Current Academic Year 2024 - 2025
All Module information is indicative, and this portal is an interim interface pending the full upgrade of Coursebuilder and subsequent integration to the new DCU Student Information System (DCU Key).
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Date posted: September 2024
| Module Title |
People & Change |
| Module Code |
HR5019 (ITS) / MNA1062 (Banner) |
|
Faculty |
DCU Business School |
School |
DCU Business School |
| Module Co-ordinator | Brian Harney | | | Module Teachers | Kathryn Mccarthy | |
|
NFQ level |
9 |
Credit Rating |
5 |
|
Pre-requisite |
Not Available |
|
Co-requisite |
Not Available |
| Compatibles |
Not Available |
| Incompatibles |
Not Available |
|
Coursework Only
|
Description
To provide students with a deep strategic understanding of the change agenda and challenges in the contemporary business context. The module's learning environment will enable students to reflect on, explore and analyse best practice theories, models and approaches in leading people through change.
|
Learning Outcomes
1. Fully understand the key theoretical aspects of organisational change in a dynamic environment and the application of these theories in practical scenarios
2. Assess the critical success factors and key issues relating to change in organisations
3. Understand the roles of organisational culture, leadership, and organisation processes and dynamics in leading change.
4. Formulate change management strategies and activities to support organisation design and realignment outcomes.
|
| Workload |
Full-time hours per semester |
| Type |
Hours |
Description |
| Lecture | 24 | No Description | | Independent Study | 101 | No Description | | Total Workload: 125 |
All module information is indicative and subject to change. For further information,students are advised to refer to the University's Marks and Standards and Programme Specific Regulations at: http://www.dcu.ie/registry/examinations/index.shtml
|
Indicative Content and Learning Activities
|
| Assessment Breakdown | | Continuous Assessment | 100% | Examination Weight | 0% |
| Course Work Breakdown |
| Type | Description | % of total | Assessment Date |
|---|
| Group assignment | 1. In groups of 5 to answer questions on a case study
(fictional) regarding a merger which was neither
well planned nor well managed.
(Rubric to be developed)
Groups to assune role of a leader appointed to
address the fallout of the poorly managed change
and how to remedy. Ref to theories, case studies etc | 30% | n/a | | Essay | 2. An individual written reflection on the change
management tool/theory which you consider has
the most relevance in the current VUCA business
climate. Consider how it could have added value to a
org change you experienced or who you might apply
it to a current change process. What are the strengths
and weaknesses of this model…....support with ref
to contemporary articles etc….. | 50% | n/a | | Assignment | 3. An individual oral presentation (recorded and
submitted on Loop
Max three minutes regarding the significance of
communications in the change management process
What are the key aspects of a comms plan
What are the critical success factors
Possible Pitfalls etc | 20% | n/a |
| Reassessment Requirement Type |
Resit arrangements are explained by the following categories:
Resit category 1: A resit is available for both* components of the module.
Resit category 2: No resit is available for a 100% continuous assessment module.
Resit category 3: No resit is available for the continuous assessment component where there is a continuous assessment and examination element. |
| * ‘Both’ is used in the context of the module having a Continuous Assessment/Examination split; where the module is 100% continuous assessment, there will also be a resit of the assessment |
| This module is category 1 |
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Indicative Reading List
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Other Resources
None |
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