University of Technology Sydney

32561 Leading Organisational Change

Warning: The information on this page is indicative. The subject outline for a particular session, location and mode of offering is the authoritative source of all information about the subject for that offering. Required texts, recommended texts and references in particular are likely to change. Students will be provided with a subject outline once they enrol in the subject.

Subject handbook information prior to 2020 is available in the Archives.

UTS: Information Technology: Professional Practice and Leadership
Credit points: 6 cp

Subject level:

Postgraduate

Result type: Grade and marks

There are course requisites for this subject. See access conditions.

Description

This subject explores a set of fundamental concepts and models relating to leading and managing change in the evolving knowledge economy. Central themes include an understanding of core organisational process and structure, and the ways in which leaders can drive strategic change. The subject presents dilemmas in, and approaches to implementing change in real companies through a set of case studies. Students enhance their conceptual understanding of organisational change through a collaborative process involving participants, theory and industry practitioners. They apply this emergent understanding through the completion of a work-based change management project. This subject challenges students for higher management roles.

Subject learning objectives (SLOs)

Upon successful completion of this subject students should be able to:

1. Identify the main processes and routines that constitute an organisation, identify how they are used to support steady state operations in the organisation, and how changes to those processes and routines could be used to initiate or support a change intervention;
2. Identify types and stages of change, and design interventions to support change initiatives through frequently encountered challenges;
3. Formulate and implement a context-relevant change approach
4. Better manage work-group / team conflict arising in the context of change
5. Measure key indicators before, during or after a change intervention.

Course intended learning outcomes (CILOs)

This subject also contributes specifically to the development of the following Course Intended Learning Outcomes (CILOs):

  • Socially Responsible: FEIT graduates identify, engage, and influence stakeholders, and apply expert judgment establishing and managing constraints, conflicts and uncertainties within a hazards and risk framework to define system requirements and interactivity. (B.1)
  • Design Oriented: FEIT graduates apply problem solving, design thinking and decision-making methodologies in new contexts or to novel problems, to explore, test, analyse and synthesise complex ideas, theories or concepts. (C.1)
  • Collaborative and Communicative: FEIT graduates work as an effective member or leader of diverse teams, communicating effectively and operating autonomously within cross-disciplinary and cross-cultural contexts in the workplace. (E.1)
  • Reflective: FEIT graduates critically self-review their own and others' performance with a high level of responsibility to improve and practice competently for the benefit of professional practice and society. (F.1)

Teaching and learning strategies

This learning experience involves students participating in a block mode format where they will meet in class 5 sessions for 7 hours at a time.

During class, students will participate in three pillars of delivery: class presentation, student delivery followed by group workshops. The feedback loop is integral to each class time in order to develop collaborative and reflective practices and inform students of their progress.

Outside of class, students will also meet, as groups, to conduct in-situ task relevant to their organisational change initiatives. This enables students to actively engage with the material in practice.

The three-pillar approach strategically informs each assessment tasks.

Content (topics)

  • Definitions of organisation and core processes in organisations
  • Structure, routines, institutionalisation and culture
  • The nature of change, types of change, stages of change
  • Change contexts: Timing, stakeholders, environments
  • Change models
  • Leading / managing change in organisations
  • Common pitfalls in initiating and managing change
  • Managing conflict in teams
  • Risk and reward in change
  • Measuring progress

Assessment

Assessment task 1: Individual case submissions

Intent:

The individual case presents an opportunity for participants to:

  1. Analyse the change challenge within a lived organisation.
  2. Formulate context for change and objectives.
  3. Propose practical actions and success criteria that are context relevant to implement the change.
Objective(s):

This assessment task addresses the following subject learning objectives (SLOs):

1, 2 and 3

This assessment task contributes to the development of the following Course Intended Learning Outcomes (CILOs):

B.1 and C.1

Type: Case study
Groupwork: Individual
Weight: 30%

Assessment task 2: Individual pre-reading presentations

Intent:

The presentations give an opportunity for participants to practice:

  1. Identifying, understanding and synthetising core concepts relevant to organisational change.
  2. Linking concepts to other theories and empirical studies.
  3. Translating concepts into their own context.
Objective(s):

This assessment task addresses the following subject learning objectives (SLOs):

1 and 2

This assessment task contributes to the development of the following Course Intended Learning Outcomes (CILOs):

B.1 and C.1

Type: Presentation
Groupwork: Individual
Weight: 40%

Assessment task 3: Group assignment

Intent:

The group assignment provides an opportunity to reinforce learning relating to all subject objectives, extending the learning into a specific, real organisation, into the domain of implementation, and within a team context.

Objective(s):

This assessment task addresses the following subject learning objectives (SLOs):

1, 2, 3, 4 and 5

This assessment task contributes to the development of the following Course Intended Learning Outcomes (CILOs):

B.1, C.1, E.1 and F.1

Type: Project
Groupwork: Group, group assessed
Weight: 30%
Length: Length for presentation in session 5

The final presentation should be no more than 12 slides in length. The group assignment provides an opportunity to reinforce learning relating to all subject objectives, extending the learning into a specific, real organisation, into the domain of implementation, and within a team context. A 20-minute presentation should be made to the class, followed by discussion. Slides for the presentation should be submitted to UTSOline. Assessment will be based on the presentation and associated discussion.

Minimum requirements

In order to pass the subject, a student must achieve an overall mark of 50% or more.

Required texts

There is no prescribed text for this subject. Aspects of the following text have been incorporated into the design and presentation of the subject, and participants may wish to purchase this text for reference: Palmer, I, Dunford, R and Akin, G (2006). Managing Organizational Change: A Multiple Perspectives Approach. McGraw-Hill / Irwin: New York.

References

Recommended and required readings for the subject for each session are published on UTSOnline.