Strategic Change Management

Unit Aims

The aim of this unit is to develop learners’ understanding of classic and contemporary theories of change management and how they apply to contemporary organisations in the globalised world, with the identification and use of change models. Learners will understand the personal characteristics of change agents as well as the evaluation and development of leadership skills to meet current and future change management roles.

Learning Outcomes and Assessment Criteria

Assessment

To achieve a pass for this unit, learners must provide evidence to demonstrate that they have fulfilled all the learning outcomes and meet the standards specified by all assessment criteria.

Indicative contents

Be able to evaluate change agent’s knowledge, attributes skills and development

• Characteristics of effective change 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 your 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.

Be able to apply approaches to organisational change and relevant processes

• 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. 1.1 Critically analyse the relationship between leadership and change agents.
• 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
• Practical application: Identify and appraise real life examples of the organisational change process

Be able to independently create a plan to implement effective change within an organisation

• 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.
• 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.

Be able to identify stakeholders affected by organisational change

• Potential resistance to change: organisational culture and behaviour, organisational policies, power and the influence of individuals and groups
• Types of conflicts: inter-personal, intra personal, inter group
• Sources of conflicts: poor communication, poor leadership, different styles, conflicting personalities, different perceptions, conflicting goals, limited resources capabilities
• Managing conflicts: Integrating; obliging; avoiding; compromising
• Practical application: Appraise real life examples of the change process and its implementation