Organisational Change Management

Organisational Change Management

Order Description

1.1 Assessment Information and Marking Criteria
Three separate patches (1,000 words) on three different and specific subject topics using set literature.
Each 1,000 patch will address a specific question relating to a specific topic
1.1.1 Element 010 – Patch questions
• You must answer each of the following three questions.
• You must at the very least read and use the following three journal articles, and course text book, to complete your answer to each question.
• All journal articles are available to access and download from the library peer
• You are encouraged to use wider reading, in addition to this mandatory reading, to complete your answer to each question.

Questions:
1: How and why do middle managers support and resist strategic change? 1,000 words (40%)
Minimum mandatory reading
Senior, B. and Swailes, S. (2010) Organizational Change. 4th Ed, Harlow: FT Prentice Hall
Conway, E. and Monks. K. (2011) Change from below: the role of middle managers in mediating paradoxical change. Human Resource Management Journal, 21(2): 190-203.
McCann, L., Morris, J. and Hassard, J. (2008) “Normalized Intensity: The New Labour Process of Middle Management.” Journal of Management Studies 45(2): 343-371
Sharyn E. Herzig and Nerina L. Jimmieson, (2006) “Middle managers’ uncertainty management during organizational change”, Leadership and Organization Development Journal, 27 (8): 628 – 645
Marking criteria for this question:
Exceptional information base applied to critically evaluate and answer the question. Theory and concepts and examples applied with extraordinary originality and autonomy. No logical inconsistencies. Exceptional study skills and use of learning resources. Deep learning evident

2: Why do models of planned change not bring about cultural change?
Minimum mandatory reading
Senior, B. and Swailes, S. (2010). Organizational Change. 4th Ed, Harlow: FT Prentice Hall
Burnes, B. (2004) “Emergent change and planned change – competitors or allies?: The case of XYZ construction”, International Journal of Operations and Production Management, 24(9): 886 – 902.
Harris, L. C. and Ogbonna, E. (2002) The Unintended Consequences of Culture Interventions: A Study of Unexpected Outcomes. British Journal of Management, 13(1): 31–49.
Smollan R. and Sayers J. G. (2009) Organizational Culture, Change and Emotions: A Qualitative Study. Journal of Change Management. 9 (4): 435-457.
Marking criteria for this question:

Outstanding information base critically evaluates and answers the question. . Original Insights evident throughout demonstrate advanced evaluation with no inconsistencies evident. Outstanding study skills and use of learning resources. Deep learning evident

3: How do leadership behaviours positively and negatively impact upon employee commitment to organisational change? 1,000 words (30%)
Minimum mandatory reading
Senior, B. and Swailes, S. (2010). Organizational Change. 4th Ed, Harlow: FT Prentice Hall
Gill, R. (2003). Change management or change leadership. Journal of Change Management, 3(4), 307–318
Lundy, V. and Morin, P.-P. (2013), Project Leadership Influences Resistance to Change: The Case of the Canadian Public Service. Project Management Journal, 44 (3): 45–64
Thomas, R and Hardy, C. (2011). Reframing resistance to organizational change. Scandinavian Journal of Management, 27(3): 322-331.

Marking criteria for this question:
Outstanding information base applied to critically evaluate and answer the question. Theory and concepts and examples applied with extraordinary originality and autonomy. No logical inconsistencies. Outstanding study skills and use of learning resources. Deep learning evident
Key textbook:
Reading List

Senior, B. and Swailes, S. (2010) Organizational Change. 4th Ed, Harlow: FT Prentice Hall (our key text book )

Key journal articles:
Burnes, B. (2004) Emergent change and planned change – competitors or allies?: The case of XYZ construction, International Journal of Operations and Production Management, 24(9): 886 – 902.
Conway, E. and Monks. K. (2011) Change from below: the role of middle managers in mediating paradoxical change. Human Resource Management Journal, 21(2): 190-203.
Gill, R. (2003). Change management or change leadership. Journal of Change Management, 3(4), 307–318
Harris, L. C. and Ogbonna, E. (2002) The Unintended Consequences of Culture Interventions: A Study of Unexpected Outcomes. British Journal of Management, 13(1): 31–49.
Herzig, S. and Jimmieson,N (2006) Middle managers’ uncertainty management during organizational change, Leadership and Organization Development Journal, 27 (8): 628 – 645
Lundy, V. and Morin, P.-P. (2013), Project Leadership Influences Resistance to Change: The Case of the Canadian Public Service. Project Management Journal, 44 (3): 45–64
McCann, L., Morris, J. and Hassard, J. (2008) Normalized Intensity: The New Labour Process of Middle Management. Journal of Management Studies 45(2): 343-371
Smollan R. and Sayers J. G. (2009) Organizational Culture, Change and Emotions: A Qualitative Study. Journal of Change Management. 9 (4): 435-457.
Thomas, R and Hardy, C. (2011). Reframing resistance to organizational change. Scandinavian Journal of Management, 27(3): 322-331.

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