Unit 17 Understanding
and Leading Change
Unit code A/508/0529
Unit level 5
Credit value 15
Introduction
The aim of this
unit is to prepare students to anticipate, plan and deliver organisational
change. In addition students will be able to predetermine appropriate and timely
interventions required to maximise the benefits and minimise the risk of organisational
change.
On successful completion
of this unit students will have developed sufficient knowledge and understanding
of leadership in the context of organisational change to make an effective and immediate
contribution to the way in which an organisation determines and responds to change
drivers. Students will also be in a strong position to contribute to change initiatives
as well as to consider the strategies required to change resistors.
Learning
Outcomes
By the end of
this unit a student will be able to:
- Compare ways in
which change impacts on an organisation’s strategy and operations.
- Evaluate the influences
that drivers of change have on organisational behaviour.
- Determine how barriers
to change influence leadership decision-making.
- Apply a range of
leadership approaches to a change initiative.
Essential
Content
LO1 Compare ways
in which change impacts on an organisation’s strategy and operations
Change as a
constant requirement:
What is change
in a business context?
How does position
and perception influence a view of change as negative or positive?
Types of
organisational change:
To include structural
and strategic, and people and processes.
Drivers of
change:
Consideration of
internal and external drivers which could be based on a PEST and/or SWOT analysis.
Dealing with
change:
To include planned
and emergent change, strategies for change and the Bohner and Arnold Change Impact
Analysis.
LO2 Evaluate
the influences that drivers of change have on organisation behaviour
Change and the
impact on organisational behaviour:
Considering the
psychological impact of change on people.
How change impacts
on team dynamics and how people are led and managed.
Recognising
drivers of change:
Using
analytical tools such as PEST and SWOT. Selecting the most significant drivers in
a given context.
Responding to
drivers of change:
Using systems theory
and continuous improvement models to predict and proactively plan for change.
Using the
Burke-Litwen model to make the change process efficient and effective.
LO3 Determine
how barriers to change influence leadership decision-making
Initiated or
imposed change:
Deciding to be pre-emptive
and proactive or responsive and reactive will be based on the situation and the
nature/scope of the change.
Adaptive and
constructive change.
Barriers and
resistance to change:
Using a force field
analysis to understand likely opposition and support for change in a contemporary
context.
Schein’s organisational
culture model, self-efficacy perceptions and situational resistance when determining
barriers.
Leadership and decision-making:
Doing the right
thing is important when dealing with change as change mostly affects people. Decisions
should be considered with this in mind.
LO4 Apply a
range of leadership approaches to a change initiative
Situational leadership:
The context of
a task/activity/challenge determines the appropriate leadership style/approach.
Initiating
change:
Where change is
initiated then leaders have more control, more time and, therefore, more opportunity
to select the best approach to apply.
When change is imposed
then these opportunities are reduced or even negated.
Change
theories, concepts and models:
The key theories,
concepts and models, including Kotter’s 8-step Change model, Lewin’s change
management model, change through strategic communication, change and movement
through leadership, the principles of change leadership.
Learning
Outcomes and Assessment Criteria
|
Pass
|
Merit
|
Distinction
|
|
LO1 Compare ways in which change impacts on an organisation’s
strategy and operations
|
|
|
P1 Compare
different organisational examples where there has been an impact of change on
an organisation’s strategy and operations.
|
M1 Assess the
different drivers for change in each of the given examples and the types of
organisational change they have affected.
|
LO1 and LO2
D1 Draw conclusions and recommendations with valid
justifications for planning effectively for change and applying change impact
analysis.
|
|
LO2 Evaluate the influences that drivers of change have
on organisational behaviour
|
|
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P2 Evaluate
the ways in which internal and external drivers of change affect leadership,
team and individual behaviours within an organisation.
|
M2 Critically
evaluate the long term implications of internal and external drivers of change
within an organisation.
|
|
|
P3 Evaluate
measures that can be taken to minimise negative impacts of change on organisational
behaviour.
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|
|
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LO3 Determine how barriers to change influence
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|
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leadership decision-making
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|
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P4 Explain
different
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M3 Use force
field
|
D2 Make valid decisions
|
|
barriers to
change and
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analysis to
analyse both
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and outcomes based on
|
|
determine how
they
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driving and
resisting
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force field analysis in the
|
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influence
leadership
|
forces to show
how they
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context of meeting
|
|
decision-making
in a
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influence
decision-making
|
organisational objectives.
|
|
given organisational
|
in a given organisational
|
|
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context.
|
context.
|
|
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Pass
|
Merit
|
Distinction
|
|
LO4 Apply a range of leadership approaches to a change
initiative.
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D3 Critically evaluate the effectiveness of leadership
approaches and models of change management.
|
|
P5 Apply
different leadership approaches to dealing with change in a range of
organisational contexts.
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M4 Evaluate the
extent to which leadership approaches can deliver organisational change
effectively applying appropriate models and frameworks.
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