Change Management Module: International and Intercultural Phenomenon

The module focuses on change as an international and intercultural phenomenon that crosses national cultures and facilitates dynamic capability building.

The assessments in this module are aimed at advancing integrative knowledge and understanding, bridging the theory-practice divide, developing individual analytic capabilities and multi-cultural team working competencies, and encouraging transformational thinking both at the organisational

and individual student levels. All module content will fully reflect the global business environment

and utilise examples from real life cases.

On successful completion of this module students should be able to:

· Demonstrate and in depth understanding of theoretical and practical models of change and

related implications for managing change in practice - CW1/CW2

· Critically investigate the sophisticated interrelationships between forms of change, approaches to change and their relevance for alternative organisational design options in the international arena - CW1

· Appraise the roles of strategic partners and leaders and evaluate their distinct and combined contributions for successful ethical and socially responsible change - CW2

· Design creative and practicable strategies for change that reflect contextual and ethical sensitivity, critical analysis and synthesis - CW2

· Apply knowledge and understanding gained from the change management field on workplace case studies - CW1/CW2

The analysis which is required to be presented as a written report must highlight the key issues impacting on the Case Study organisation with an analysis of their implications for the company and its place in society. The report should conclude with a brief indication of recommended action.

Detailing the title of the report, the name of the author and programme of study, word count and the submission date

Executive Summary Key elements of the report including report aim, case context and key issues, implications and indication of the way forward comprehensively and well summarised on a single page

Detailing the title of the report, the names of the authors and programme of study, word count and the submission date.

Executive Summary Key elements of the report including report aim, case context, key issues and implications, main recommendations in design for change and analysis of implications for the case organisation comprehensively and well summarised on a single page.

A Contents Page Detailing content headings and page numbers, and list of appendices and page numbers.

Introduction The aim, scope and structure of the report are succinctly set out, with a brief theoretically supported elaboration of the topic (Change).

Case Overview Succinct overview of case context.

Diagnosis and Analysis Clear and succinct identification of the key issues impacting on Case Study organisation (strengths, opportunities, weaknesses and threats) and insightful assessment of the combined current and future implications for the organisation, reflecting sensitivity to CSR  and Business Ethics. The discussion should be well supported by appropriate sources, effectively scoped, logically structured, appropriately detailed and show evidence of wider reading. Where relevant, arguments made should be linked to appropriate theory. (Whilst it is valuable to use a range of diagnostic tools to assist with the analysis of the status quo, this section should focus on the results and analysis of implications).