Organisational Change and Transformation in the 21st Century

BMAN31631 Organisational Change and Transformation in the 21st Century 20 Semester 1 Undergraduate Level 3 Christine McLean Unit coordinator 1 FHEQ level (Framework for Higher Education Qualifications) ' Last part of a Bachelors ' European Credit Transfer & Accumulation System Rating : 10.0 You may be thinking about becoming a consultant, business analyst, marketing specialist, accountant, human resource manager, entrepreneur, international relations manager, software developer, researcher, operations manager, etc. The list is endless. Whatever your choice of career progression, you will require a range of skills in critical thinking, problem-solving, organisational analysis and report writing. Within this course we will focus on different dilemmas and controversies and analyse these through different images of organisations and critical analysis. In particular, we will draw on specific real-life examples, and case studies (Smart Cities; Airport Terrorism, Lean Manufacturing; Educational Reform in Schools; the Palm Oil Crisis, etc.). For you own project work you can develop one of the case study areas initially examined in class or select your own controversy to focus on in more depth. Individual feedback is also a key part of this course especially when applying the ideas and skills you develop during the course to real-life case studies. You will therefore receive feedback on your ideas and work during the course in order support this learning experience and to develop your understanding of the issues. You may be thinking about becoming a consultant, business analyst, marketing specialist, accountant, human resource manager, entrepreneur, international relations manager, software developer, researcher, operations manager, etc. The list is endless. Whatever your choice of career progression, you will require a range of skills in critical thinking, problem-solving, organisational analysis and report writing. Within this course we will focus on different dilemmas and controversies and analyse these through different images of organisations and critical analysis. In particular, we will draw on specific real-life examples, and case studies (Smart Cities; Airport Terrorism, Lean Manufacturing; Educational Reform in Schools; the Palm Oil Crisis, etc.). For you own project work you can develop one of the case study areas initially examined in class or select your own controversy to focus on in more depth. Individual feedback is also a key part of this course especially when applying the ideas and skills you develop during the course to real-life case studies. You will therefore receive feedback on your ideas and work during the course in order support this learning experience and to develop your understanding of the issues. The main aim of this course is to provide you with the skills and abilities to reflect on a range of issues concerning innovation, change and development within organizations and society. This will include developing the ability to see beyond and unpack simple accounts in order to develop more creative, socially responsible and innovative images of change and development. In particular, we will use different images to study a range of practices, developments, projects and controversies connected to real-life examples. In addition to studying a range of approaches and case studies, this course will also provide you with the opportunity to select a particular issue, innovation, device or set of organizational practices that you may wish to explore in greater detail. Within this project, you will apply the ideas and images you have developed during the course to your chosen case study in the area of innovation, development and change. The coursework represents 100% of your assessment although formative group work and feedback will also be provided as part of the ongoing learning and development process. This will include individual feedback on your first essay and support in the development of your project work. On completion of this course the student should have developed:1. An understanding of how different images, approaches and perspectives can provide different ways of analysing and engaging with innovation, technological development and organisational change.   2. A knowledge and understanding of how different images and approaches can be applied to specific cases, controversies and empirical situations.3. An ability to select and analyse research material from a wide range of sources and produce a report relating to a specific set of organizational images, practices, innovations and/or controversies.4. An ability to examine and critically reflect upon a range of theories, issues and perspectives and apply them in different real-life settings.5. Group and team-working. Methods of delivery: Lectures, Surgeries, Group Presentation Feedback Sessions, & Seminars.Lectures/Surgeries: 24 hours Seminars: 6 hours AdditionalProject  Sessions: 4 hours Private Study: 166 Hours Total Hours: 200 HoursTotal study hours: 200 hours split between lectures, classes, self-study and preparation for classes and coursework.Informal Contact Methods 1. Office Hours 2. Online Learning Activities 3. Peer Assisted Study Sessions 4. Drop in Surgeries (extra help sessions for students on material they may be struggling with) 5. Project Feedback Surgeries 0 Other 100% Essay (30%) Individual project (70%) Lecture handouts, Papers/Readings, Seminar Handouts, email feedback, verbal and written essay feedback and group discussions, and a formative group presentation and feedback session. Blackboard will support the provision of this course and you can access written information via this platform.Available to students on: Mgt/Mgt (Specialism), IMABS, IM and ITMB/ITMB Specialisms. Available to students on: BSc Mgt/Mgt (Specialism), IMABS and IM. N Hall, A. E. J. & Mendel, J. (2014) Digital traces and the ’print’ of threat: targeting populations in the war on terror in Harvey, P., Conlin Casella, E., Evans, G., Knox, H., McLean, C., Silva, E., Thoburn, N. & Woodward, K. (eds.) Objects and materials: A Routledge Companion.Kitchin, R. (2014). Making sense of smart cities: addressing present shortcomings.Cambridge Journal of Regions, Economy and Society, 8, 131-136.Morgan, G. (1986). Images of organization. Sage Publications.Örtenblad, A., Putnam, L. L., & Trehan, K. (2016). Beyond Morgan’s eight metaphors: Adding to and developing organization theory. Human relations, 69(4), 875-889.Schouten, P. (2014). Security as controversy: Reassembling security at Amsterdam airport. Security Dialogue, 45(1) Lectures 24 Project supervision 4 Seminars 6 0 166 Pre-requisites: None  Co-requisites: None Dependent courses: NoneProgramme Restrictions: Available to BScs in Management/Management (Specialism), International Management, International Management with American Business Studies.For Academic Year 2025/26Updated: March 2025Approved by: March UG Committee