Module: Managing Change and Transformation

Module Specifications..

Current Academic Year 2023 - 2024

Please note that this information is subject to change.

Module Title	Managing Change and Transformation
Module Code	MT339
School	DCUBS
Module Co-ordinator	Semester 1: Regina Connolly Semester 2: Dermot Duff Autumn: Dermot Duff
Module Teachers	Regina Connolly Dermot Duff
NFQ level	8	Credit Rating	5
Pre-requisite	None
Co-requisite	None
Compatibles	None
Incompatibles	None

Coursework Only

Description

This module provides student with a strong conceptual foundation that will enable them to identify the potential within specific digital technologies to transform organisations and to understand how those opportunities and challenges can be successfully managed. Students will learn the key concepts of digitalisation and how organisations can proactively manage the transformation process, so as to grow and compete in a sustainable way during periods of change and uncertainty. In Industry 4.0, technology is disrupting, advancing and challenging business in new ways. This module addresses contemporary management challenges, emerging trends and the role of technology in shaping both industry and the future of work. Participants will examine traditional and emerging barriers to change, whilst also developing their knowledge of diagnosing and managing change using existing frameworks. A focus of the module is on the disruptive role that technology plays in shifting organisations’ structure, strategy and ability to better leverage opportunities made available by better understanding the role of interpreting and analysing data for decision making. Critically, this includes addressing the role of design and planning in technology-supported strategic action.

Learning Outcomes

1. Critically analyse how current issues and emerging trends are impacting management and the implications for creating an agile organisation
2. Explain digital transformation in an organisation
3. Critically assess both the forces of change and the typical barriers to change that exist within organisations.
4. Demonstrate knowledge and understanding of the variety of strategies that can be employed to diagnose and manage change.
5. Demonstrate knowledge of the digital security and risk management challenges facing contemporary organisations and tactics for their management.
6. Critically analyse the the ethical, social and political issues surrounding digital transformation and their organisational implications.
7. Use management tools and techniques to analyse case studies and provide suitable recommendations including understanding the role of interpreting and analysing data for decision making.

*Type*	*Hours*	*Description*
Workload	Full-time hours per semester
Lecture	18	Formal Lectures
Group work	35	Working within group on assignment
Independent Study	60	independent study and study for MCQ
Independent Study	12	Assigned readings / case studies
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

Change and Digital Transformation
Surviving the 4th Industrial Revolution: Understanding change & key challenges Differentiating between digitization, digitalisation and digital transformation How digital disrupts: The lifecycle of a technology; Implications for services The five domains of digital transformation: Customers, competition, data, innovation and value.

Framing the Digital Challenge: The agile organisation:
The agile context model and operating in the ambiguity zone Building velocity through continuous innovation Using the Matrix of Change tool to plan cohesive digital transformation Models of change and accountability (e.g. Lewin’s / Greiner’s model Digital-native processes: Design thinking, agile and lean Developing a learning culture: Fixed and growth mindsets.

Reinventing the organisation’s business model
New approaches to digital business model development Digital transformation analysis of business processes How to adapt your value proposition and create a disruptive business model.

Developing a Digital-Inclusive Business Strategy.
Framework for developing and executing a digital-inclusive strategy. Velocity of Change: How to define opportunities and leverage resources. From opportunity to action: The planning pyramid. Challenges associated with digital inclusive strategy formulation.

Using digital technologies to know your market
The role of data in decision making. Using digital technologies to undertake market research. Modelling online consumer behaviour and the changing nature of exchange; Online consumers: understanding online purchasing decision making; Using technology to better create a compelling consumer experience.

Implementation and Alignment
Managing people to ensure benefit realization, governance and alignment challenges, organisational capital and complementary innovations.

Challenges: Security and Risk Management
The scope of the digital security problem, the tension between security and other values, main security threats. Risk analysis of assets, impacts and threats; Developing a risk management policy; Vulnerability management: people controls, logical access control, network security, response controls; Auditing and post audit improvement, Risk Management paradigm and best practice.

Ethical, social and political issues related to digital transformation.
The changing landscape of cybercrime, morality and ethics; Protecting personal information and the privacy paradox; Desirable practices for privacy policies; Privacy by design; Core ethical foundations related to analytics and data science work; Collection and usage of data and data science processes; Ethical frameworks and their practical application in a digitized context; Ethical guiding principles for decision-making.

Assessment Breakdown
Continuous Assessment	0%	Examination Weight	100%

Type	Description	% of total	Assessment Date
Course Work Breakdown
Group assignment	Group assignment allocated	30%	n/a
Assignment	Individual case study	50%	n/a
Loop Quiz	MCQ	20%	n/a

Reassessment Requirement Type
Resit arrangements are explained by the following categories; 1 = A resit is available for all components of the module 2 = No resit is available for 100% continuous assessment module 3 = No resit is available for the continuous assessment component
This module is category 1

Indicative Reading List

Chaffey 2014,: 0, E-business & E-commerce Management: Strategy, Implementation & Practice, 6th edition Ed., Pearson.,
Myers, P, Hulk, S, and Wiggins, L. (2012): 0, Organizational Change: Perspectives on Theory and Practice. Oxford: Oxford University Press.,
Piperopoulos, Panos G, (2012) Entrepreneurship, innovation and business clusters eBook, Electronic resource, Book. English. Published Farnham, Surrey, England: Gower.: 0, Entrepreneurship, innovation and business clusters eBook, Electronic resource, Book. English. Published Farnham, Surrey, England: Gower.,
Senior, B and Swailes, S (2020): 0, Organizational Change, 6th Ed. Edinburgh: Pearson/Prentice Hall.,
Kane, G., Phillips, A.N., Copulsky, J.R. and Andrus, G. (2019),: 0, The Technology Fallacy: How People are the real key to digital transformation, The MIT Press.,
Westerman, G., Bonnet, D. and McAffee, A. (2014): 0, Leading Digital, HBR Press.,

Other Resources

None

Programme or List of Programmes

AF	BA in Accounting and Finance
BS	Bachelor of Business Studies
BSE	Bachelor of Business Studies (Exchange)
BSI	Business Studies ( with INTRA )
EBC	BA in Global Business (Canada)
INTB	Bachelor Business Studies International

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