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Module Specifications

Current Academic Year 2012 - 2013
Please note that this information is subject to change.

Module Title
Module Code
School
Online Module Resources

NFQ level 9 Credit Rating
Pre-requisite None
Co-requisite None
Compatibles None
Incompatibles None
Description
This module builds upon previous modules and provides an opportunity for healthcare professionals to focus on the process and outcomes of leading organisational change. Students will explore different theoretical approaches to change management and develop skills and competencies that can support decision making, mobilisation and achievement of results The relationships between governance, context and the contested nature of power and politics in organisations will receive a full treatment. Both normative and critical models of change will be examined. The module will be experiential and case based in focus, providing participants with the opportunity to examine their own reactions to change and develop practical strategies for effecting change in their organisation. Through the use of a number of self-diagnostic tools, participants will become more aware of their own styles and the challenges they face both as individuals and as members of teams and organisations when leading change. ‘Leading from the middle’ in effecting change will be particularly emphasised, especially the use of collaboration, influence and persuasion techniques.

Learning Outcomes
1. Explain the key models and processes underpinning the leadership of organisational change at various levels of the organisation
2. Discuss the key challenges and debates relating to leading organisational change in a patient centred setting
3. Evaluate a problem context and recommend an appropriate approach to leading organisational change
4. Apply leading organisational change principles to emerging organisational situations
5. Self-evaluate their developmental needs, in terms of leading organisational change competencies and establish associated developmental goals
6. Demonstrate a professional and ethical approach to leadership



Workload Full-time hours per semester
Type Hours Description
Lecture24No Description
On-line learning24Moodle Assisted Learning - vid/pod casts, chat rooms, interactive resources etc
Group work12Team-based activity
Assignment60Assessment Related Learning
Independent learning time110No Description
Directed learning20Reflection Process
Total Workload: 250

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
Leading organisational change – Debates, evidence and best practice..
Understanding the theoretical and historical background of leading change in organisations. Alternate perspectives and evidence..

Leading organisational change.
Competencies, models and approaches. Assessing competencies and their validity in context.

Self - leading organisational change.
Self-assessment, self-awareness and self-regulation. Diagnosis and development..

The centrality of context on leading organisational change.
Understanding the internal and external political, economic and social context and how it influences the leadership of organisational change..

Leading organisational change in practice.
The application and knowledge of leading organisational change; the skill of leading from the middle; leading for results..

Assessment Breakdown
Continuous Assessment% Examination Weight%
Course Work Breakdown
TypeDescription% of totalAssessment Date
AssignmentProject proposal for leading an organisational change100%n/a
Reassessment Requirement
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
Indicative Reading List
  • Beerel, A: 2009, Leadership & Change Management, London: Sage,
  • Carroll., S. and Flood, P: 2010, Persuasive Leadership: Lessons from the Arts, London and New York: Wiley Blackwell,
  • Currie, G.; Ford, J., Harding, N., Learmonth, M: 2009, ed Public Services Management: A Critical Approach, Routledge (Publisher's Series: Routledge Studies in Public Management edited by Osborne, S) HSE (2008) Improving our services: A user’s guide to managing change in the Health Service Executive., Dublin: Health Service Executive.,
  • Cummings T.G. & Worley, C.G: 2008, Organization Development and Change, 9th Ed., Ohio: South-Western College Publishing.,
  • Mc Dermott , A and Flood, P.C: 2010, Leadership in Ireland, Dublin: Blackhall Publishing,
  • Mc Kee, L., Ferlie, E. and Hyde, P: 2008, Eds. Power and Change in Health care organizations, Palgrave Macmillan.,
  • Parkin, P.: 2009, Managing Change in Healthcare: Using Action Research, London: Sage.,
  • Buchanan, D., Fitzgerald, L. and Ketley, D: 2007, The sustainability and spread of organisational change, London: Routledge,
Other Resources
1191, Iles, V. & Cranfield, S., 2004, Developing change-management skills., London: National Co-ordinating Centre for NHS Service Delivery and Organisation.,
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