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MGT8033 Leading Organisational Change

Semester 2, 2021 Springfield On-campus
Short Description: Leading Organisational Change
Units : 1
Faculty or Section : Faculty of Business, Education, Law and Arts
School or Department : School of Business
Student contribution band : Band 4
ASCED code : 080307 - Organisation Management
Grading basis : Graded


Examiner: Peter Murray

Other Requisites

Students are required to have access to a personal computer, e-mail capabilities and Internet access to UConnect. Current details of computer requirements can be found at


One major contemporary issue facing virtually all organisations is hyper competition and the exponential rate of change occurring in highly complex and dynamic environments - both externally and internally. Contemporary managers need skills to analyse the organisational environment including the ability to adjust to shifting market demands. There is a constant drive for organisational change - not only to survive but to be able to compete and be successful and sustainable. Contemporary leaders, managers or change agents need to focus on the continuous renewal of their organisation(s) on various fronts. Students in this course will learn how to lead and manage change for improved organisational performance across different contexts. As well, students will gain a solid understanding of how to create a sustainable organisation. The course will help practising managers to build skills and demonstrate competence in applying high level theoretical change concepts.


This course is a core foundational unit in the MBA and consists of many high level concepts. The material covers the planned approach to change and introduces ideas related to meta-models of change. The latter are ways of thinking about change, both from a life-cycle approach, a systems approach and a situational approach which is often called `situated learning' within the organizational learning literature. We take you on a journey of discovery here by first exploring how the various meta-models establish ways of thinking about and implementing change. We next examine interventions of change. Interventions are used as a solution for implementing change approaches. So if a CEO or a GM decides that a hard change approach is required such as restructuring the organization, interventions can be used to help her achieve various process milestones. The course seeks to explore both learning and change given that there are reciprocal relationships between thinking, behaviour and action. Change processes do not just happen. They have to be carefully planned out, linked to broader organizational goals and strategies and involve key systems and processes. We will learn in the course why change is about context, how context is (re)produced on a daily basis providing the basis by which people learn. But we will also learn how to challenge the context through change and learning.


On successful completion of this course students should be able to:

  1. critically discuss the complex nature of change including those factors that affect and enhance prospects for planned organisational change.
  2. analyse the processes, strategies and techniques which can be applied to lead, manage and facilitate high impact organisational change.
  3. use cognitive, technical and creative skills to identify, investigate, analyse and synthesise complex information, problems, concepts and theories to address complex ethical dilemmas as applied to change.
  4. apply critical thinking to evaluate, synthesise and critically review theoretical frameworks with other evidence to provide innovative solutions to real world problems.
  5. evaluate and apply the skills required for successful leadership of others, working in teams and working with people from diverse cultural and professional backgrounds in real time spaces.
  6. coherently communicate a sustained argument using appropriate means, including technology, to engage and communicate in ways that are effective, appropriate and persuasive (both orally and in writing) to diverse audiences including top management teams and senior executives to achieve target outcome.


Description Weighting(%)
1. The nature of organisational change 25.00
2. Interventions and techniques 40.00
3. Issues in managing organisational change 35.00

Text and Materials

ALL textbooks and materials available to be purchased can be sourced from USQ's Online Bookshop (unless otherwise stated). (

Please contact us for alternative purchase options from USQ Bookshop. (

Hayes, J 2018, The theory and practice of change management, 5th edn, Palgrave Macmillan, Basingstoke, England.

Reference Materials

Reference materials are materials that, if accessed by students, may improve their knowledge and understanding of the material in the course and enrich their learning experience.
Ackerman-Anderson, L & Anderson, D 2010, The change leader's roadmap: how to navigate your organization's transformation, 2nd edn, Pfeiffer, San Francisco, California.
Balogun, J & Hailey, VH 2016, Exploring strategic change, 4th edn, Financial Times Prentice Hall, Harlow, England.
Carnall, C 2014, Managing change in organizations, 6th edn, Financial Times Prentice Hall, Harlow, England.
Edwards, M, Williams, T & Benn, S 2018, Organizational change for corporate sustainability: a guide for leaders and change agents of the future, 4th edn, Routledge, London.
Graetz, F, Rimmer, M, Lawrence, A & Smith, A 2011, Managing organisational change, 3rd edn, John Wiley & Sons, Milton, Queensland.
(Australasian edition.)

Student Workload Expectations

Activity Hours
Directed Study 86.00
Independent Study 79.00

Assessment Details

Description Marks out of Wtg (%) Due Date Notes
ASSIGNMENT 1 100 50 08 Sep 2021
ASSIGNMENT 2 100 50 27 Oct 2021

Important assessment information

  1. Attendance requirements:
    Online: There are no attendance requirements for this course. However, it is the students' responsibility to study all material provided to them or required to be accessed by them to maximise their chance of meeting the objectives of the course and to be informed of course-related activities and administration.

    On-campus: It is the students' responsibility to attend and participate appropriately in all activities (such as lectures, tutorials, laboratories and practical work) scheduled for them, and to study all material provided to them or required to be accessed by them to maximise their chance of meeting the objectives of the course and to be informed of course-related activities and administration.

  2. Requirements for students to complete each assessment item satisfactorily:
    To satisfactorily complete an individual assessment item a student must achieve at least 50% of the marks. (Depending upon the requirements in Statement 4 below, students may not have to satisfactorily complete each assessment item to receive a passing grade in this course.)

  3. Penalties for late submission of required work:
    Students should refer to the Assessment Procedure (point 4.2.4)

  4. Requirements for student to be awarded a passing grade in the course:
    To be assured of receiving a passing grade a student must achieve at least 50% of the total weighted marks available for the course.

  5. Method used to combine assessment results to attain final grade:
    The final grades for students will be assigned on the basis of the aggregate of the weighted marks obtained for each of the summative assessment items in the course.

  6. Examination information:
    There is no examination in this course.

  7. Examination period when Deferred/Supplementary examinations will be held:
    Deferred and Supplementary examinations will be held in accordance with the Assessment Procedure

  8. University Student Policies:
    Students should read the USQ policies: Definitions, Assessment and Student Academic Misconduct to avoid actions which might contravene University policies and practices. These policies can be found at

Assessment Notes

  1. Harvard (AGPS) is the referencing system required in this course. Students should use Harvard (AGPS) style in their assignments to format details of the information sources they have cited in their work. The Harvard (AGPS) style to be used is defined by the USQ Library's referencing guide at

Date printed 8 November 2021