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You will have gained a systematic understanding and critical appreciation of leadership and management of organisational change in organisations operating in a global environment

Module summary

In order to thrive in an increasing competitive and global environment an organization must pay attention to its continual effectiveness and development. An underlying feature of the successful organization is its ability to adapt to change. Change can be driven by a number of different forces, including customers, markets and technology. Yet research shows that most change initiatives fail to accomplish their intended outcomes and may even limit the potential of an organization and its people. The consequences of not managing change effectively can be devastating and long lasting, so it’s important that managers ensure they have the skills, knowledge and credibility within their organization to be champions of change. Managers have a clear role and responsibility to ensure that issues like employee voice, individual and cultural differences as well as skills development are appropriately and effectively addressed as part of change management.

Learning Outcomes

On successful completion of this module you will be able to:

  1. You will have gained a systematic understanding and critical appreciation of leadership and management of organisational change in organisations operating in a global environment. You will learn how to lead and manage complex organizational change situations both systematically and creatively, making sound judgments and formulating and communicating successfully your vision to tackle and solve situations of organisational change.
  2. You will also have acquired important cognitive skills. You will be able to recognise the need for and initiate change and will learn how to manage change; you will be able to develop a change strategy as well as to display leadership and organisation development skills, by selecting appropriate leadership styles for different situations; setting objectives, motivating, monitoring performance, coaching and mentoring.


Assessment information

Your assessment has a Formative element and a Summative element.

Assessment information


  • Formative and Summative assignments briefs and hand in dates made available for students in week 1
  • Assessment clinics - replaced with an Assessment discussion board for students to ask general questions.
  • Assignment submission points - for formative submission and draft summative submission - to allow for confidential tutor feedback

Assessment brief description changes

Suggested changes for online, to allow for asynchronous written feedback from the tutor:

Formative feedback

The purpose of the formative submission is to receive written feedback and to be advised what are the points with most radical potential to improve the work. You also have one opportunity to receive written feedback (points with the most radical potential to improve the work) for your summative draft in progress.

Note however that we will not provide any indicative marks on the formative or summative assessment draft at any time. Should you perceive any formative feedback in such a way, then please note that it is not binding for your marking. Markers can also change and you have no entitlement to be marked by the module convenor or tutors. You will have gained a systematic understanding and critical appreciation of leadership and management of organisational change in organisations operating in a global environment

How will your work be assessed? 

Your work will be assessed by a subject expert who will use either the marking criteria provided in the section “Instructions for assessment”or the Marking rubric enclosed in the Appendix, as appropriate for this module. When you access your marked work it is important that you reflect on the feedback so that you can use it to improve future assignments.

Referencing and submission

You must use the Harvard System.

The Business School requires a digital version of all assignment submissions. These must be submitted via Turnitin on the module’s Moodle site. They must be submitted as a Word file (not as a pdf) and must not include scanned in text or text boxes. They must be submitted by 2pm on the given date. For further general details on coursework preparation refer to the online information atStudentZone,http://studentzone.roehampton.ac.uk/howtostudy/index.html.

Mitigating circumstances/what to do if you cannot submit a piece of work or attend your presentation

The University Mitigating Circumstances Policy can be found on the University website: Mitigating Circumstances Policy


Marking and feedback process

Between you handing in your work and then receiving your feedback and marks within 20 days, there are a number of quality assurance processes that we go through to ensure that students receive marks which reflects their work. A brief summary is provided below.

  • Step One – The module and marking team meet to agree standards, expectations and how feedback will be provided.
  • Step Two – A subject expert will mark your work using the criteria provided in the assessment brief.
  • Step Three – A moderation meeting takes place where all members of the teaching and marking team will review the marking of others to confirm whether they agree with the mark and feedback
  • Step Four – Work then goes to an external examiner who will review a sample of work to confirm that the marking between different staff is consistent and fair
  • Step Five – Your mark and feedback is processed by the Office and made available to you.

Student checklist

  • At the end of this module, you will be able to track your achievement through the module progress bar.
  • The module progress bar is based on you completing a weekly checklist to review your learning for every week. You will have gained a systematic understanding and critical appreciation of leadership and management of organisational change in organisations operating in a global environment


Full reading list

Essential Readings

Clegg, S., Courpasson, D., & Phillips, N. (2006) Power and Organizations. Sage. eBook

Hodges, J. (2016) Managing and Leading People through Organizational Change. Kogan Page. eBook.

Hughes, M. (2010) Managing Change: A Critical Perspective. CIPD.

Lawson, K. (2011) The Trainer`s Handbook of Leadership Development : Tools, Techniques, and Activities. Center for Creative Leadership. https://ebookcentral.proquest.com/lib/roehampton-ebooks/detail.action?docID=697952
Raelin, J. A. (ed.) (2016) Leadership-As-Practice: Theory and Application. Routledge.

Schein, H.E. (2016) Organizational Culture and Leadership (5th ed.). San Francisco: Jossey-Bass. eBook

Senior, B. & Swailes, S. (2020) Organizational Change (6th ed.). Harlow: Pearson. eBook

Smith, P., Farmer, M., Yellowley, W. and Smith, P. (2012) Organizational Behaviour, Routledge. eBook

Recommended Readings
Buchanan, D.A. (2007) “You stab my back, I’ll stab yours”: Management experience and perceptions of organizational political behaviour. British Journal of Management, 19(1) pp. 49–64. (Business Source Premier database)

Buchanan, D. & Badham, R. (1999) `Politics and Organizational Change: The Lived Experience`. Human Relations, 52(5), pp. 609-629. https://journals.sagepub.com/doi/abs/10.1177/001872679905200503

MacKenzie, R and Marks, A. (2018) Older Workers and Occupational Identity in the Telecommunications Industry: Navigating Employment Transitions through the Life Course. Work, Employment and Society, p.1-17. Open Access version available: https://journals.sagepub.com/doi/pdf/10.1177/0950017018760212

Kirton, G and Greene, A. M. (2016, 4th edition) The Dynamics of Managing Diversity. Routledge. Ebook.

Rothwell, W.J. et al. (2015) Practicing Organization Development: Leading Transformation and Change. John Wiley & Sons.

Storberg-Walker, J. & Haber, C. (2016) Theorizing Women & Leadership: New Insights & Contributions from Multiple Perspectives. Information Age Publishing. Ebook


Further Reading

Blanchard KH, Hersey P. (1996), Revisiting the Life-Cycle Theory of Leadership, Training & Development 50(1):42. (Business Source Premier database).

Butler, P &Tregaskis, O. (2018) Distributed leadership and employee cynicism: Trade unions as joint change agents, Human Resource Management Journal, 28(4) 540-554.

Collinson, J.A. (2006) Just ‘non-academics’? Research administrators and contested occupational identity. Work, employment and society, 20(2): 267–288. You will have gained a systematic understanding and critical appreciation of leadership and management of organisational change in organisations operating in a global environment

Dinh, J., Lord, R., Garnder, W., Meuser, J., Liden, R.C. & Hu, J. (2014) Leadership theory and research in the new millennium: Current theoretical trends and changing perspectives. Leadership Quarterly 25(1) pp. 36–62. (available on Business Source Premier)

Durbin, S., Lopes, A., & Warren, S. (in press). Challenging male dominance through the substantive representation of women: The case of an online women’s mentoring platform. New Technology, Work and Employment, https://doi.org/10.1111/ntwe.12166. Available from https://uwe-repository.worktribe.com/output/6001070

Knoll, M., Redman T. (2016) Does the presence of voice imply the absence of silence? The necessity to consider employees’ affective attachment and job engagement,Human Resource Management, Vol 55 No 5, pp829-844


Noon, M. (2018) ‘Pointless Diversity Training: Unconscious Bias, New Racism and Agency’, Work, Employment and Society, vol. 32, 1: pp. 198-209. (Sage database)

Pritchard, K. & Simon, G. (2011) Identity on the line: constructing professional identity in a HR call centre. Work, Employment and Society 25(3) 434–450.

Ryan, M.K and Haslam, A. (2007) The Glass Cliff: Exploring the Dynamics Surrounding the Appointment of Women to Precarious Leadership Positions, Academy of Management ReviewVol. 32, No. 2. (Business Source Premier database).

Saunders, MN and Thornhill, A (2003) Organizational justice, trust and the management of change: an exploration. Personnel Review 32(3), 3pp.60-375 (Emerald database).

Turnbull, S. (2002) The planned and unintended emotions generated by a corporate change program. Advances in Developing Human Resources 4(1), pp.22-38. https://journals.sagepub.com/doi/abs/10.1177/1523422302041003

Van Nistelrooij, A. & Sminia, H. (2010) Organization development: what`s actually happening? Journal of Change Management. 10(4) pp. 407–420. (Business Source Premier database).

Relevant Academic Journals

  • Work, employment and society
  • Human Resource Management Journal
  • Journal of Change Management
  • Leadership Quarterly
  • Training & Development

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