|Short Description:||Leading Organisational Change|
|Faculty or Section :||Faculty of Business, Education, Law and Arts|
|School or Department :||School of Management and Enterprise|
|Student contribution band :||Band 3|
|ASCED code :||080307 - Organisation Management|
|Grading basis :||Graded|
|Version produced :||1 June 2020|
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 http://www.usq.edu.au/current-students/support/computing/hardware.
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.