Leading Policy and Organisational Change

About this subject

What you'll learn

• Topics covered

  • Intro & Change Agent Models
  • The Planned Approach to Change
  • Ethics & CSR During Change
  • Change Attitudes
  • Change Leadership
  • Entry & Contracting Stage of Change
  • Diagnosis I
  • Diagnosis II & Feedback
  • Change Interventions
  • Evaluation & Institutionalisation of Change
  • Review

• Description

  Note: This subject was previously titled "Organisational Change."

  From the mid-18th century to the present time we have witnessed a series of major technological innovations that have transformed business, work and jobs. Examples include the steam engine, electricity and steel, Henry Ford's production line system of manufacturing and, nearer our own time I.T. biotechnology and nanotechnology. The Austrian economist, Joseph Schumpeter famously referred to such innovations as "gales of creative destruction" old industries being swept away, to be replaced by new ones. Schumpeter's gales of creative destruction continue to impact business, work and jobs. Organizations now have to compete globally; organizational structures have to be flatter, work contracts more flexible, business functions more interlinked, and strategies more innovation-based. Business has become a learning race, with human talent and intangible intellectual capabilities at its core. This course is about how contemporary organizations are dealing with these issues and what we can learn from their attempts to anticipate, adjust to and take advantage of change. The course is both theoretical and practical with insights being provided from the academic literature and businesses. We will look at change from an organizational perspective and seek the answers to a number of questions that are important to those of us that live our lives in organizations. What is happening in the world that may deliver changes in the future? What is the best way to manage change? What do I do if I am asked to lead a change? How do we effectively implement a change? What do we do about resistance? How can we better adapt to the changes we encounter as employees?

• Assessments

  • Individual Report (50%)
  • Take-home exam (50%)

• Textbooks

  For textbook details check your university's handbook, website or learning management system (LMS).

• About Griffith University

  With a network of campuses spanning three cities in South East Queensland, Griffith University is committed to progressive multidisciplinary teaching and research and a valuable online provider with Open Universities Australia. Already attracting students from over one hundred countries, Griffith's dedication to academic excellence is available across Australia through OUA.

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Entry requirements

Part of a degree

To enrol in this subject you must be accepted into one of the following degrees:

Elective

• UNE-PRO-GCE-2023 - Graduate Certificate in Professional Practice
• GRF-EMP-MAS-2023 - Master of Human Resource Management and Employment Relations
• GRF-EMP-MAS-2023 - Master of Human Resource Management and Employment Relations
• OUA-PSU-GCE-2023 - Postgraduate Single Subjects

Additional requirements

• Software requirements - Microsoft Excel