the semester in the form of individual and group presentations,Q&A, individual task and personal tutorial.


Summative assessment takes place at the end of the semester with preparation of assignment and followed by individual feedback.


Cognitive skills are developed through lectures, tutorials, group discussions and independent study.This module is 100% assignment based.


Grades are awarded: Pass, Merit or Distinction


Summary Grades


In order to achieve a pass


All learning outcomes and associated assessment criteria have been met


In order to achieve a merit


Pass requirements achieved All merit grade descriptors achieved


In order to achieve a distinction


Pass and merit requirements achieved All distinction descriptors achieved


Recommended Resources


LEWIS, L. K. (2011) Organizational Change: Creating Change Through Strategic Communication. Chichester: Wiley-Blackwell.


MEE-YAN, C-J. and HOLBECHE, L. (2015) Organizational Development: a


Practitioner’s Guide for OD and HR. London: Kogan Page.


NORTHOUSE, P. G. (2010) Leadership Theory and Practice. 5th Ed. London: SAGE.


PENDLETON, D. and FURNHAM, A. (2012) Leadership: All You Need to Know.


London: Palgrave Macmillan.


STANFORD, N. (2013) Organization Design: Engaging with Change. 2nd Ed.


London: Routledge.


Journals


Journal of Change Management


Journal of Organisational Change Management


Leadership