STRATEGIC CHANGE MANAGEMENT - 2022/3
Module code: MANM066
In light of the Covid-19 pandemic the University has revised its courses to incorporate the ‘Hybrid Learning Experience’ in a departure from previous academic years and previously published information. The University has changed the delivery (and in some cases the content) of its programmes. Further information on the general principles of hybrid learning can be found at: Hybrid learning experience | University of Surrey.
We have updated key module information regarding the pattern of assessment and overall student workload to inform student module choices. We are currently working on bringing remaining published information up to date to reflect current practice in time for the start of the academic year 2021/22.
This means that some information within the programme and module catalogue will be subject to change. Current students are invited to contact their Programme Leader or Academic Hive with any questions relating to the information available.
In today’s environment, leading successful change is no longer a managerial luxury but a critical necessity. This elective is designed to help students learn about strategic change and how to implement it more effectively within organisation. We will explore the nature of change and the different types of change both in terms of degree of urgency and scope. A business challenge will be identified and recruited for a strategic change consultancy case to be completed by student teams. Students will be expected to reflect on their experiences (both positive and negative).
Surrey Business School
SALLER Frank (SBS)
Number of Credits: 15
ECTS Credits: 7.5
Framework: FHEQ Level 7
JACs code: N211
Module cap (Maximum number of students): N/A
Overall student workload
Independent Learning Hours: 90
Lecture Hours: 42
Guided Learning: 18
Prerequisites / Co-requisites
The module will include the following indicative topics:
Nature of strategic change
Theories of strategic change in organisations
Anticipatory change and leading the introduction of a new organisational practice
Change agent and leading change
Exploring the change context
Organisational culture and strategic change
Mobilising individuals for change
Reactive change and leading a business turnaround
Creating an effective change plan
Working effectively with the client, including delivering an effective presentation
|Assessment type||Unit of assessment||Weighting|
|Oral exam or presentation||GROUP PRESENTATION (15 MINUTES PLUS Q+A)||30|
|Coursework||INDIVIDUAL LEARNING REFLECTION (MAX 3000 WORDS)||70|
Alternative Assessment Students who may need to re-sit the team assessment will have to sit a verbal examination similar to the content of the team presentation (20 mins., which will be audio recorded for moderation and external examiner purposes) and a report on the same topics (max 1,000 words).
The assessment strategy is designed to provide students with the opportunity to demonstrate their ability to put theories of strategic change management into practice
The summative assessment consists of:
Completion of a learning reflection or journal covering theory from reading materials, as well as lectures and group discussions.
This learning reflection requires students to summarize key theoretical concepts, demonstrate an understanding of these key concepts, and considers these concepts in connection to moments of change previously experienced professionally.
Group project / presentation in which students will:
Analyse the change implementation process of a company or organization of your choice. Analyze the change from at least 2 different perspectives.
- Refer to tools, methods and theories discussed in class or explained in the relevant literature
- Base your analysis on public sources, document analysis, own experience and / or interviews
- Potential perspectives: Top management, middle management, employees, employee representatives (works council), consultants, „the public“.
Formative assessment and Feedback
•Students will receive individual feedback during the module from the tutor.
- Provide concepts, frameworks, and tools related to strategic change management that can be applied to any ambiguous change challenge
- Understand how organisational culture impacts strategy and the role it plays in strategic change management
- Expose students to real world projects and reflect on their leadership and teamwork capabilities
|002||Demonstrate an advanced understanding of the underpinning principle of strategic change management and relevant theoretical frameworks||K|
|005||Appreciate the complexity of managing organisational change and the variety of change contexts||K|
|006||Analyse and critically evaluate the design and implementation of programmes of strategic change management in organisations||C|
|007||Appraise the different theories of strategic change management||C|
|008||Apply a set of change tools to introduce a new organisational practice||P|
|009||Apply theoretical change models and tools to a real life business situation||P|
|010||Apply practical solutions to issues of strategic change||P|
|011||Assess stakeholder positions and influencing factors||P|
|003||Improve presentation and communication skills through presenting your team findings to the client in an effective and engaging manner||T|
|004||Increase ability to lead others and to build high performing teams||T|
|001||Develops high personal effectiveness; critical self-awareness, self-reflection and self-management; time management; sensitivity to diversity in people and different situations and the ability to continue to learn through reflection on practice and experience||T|
|012||Develops a toolbox to manage oneself when involved in complex change projects, whether in a leading, a participating, or a consulting role||P|
C - Cognitive/analytical
K - Subject knowledge
T - Transferable skills
P - Professional/Practical skills
Methods of Teaching / Learning
The learning and teaching strategy is designed to focus on learning by doing and reflection.
The learning and teaching methods include:
Teaching concepts and then learning through experimentation
Presentations by external clients and Q&A sessions
Workshop activities conducted in teams and with clients
Conversations with external senior managers
Visits to organisations
Video and simulations
Indicated Lecture Hours (which may also include seminars, tutorials, workshops and other contact time) are approximate and may include in-class tests where one or more of these are an assessment on the module. In-class tests are scheduled/organised separately to taught content and will be published on to student personal timetables, where they apply to taken modules, as soon as they are finalised by central administration. This will usually be after the initial publication of the teaching timetable for the relevant semester.
Upon accessing the reading list, please search for the module using the module code: MANM066
Programmes this module appears in
|Master of Business Administration MBA(MBA PART-TIME YEAR 2)||2||Optional||A weighted aggregate mark of 50% is required to pass the module|
Please note that the information detailed within this record is accurate at the time of publishing and may be subject to change. This record contains information for the most up to date version of the programme / module for the 2022/3 academic year.