11018 (v.3) Organisational Strategy and Change 300

Area:

School of Management

Credits:

25.0

Contact Hours:

3.0

Lecture:

1 x 3 Hours Weekly

Prerequisite(s):

10852 (v.3) Organisational Behaviour 200 or any previous version

Other Requisite(s):

Completion of second year of course: .

Syllabus:

Examination of the process of organisational analysis and change. Overview of basic concepts and theories utilised to analyse organisations and synthesise findings so as to facilitate change. Examination of basic theoretical and practical perspectives to provide a framework in which to view organisational change and identify factors affecting change. Topics covered include - models and theories relevant to change, mental models, change resistance, change program failures, small changes and system wide changes, skills relevant to the change process and change manager, power and culture.

Unit Outcomes:

On completion of this unit students will have a basic understanding of - Issues involved in organisational change and development. Barriers working against change and development and ways of overcoming barriers. In particular aspects of technological change will be of concern. Students will be able to - Use and switch models or perspectives so as to analyse and diagnose organisations. Progress toward higher level thinking in dealing with change. Apply critical thought processes to open ended problems. Be aware of the complexity involved in dealing with organisations.

Text and references listed above are for your information only and current as of September 30, 2003. Please check with the unit coordinator for up-to-date information.

Unit References:

Brodbeck, P. W. (2002), Complexity theory and organization procedure design, Business Process Management Journal, 8(4), 377-402. Flood, R.L. (1999), Rethinking the Fifth Discipline, London, Routledge. Guastello, S.J. (2002), Managing Emergent Phenomena: Non liner dynamics in work organisations. New Jersey, LEA. Klaus, L. A. (1998), Study identifies keys to successful organizational change. Quality-Progress, 31(6), 10-12. McKelvey, B. (1999), Complexity Theory in Organization Science: Seizing the Promise or Becoming a Fad? Emergence, 1(1), 5-32. Senge, P. Et Al (1994) The Fifth Discipline Fieldbook. London, NB Publishing.

Unit Texts:

No prescribed texts.

Unit Assessment Breakdown:

To pass this unit students must obtain 50% or more in the Final Examination and the Main Assignment. Final Examination 35%. Main Assignment 35%. Case study 30%. This is by grade/mark assessment.

Year	Location	Period	Internal	Area External	Central External
2004	Bentley Campus	Semester 1	Y
2004	Joondalup Campus	Semester 2	Y
2004	S'pore HR Institute	Trimester 3A	Y