Managing Strategic Change

Unit Reference Number

R/618/5989

Unit Title

Managing Strategic Change

Unit Level

8

Number of Credits

20

Total Qualification Time (TQT)

200 hours

Guided Learning Hours (GLH)

100 hours

Mandatory / Optional

Mandatory

Sector Subject Area (SSA)

15.3 Business Management

Unit Grading Structure

Pass / Fail

Learning Outcomes – The learner will:

Assessment Criteria – The learner can:

Indicative contents

1.  Be able to evaluate how organisational change occurs and how context influences change.

1.1  Critically evaluate change theories and analyse the relationship between leadership and change agents.

1.2  Critically evaluate how organisational structure and leadership influences the characteristics and attributes of change agents.

1.3  Critically evaluate the challenge of change and the effectiveness of change agents.

• Characteristics of effective change leaders and agents: attitudes, values and behaviour of change agents’ e.g. courageous leadership, recognise growth opportunities; demonstrates flexibility and resilience; explores alternative perspectives
• Self-reflection: This includes reflecting on own attitudes, values and behaviour and identifying areas of change required to be an effective change agent.
• Practical application: evaluate the effectiveness of a change agent’s knowledge skills and competencies and action plan and developing relevant skills and competencies. Also understand how organisational structure can influence these.

2.  Be able to develop and implement a strategic organisational change.

2.1  Assess and select relevant theories and tools and techniques to implement and manage change.

2.2  Develop a plan to implement a change in an organisation.

2.3  Develop measures to monitor and evaluate progress of the change plan.

• Change theories and strategic management models

• Different approaches to organisational change: This include in depth understanding of principles of change, organisational change processes and the different approaches possible

• Causes of change: Explain external and internal triggers of change and innovation: changes in markets, economic downturns, legislation, demographics, mergers and acquisitions, re-engineering, TQM, organisational constraints e.g. human and financial resources etc. Appraise these triggers of change and innovation
• Change models: 7-S seven step model, Lewin’s three step change models, Kotter, Kuber-Ross, ADKAR etc.
• Tools and techniques for organisational change management: pay off matrix, threat/ opportunity matrix, stakeholder analysis/ influence, backwards imaging, attitude charting, risk management, teambuilding etc.

3.  Be able to analyse stakeholder responses to organisational change.

3.1  Assess possible risks associated with an organisation’s change process.

3.2  Apply a stakeholder analysis to understand possible resistance to change.

3.3  Critically appraise relevant strategies to manage resistance to change in organisations.

• Stakeholder analysis: Power/Interest Matrix, Transformations of Freeman’s model and the evaluation of Fassin’s model
• Influences on change: impact of external factors such as globalisation, mergers and acquisitions, exchange rate changes etc. on organisations. Internal factors such as culture, attitude, resources, etc. also should be considered.

• Measuring progress: goal and process-based evaluation, outcome-based evaluation, quality circles, milestones, benchmarks etc.

4.  Be able to evaluate the role of organisational culture in change management.

4.1  Critically review the different organisational cultures and how that influences communications and power relations.

4.2  Evaluate cultures influence on Strategy and change management.

4.3  Critically appraise relevant strategies to manage resistance to change.

• Cultural models and organisation change

• Managing major changes by appreciating the change architecture and the strategies for change

• Principles of change: Understand the basic principles of organisational change such as systematic change for the humans, start at the top, involve all the levels, effective communication, create clear responsibilities, consider cultural aspects, prepare for the contingencies, individual focus, etc.

5.  Be able to develop a toolbox to manage oneself when involved in complex change projects, whether in a leading, participating, or consulting role.

5.1  Evaluate the role of the individual in the change management process.

5.2  Apply change management in an organisational setting.

5.3  Evaluate how to monitor the effect of the change management processes.

• Diagnosing change, managing major strategic change for organisational effectiveness and learning from change
• Strategic convergence: a new model for organisationsal change
• Practical application: Identify and appraise real life examples of the organisational change process