QLTY09047 2014 Transformational Change
The student will learn about the concepts involved in the management and facilitation of oranisational change from a quality/project management perspective and acquire the knowledge to be capable of leading/facilitating a change programme for quality and productivity improvement in an organisation
On completion of this module the learner will/should be able to;
Critique the concepts associated with transformational change.
Discriminate between the various stages of organisational transformation.
Facilitate a change programme for quality and productivity improvement in an organisation.
Defend the role of facilitator/agent of change in the overall context of orgnaisational improvement.
Defend the choice of tool/technique appropriate to a particular organisational change situation.
Critically apply insights from a range of alternative approaches to change management.
Teaching and Learning Strategies
The module will be delivered using an Enquiry Based Learning Approach and will incorporate peer learning, case studies and guest lecturers.
Module Assessment Strategies
Peer learning is a key part of the module and the assessment strategy is based on a range of activities both group and individual based for continuous assessment. Contribution to the discussion forums, wikis and knowledge/research repositories form part of the assessment. Assessment will also include a viva assignment based on a transformational change case study.
The end of term assessment consists of an essay style examination.
1. Defining Change: Types of Organisational change - missionary, strategic, operational, cultural change, Change methods, Organisational Development.
2. The underlying philosophies, principles, tools and methods of quality management since its inception to today.
Reaching the essential
The implications for the change master.
3. Complexity and Complex Adaptive Systems
CAS defined and described; complexity and diversity; CAS and control; CAS history and instability.
Complexity v traditional science; physics, biology and management theory and paradigms; weaknesses of current management and quality models
Complexity insights into management, leadership and transformational change.
Stacey's complexity matrix
The ECO living cycle as an alternative model.
4. The Living and Learning Organisation
Systems thinking; mental models; meta processes; Senge's Five Disciplines
Scharmer's U Theory;
Presensing the future
Da Vincian principles and the seven intelligences
Timeline of the Learning Organisation
Partnerships in transformation
5. Viability Systems Model
Origins of VSM in Cybernetics
What is a viable system?
Viability and stability; recursive and sub‑systems;
Principles, examples and case studies of VSM
VSM vs traditional management
6. The Manager as Facilitator/Agent of Change
Core competencies and tools of the Change Master
The Change Master as problem solver; frameworks for change; phases of change
Roles of the Change Master
Facilitating large scale strategic change programmes.
Classification of tools and methods
Self‑assessment tools of action; qualitative quality tools; quality management tools; measurement indicators of critical processes; measurement tools for change processes and results reached:
Mindmapping and NLP (neuro‑linguistic programming); creativity and innovation tools.
A personal dashboard of competencies.
7. Breakthrough Case Studies
Case Studies of Breakthrough in organisations of different
Coursework & Assessment Breakdown
|Title||Type||Form||Percent||Week||Learning Outcomes Assessed|
|1||Continuous Assessment||Continuous Assessment||Individual Project||60 %||Week 10||1,2,3,4,5,6|
End of Semester / Year Assessment
|Title||Type||Form||Percent||Week||Learning Outcomes Assessed|
|1||End of Semester||Final Exam||Closed Book Exam||40 %||End of Semester||1,2,4,5,6|
Full Time Mode Workload
|Lecture||Flat Classroom||Full time||3||Weekly||3.00|
Online Learning Mode Workload
|Lecture||Distance Learning Suite||Lecture||2||Weekly||2.00|
|Tutorial||Distance Learning Suite||Tutorial||1||Weekly||1.00|
|Independent Learning||Not Specified||Independent Learning||3||Weekly||3.00|
Required & Recommended Book List
2011-09-22 Managing Business Transformation: A Practical Guide IT Governance
ISBN 1849283052 ISBN-13 9781849283052
Change is vital to retain your competitive edge. Learn how to manage it for maximum effect! Change can bring improved efficiency, increased productivity and greater profitability. An effective manager knows how to identify and implement improvements. But how do you identify the changes that will benefit your business, and how do you implement them? Step by step In Managing Business Transformation: A Practical Guide, Melanie Franklin will guide you through all the stages of change management. Using real-life examples, up-to-date information and clear diagrams, this practical handbook will equip you to be an agent of change, whatever your role. This book will enable you to: Understand change how to define clear goals and quantify the benefits. Plan and prepare for change how to create a change plan, communicate it and manage the impact of change. Implement change how to build an effective change team and obtain the buy-in of your staff. Embed the change how to return to the new business as usual . Communication is key Your stakeholders are a vital asset, and communicating changes to them in a way that will retain their loyalty and commitment is crucial. This book will show you how to do this, recognizing that some embrace change more readily than others, and will provide strategies for dealing with resistance to change. You will also understand the differences between change management and project management, the relationship between them and how to make them work for you.
2012-11-06 The Heart of Change: Real-Life Stories of How People Change Their Organizations Harvard Business Review Press
ISBN 1422187330 ISBN-13 9781422187333
Why is change so hard? Because in order to make any transformation successful, you must change more than just the structure and operations of an organizationyou need to change peoples behavior. And that is never easy.
The Heart of Change is your guide to helping people think and feel differently in order to meet your shared goals. According to bestselling author and renowned leadership expert John Kotter and coauthor Dan Cohen, this focus on connecting with peoples emotions is what will spark the behavior change and actions that lead to success. Now freshly designed, The Heart of Change is the engaging and essential complement to Kotters worldwide bestseller Leading Change.
Building off of Kotters revolutionary eight-step process, this book vividly illustrates how large-scale change can work. With real-life stories of people in organizations, the authors show how teams and individuals get motivated and activated to overcome obstacles to changeand produce spectacular results. Kotter and Cohen argue that change initiatives often fail because leaders rely too exclusively on data and analysis to get buy-in from their teams instead of creatively showing or doing something that appeals to their emotions and inspires them to spring into action. They call this the see-feel-change dynamic, and it is crucial for the success of any true organizational transformation.
Refreshingly clear and eminently practical, The Heart of Change is required reading for anyone facing the challenges inherent in leading change.
2001-04-24 Four Practical Revolutions in Management: Systems for Creating Unique Organizational Capability (Total Quality Management) Productivity Press
ISBN 1563272172 ISBN-13 9781563272172
In Four Practical Revolutions in Management: Systems for Creating Unique Organizational Capability, authors Shoji Shiba and David Walden significantly revise their classic text on leading management systems -- A New American TQM. This book is a comprehensive approach to business management that goes beyond business operations improvement.
The authors demonstrate a program for establishing a sophisticated, state-of-the-art management system that creates unique organizational capabilities. Containing new methodologies and case studies, the book is one of the most extensive in the management field and provides a step-by-step program for implementing leading management techniques.
To create a successful management system, the authors argue that companies must be organized around four major areas of practice called the "four revolutions." They are customer focus, continuous improvement, total participation, and societal networking. For each of the areas, the book presents proven methods that enable dynamic implementation strategies.
Any effective management system begins with the customer. Companies must learn to integrate a customer's concerns into their own. The book presents how to embrace the "market-in" concept and integrate the other skills in the book into a management strategy that focuses on the customer.
For a company to be successful in the 21st century, it must continually improve its processes to meet the ever-changing needs of the customer. This book introduces important tools for process discovery, management, and improvement. In the process, it moves beyond "reactive improvement" methods to "proactive improvement" efforts.
The key to creating a dynamic management system is employee participation. Employees are the ones who work on the issues of quality and customer satisfaction on a daily basis. This book presents skills such as hoshin management, team-building, creating structures for mobilization, and leading change and breakthrough.
Besides a company's internal audience, another source of business improvement ideas is societal networking. This is the set of companies, customers, and suppliers associated with any organization, that can learn from the experiences of these groups. To develop these valuable resources into a comprehensive management strategy, the book covers "mutual learning" methods, as well as keys for integrating various management methodologies.
This book includes:
- Hoshin management
- PDCA (plan, do, check, act) cycle
- 7-step method of reactive improvement
- Proactive improvement to develop new products
- Engaging people in a changing environment
- Focused strategies for phase-in
- Leading process improvement
- The practice of breakthrough
- Over thirty thorough case studies
0010 The Fifth Discipline: The Art & Practice of The Learning Organization Revised & Updated Edition by Senge, Peter M. published by Doubleday (2006) Doubleday
2011-04-06 The SAGE Handbook of Complexity and Management SAGE Publications Ltd
ISBN 1847875696 ISBN-13 9781847875693
The SAGE Handbook of Complexity and Management will be the first substantive scholarly work to provide a map of the state of art research in the growing field emerging at the intersection of complexity science and management studies. Edited and written by internationally respected scholars from management and related disciplines, the Handbook will be the definitive reference source for understanding the implications of complexity science for management research and practice.
2000-11-09 Complexity and Management (Complexity and Emergence in Organizations) Routledge
ISBN 0415247616 ISBN-13 9780415247610
Complexity theory is generating increasing interest amongst strategic thinkers. This fascinating book covers issues such as predictability, creativity and relationships as it considers how complexity, and its central principles of emergence and self-organization, are being used to understand organizations. The book:
- introduces the variety of views put forward by different writers on complexity and management
- outlines and critiques the way that complexity theory is frequently interpreted purely in the context of systems thinking
- draws a new perspective on using complexity sciences to understand organizational stability and change by focusing on the emergence of novelty and creativity in the course of everyday processes
- calls for a radical re-examination of management thinking.
Timely and controversial, Complexity and Management is essential reading for anyone interested in strategy, systems thinking, organization and management theory, and organizational change.
Hravard Busienss Review hrb.org