Managing organisational change and performance - BAMOP4
Module Duration:
0
Credit:5
Grading Basis: 0
Price (AFRICA)::0.00€
Price (INT)::0.00€
Module Option: Optional
Stage 2, optional (compulsory for Human Resource Management pathway)
The course examines organizational change and management practices and research examining motivation and performance. Students will put diagnostic and prescriptive tools into action, recognizing both the limitations and strengths of these techniques and approaches.
Fundamental issues about why people work, how hard they work, how motivation relates to employee well-being and performance, and what social and structural forces influence work motivation and performance will also be explored.
Topics covered
- Managing organizational change
- Planned change
- Organisational development
- Emergent change
- Resistance and influence
- Designing organizations for change
- The role of critical upward communication
- Interventions individual
- Interventions team
- Interventions organization
- Reviewing change
- What motivates workers? Needs, values, traits
- Cognitive theories of motivation (expectancy theory, justice, and the psychological contract)
- Goals: Goal setting theory and control theory
- Models of performance
- Job design and motivation
- Pay and motivation
- Leadership and motivation
- HRM and motivation
- Concluding perspectives on motivation and performance
Learning outcomes
- Explain social scientific concepts and theories about organizational change and the management of change
- Demonstrate and apply a concrete knowledge of practices and techniques for managing change
- Critically discuss different theoretical and practical approaches to change management
- Explain the major work motivation theories and how they relate to performance
- Explain how motivation links to other popular predictors of behavior and performance, such as personality and intelligence
- Critically discuss work motivation theories, research, and management interventions intended to affect work motivation and performance
Assessment
- Individual report [2000 words] (40%)
- Three-hour written examination (60%)
The course examines organizational change and management practices and research examining motivation and performance. Students will put diagnostic and prescriptive tools into action, recognizing both the limitations and strengths of these techniques and approaches.
Fundamental issues about why people work, how hard they work, how motivation relates to employee well-being and performance, and what social and structural forces influence work motivation and performance will also be explored.
Topics covered
- Managing organizational change
- Planned change
- Organisational development
- Emergent change
- Resistance and influence
- Designing organizations for change
- The role of critical upward communication
- Interventions individual
- Interventions team
- Interventions organization
- Reviewing change
- What motivates workers? Needs, values, traits
- Cognitive theories of motivation (expectancy theory, justice, and the psychological contract)
- Goals: Goal setting theory and control theory
- Models of performance
- Job design and motivation
- Pay and motivation
- Leadership and motivation
- HRM and motivation
- Concluding perspectives on motivation and performance
Learning outcomes
- Explain social scientific concepts and theories about organizational change and the management of change
- Demonstrate and apply a concrete knowledge of practices and techniques for managing change
- Critically discuss different theoretical and practical approaches to change management
- Explain the major work motivation theories and how they relate to performance
- Explain how motivation links to other popular predictors of behavior and performance, such as personality and intelligence
- Critically discuss work motivation theories, research, and management interventions intended to affect work motivation and performance
Assessment
- Individual report [2000 words] (40%)
- Three-hour written examination (60%)