MGT3002 Leading Organisational Change
|Semester 2, 2013 On-campus Springfield|
|Faculty or Section :||Faculty of Business and Law|
|School or Department :||School of Management and Marketing|
|Version produced :||21 July 2014|
Examiner: Don Smith
Moderator: Ray Gordon
It is highly recommended that this course be taken after the completion of all other human resource management electives. Students are required to have access to a personal computer, e-mail capabilities and Internet access to UConnect. Current details of computer requirements can be found at http://www.usq.edu.au/current-students/support/computing/hardware.
MGT3002 is the capstone course for the human resource management (HRM) major. As such it includes and integrates material from across the set of HRM undergraduate courses, representing the material and applying it against a backdrop of organisational change.
Students enrolled in this course are exposed to two complementary skills sets: organisational change and leadership. These two areas of proficiency feature consistently through the various modules of study. Students investigate organisation change with the objective of explaining why it occurs, how it occurs, how it can be managed, and what forms it can take, among other inquiries. The complexities of change present some very real challenges for leadership and part of the course examines some of these challenges. The early focus is on the various types of organisational change. As the literature suggests, there are quite different dynamics in play when change occurs, including scale of change, and the type of change, which will influence decisions about appropriate management of the change process. The above, and this course overall, highlights the role of the planned approach to organisational change. The learning extends to the processes involved in managing and leading change, including the important task of carrying out diagnosis, and its contribution to the overall objective of achieving meaningful, timely and (often, though not necessarily) lasting change.
The course is arranged on three tiers, with some exploration of leadership and change at the individual, group and organisation-wide levels. Personal adaptation to change features earlier in the set of modules, and the focus shifts to the broader organisation context as the course unfolds. This latter emphasis includes examples of organisational change and development interventions which are included to give students some skills in applying specific change programs.
On successful completion of this course students should be able to:
- describe the context for organisational change and demonstrate an understanding of the complex demands that such changes impose on organisation leaders
- differentiate between different models or approaches to planned change in organisations and debate the relative merits of each
- demonstrate competence in written communication skills by writing and submitting an essay that reflects and is consistent with correct business writing
- demonstrate an understanding of opposition to change, why it occurs and how it can be managed in effective ways, and analyse the challenges that such opposition creates for leaders of change programs
- critically analyse and discuss the issues relating to measuring and evaluating change programs
- describe, analyse and explain the systems approach to diagnosis, and apply the model to the three levels of organisational functioning
- demonstrate an understanding of the impact of substantial organisational change at the level of the individual, and analyse the options available to management to assist in these transitions
- critically discuss ‘interventions’ as they apply to an organisational change context, and describe and explain specific interventions that feature in the course
- examine and explain the theory pertinent to leadership of change and leadership diversity.
|1.||Understanding models of change and the nature of organisational change||30.00|
|2.||Problem-solving for organisational change||45.00|
|3.||Human attitudes, transitions and responses to change and leadership/management issues||25.00|
Text and materials required to be purchased or accessed
ALL textbooks and materials available to be purchased can be sourced from USQ's Online Bookshop (unless otherwise stated). (https://bookshop.usq.edu.au/bookweb/subject.cgi?year=2013&sem=02&subject1=MGT3002)
Please contact us for alternative purchase options from USQ Bookshop. (https://bookshop.usq.edu.au/contact/)
Online access: All students are required to access the USQStudydesk for MGT3002 on UConnect. In particular, regular checking of the intranet mail is required as this intranet is the only way it can be guaranteed that all students receive official and important communication from the course examiner on a timely basis. Students should also access the discussion area on a regular basis.
There is no one prescribed/required text for this course. Rather, each module is written to reflect material chosen by the examiner from a range of authoritative sources (chapters) from a set of texts.
Burnes, B 2009, Managing change: a strategic approach to organisational dynamics, 5th edn, Financial Times/Prentice Hall, Harlow, England.
Cummings, T & Worley, C 2009, Organisation development and change, 9th edn, South-Western/Cengage Learning, Mason, Ohio.
Graetz, F, Rimmer, M Smith, A & Lawrence, A 2011, Managing organisational change, John Wiley & Sons, Milton, Queensland.
(3rd Australian edition.)
Hayes, J 2010, The theory and practice of change management, 3rd edn, Palgrave Macmillan, Basingstoke, UK.
Waddell, DM, Cummings, TG & Worley, CG 2011, Organisation change development and transformation, 4th edn, Cengage Learning, South Melbourne, Victoria.
(Asia Pacific edition.)
Student workload requirements
|Description||Marks out of||Wtg (%)||Due Date||Notes|
|ONLINE TEST 1||30||3||11 Aug 2013|
|ONLINE TEST 2||30||3||15 Sep 2013|
|ASSIGNMENT (ESSAY)||100||40||22 Sep 2013||(see note 1)|
|ONLINE TEST 3||40||4||20 Oct 2013|
|EXAM PART A (MULTIPLE CHOICE)||5||5||End S2||(see note 2)|
|EXAM PART B (WRITTEN)||45||45||End S2|
- The assignment MUST be lodged electronically via the electronic drop-box within the course site inside USQConnect - study desk - course MGT3002 Leading Organisational Change. Where an assignment has a set word length and a student exceeds the nominated word length by more than 10%, then a penalty of 10% of the total available marks for the assignment will be deducted. Assignments that are not submitted via the electronic drop-box will not be accepted for assessment.
- The examination is scheduled to be held in the end-of-semester examination period. Students will be advised of the official examination date for Exam (Parts A and B) after the timetable has been finalised. The total working time for Exam (Parts A and B) is 2 hours.
Important assessment information
It is the students' responsibility to attend and participate appropriately in all activities (such as lectures, tutorials, laboratories and practical work) scheduled for them, and to study all material provided to them or required to be accessed by them to maximise their chance of meeting the objectives of the course and to be informed of course-related activities and administration.
Requirements for students to complete each assessment item satisfactorily:
To satisfactorily complete an individual assessment item a student must achieve at least 50% of the marks. (Depending upon the requirements in Statement 4 below, students may not have to satisfactorily complete each assessment item to receive a passing grade in this course.)
Penalties for late submission of required work:
If students submit assignments after the due date without prior approval of the examiner, then a penalty of 5% of the total marks gained by the student for the assignment may apply for each working day late up to ten working days at which time a mark of zero may be recorded.
Requirements for student to be awarded a passing grade in the course:
To be assured of receiving a passing grade a student must achieve at least 50% of the total weighted marks available for the course.
Method used to combine assessment results to attain final grade:
The final grades for students will be assigned on the basis of the aggregate of the weighted marks obtained for each of the summative assessment items in the course.
This is a closed examination. Students are allowed to bring only writing and drawing instruments into the examination.
Examination period when Deferred/Supplementary examinations will be held:
Any Deferred or Supplementary examinations for this course will be held during the next examination period.
University Student Policies:
Students should read the USQ policies: Definitions, Assessment and Student Academic Misconduct to avoid actions which might contravene University policies and practices. These policies can be found at http://policy.usq.edu.au.
- The due date for an assignment is the date by which a student must submit the assignment to the USQ.
- Students must retain a copy of each assignment submitted for assessment. This must be produced within 24 hours if required by the examiner. (iii) In accordance with university policy, the examiner may grant an extension of the due date of an assignment in extenuating circumstances.
Referencing in assignments:
Harvard (AGPS) is the referencing system required in this course. Students should use Harvard (AGPS) style in their assignments to format details of the information sources they have cited in their work. The Harvard (AGPS) style to be used is defined by the USQ Library's referencing guide at http://www.usq.edu.au/library/referencing.
Computer, e-mail and Internet access:
Students are required to have access to a personal computer, e-mail capabilities and Internet access to UConnect. Current details of computer requirements can be found at http://www.usq.edu.au/current-students/support/computing/hardware.