Understanding and Leading Change | My Assignment Tutor

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 PASSMERITDISTINCTIONLO1 Compare ways in which change impacts on an organisation’s strategy and operationsLO1 & 2P1 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 behaviourP2 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 behaviourM2 Apply appropriate theories and models to critically evaluate organisational response to change.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.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 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 PlanLearning outcomesMethod of AssessmentResources & EquipmentTeacher update/Skills Development1. 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 processesLO1. 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 workEdexcel BTEC Levels 4 and 5 Higher Nationals specification in BusinessPowerPoint presentations supported by hand-outs for studentsKU1,3 KU3, 9Drivers 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 AnalysisLO1. 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 & KU7Topic: 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 contextLO2. 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 organisationAssignment brief. PowerPoint presentations supported by hand-outs for studentsCS1, 6 & 7Assignment 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 effectiveLO2. 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 workAssignment brief. PowerPoint presentations supported by hand-outs for studentsCS1, 6 & 7FORMATIVE ASSESSMENT ILO1 & 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 behaviourGroup discussionQ&APresentationPowerPoint presentations supported by hand-outs for studentsAssignment guidance notesTS6, CS2, AS2 & KU1, 6Topic: 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 barriersLO3 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 workPowerPoint presentations supported by hand-outs for studentsKU7, AS3 &CS2Topic: 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 sessionPowerPoint presentations supported by hand-outs for studentsCS5, TS3 & CS6Topic: 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 managementGroup discussion in Class and presentation How different leadership approaches to dealing with change Q & A sessionHome workPowerPoint Presentation Online business articles Articles & journals covering Change in the business context and change managementKU2, CS1 & CS3Topic: 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 leadershipLO4 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 managementGroup discussion and presentation How different leadership approach can effectively bring about organisational change using appropriate models and frameworksQ & A sessionsHome workLecture notes PowerPoint Printed articles on business and organisational change.KU1, 4 & AS2FORMATIVE ASSESSMENT IILO3 & 4: Topic: LO3 & LO4 LO3 Determine how barriers to change influence leadership decision-makingLO4 Apply a range of leadership approaches to a change initiativeClass discussionIndividual feedbackAssignment guidance notesPrinted articlesTS4, 5, 6 &10CS3, KU6, CS7 & TS4Revision classes & Feedback on draft work producedLO1, 2, 3 & 4 (P1-5)Students’ input for written element of Unit 17 assignmentPowerPoint presentationsAssignment briefFeedback sheetCS3, KU6, CS7 & TS4Revision classes &formative Feedback on draft work producedLO1, 2, 3 & 4 (P1-P5)Students’ input for written element of Unit 17 assignmentPowerPoint presentations Assignment brief Feedback sheetTS4, TS10 & TS8Formative and Summative FeedbackLO1, 2, 3 & 4 (P1-P5)Assignment scriptsGuidance notes Feedback formsTS4, TS10 & TS8Summative FeedbackLO1, 2, 3 & 4 (P1-P5)Assignment scriptsGuidance notes Feedback formsTS4, TS10 & TS8 ASSIGNMENT SUBMISSION SCHEDULE WEEKType of AssignmentContents4FormativeTBA8 & 12FormativeTBA13 & 14SummativeTBA TBA-To be Advised Summary Grades & Assessment Methodologies 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 passAll learning outcomes and associated assessment criteria have been metIn order to achieve a meritPass requirements achieved All merit grade descriptors achievedIn order to achieve a distinctionPass 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

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