Points to note about these assessments:

1. You will need to allow at least three hours of reading per week to prepare for class including course notes and your own research. Good preparation leads to good outcomes.

2. Students must complete all components to register a pass or better final grade in this unit of study.

3. Please note that pressures relating to work or normal academic study loads are generally not considered as legitimate reasons for not attending or completing a mandatory component of the course.

4. As a guiding rule extensions for completion of assignments require application for special consideration before the assignment is due.

5. Late submissions of assignments will attract a penalty of a 5% deduction per day of the mark awarded. Work submitted more than seven days late will not be marked (exceptions apply for special consideration).

6. Students must attend at least 10 out of 12 tutorials without special consideration.

7. For tutorials where group facilitation is to be undertaken, the expectation is for all students to attend and participate in the discussion.

8. The essay needs to be submitted via Turnitin by 11.59 pm on 4 January.

Relationship between Assessment and Learning Outcomes

The assessments for this subject are to help you learn the broad issues and contexts of the theoretical aspect of the course and apply them to real work environments.  There are individual components, which allow you to demonstrate your ability to analyse information and relate it to your reading and course materials and class discussions. The group assessments help you to learn to work as a team and develop your interpersonal skills including speaking in public and presenting concise written discussion papers.  There will be a final examination for this unit.

Academic Honesty

The nature of scholarly endeavour, dependent as it is on the work of others, binds all members of the University community to abide by the principles of academic honesty. Its fundamental principle is that all staff and students act with integrity in the creation, development, application and use of ideas and information. This means that:

• all academic work claimed as original is the work of the author making the claim
• all academic collaborations are acknowledged
• academic work is not falsified in any way
• when the ideas of others are used, these ideas are acknowledged appropriately.

Further information on the academic honesty can be found in the Macquarie University Academic Honesty Policy at:

http://www.mq.edu.au/policy/docs/academic_honesty/policy.html

Grades

Macquarie University uses the following grades in coursework units of study:

HD - High Distinction

D - Distinction

CR - Credit

P - Pass

F - Fail

Grade descriptors and other information concerning grading are contained in the Macquarie University Grading Policy which is available at:

http://www.mq.edu.au/policy/docs/grading/policy.html

Grading Appeals and final examination script viewing

If, at the conclusion of the unit, you have performed below expectations, and are considering lodging an appeal of grade and/or viewing your final exam script please refer to the following website which provides information about these processes and the cut off dates in the first instance. Please read the instructions provided concerning what constitutes a valid grounds for appeal before appealing your grade.

http://www.businessandeconomics.mq.edu.au/new_and_current_students/undergraduate/how_do_i/grade_appeals

Special Consideration

The University is committed to equity and fairness in all aspects of its learning and teaching. In stating this commitment, the University recognises that there may be circumstances where a student is prevented by unavoidable disruption from performing in accordance with their ability. A special consideration policy exists to support students who experience serious and unavoidable disruption such that they do not reach their usual demonstrated performance level. The policy is available at: http://www.mq.edu.au/policy/docs/special_consideration/procedure.html

This is an advanced unit examining contemporary change management theory and the various contexts in which it may be applied.  A prescriptive focus however is not the essence of the unit. Rather a descriptive and interpretive approach is used to highlight the differences between theories for change and in what contexts these may be more appropriate. Two themes will be explored, the first is organisations and organising, and the second is Sustainability. These two themes will provide the context for exploring change management theories and their application.  The relevance of lenses such as power, learning, and culture to inform approaches to change will be studied, and change processes will be examined in light of these.  The concept of Sustainability will be used to critically assess approaches to change and provide the opportunity for students to apply their theoretical insights to current practical change problems.

Classes

The mode of the course is intensive based on 3 hours face-to-face teaching over a period of three days in two consecutive weeks in December 2015 and January 2016.  The format for the sessions will be a daily two-hour lecture and a one-hour tutorial.

Important: This course is not developed as an online unit. Lectures will not be recorded.

Slides are designed to support the lecturer during the lectures. They are not designed as a learning tool for students. They do not replace a lecture! A skeleton (not the full set!) of slides will be made available to students after the lecture for your convenience. However, you are expected to take your one notes and extent lecture content with your own research. Please remember: Slides are the lecturers property and students are not entitled to them.

The timetable for classes can be found on the University website at: http://www.timetables.mq.edu.au .

The first lecture takes place on Tuesday 8 December in E3A room 244 followed by a one hour tutorials starting at 12 noon and if numbers allow a second tutorial starting at 1 pm, both tutorials are in E8A room 188. Please only come to the tutorial at the time you have been timetabled for. You will be asked to leave if you go to the wrong tutorial.

Important things to remember:

• You cannot change your tutorial class.

• Students must complete all components to register a pass or better final grade in this unit of study.

• Groups will be formed on day 1. You will not be able to change your group after it has been formed.

• Attendance will be taken in all tutorials.

• 10 out of 12 tutorials must be attended

• Special consideration must be applied for formally with the Student Office in case of sickness or misadventure. Teaching staff is not in the position to grand special consideration

• Students are expected to arrive on time, and not to leave until the class ends

• If you have a recurring problem that makes you late, or forces you to leave early, have the courtesy to discuss this with your lecturer/tutor

• Students must be quiet during classes, unless of course when class participation is required

• Mobile phone must be turned OFF and not simply set to ‘silent’

• Students who disturb or disrupt in lectures and tutorial class will be asked to leave.

  Lecturer and tutors have the final say in the adjustment of group-work marks taking into account peer assessment ratings

• Prescribed Text:  

  The two core texts for this unit are listed below. Students are expected to read all of the weekly chapters and be prepared to discuss them in seminars as well as answer questions on them.

  Palmer, I, Dunford, R & Akin, G (2009) Managing Organisational Change – A multiple Perspectives Approach 2nd ed. McGraw-Hill New York (required each week)

  Grey Chris (2005) A very short, fairly interesting and reasonably cheap book about studying organizations Sage Lon, Thousand Oaks, New Delhi (required in weeks 1 & 2)

  Additional and Recommended Texts:

  Andriopolous, C. and Dawson, P. (2009) Managing Change, Creativity and Innovation Sage Los Angeles Lon New Delhi Singapore Washington DC

  Bolman, L.G. and Deal, T.E. (2008) Reframing Organizations: Artistry, Choice and Leadership 4^th Ed. Jossey Bass San Francisco

  Cummings, T & Worley, C (2005) Organisation Development and Change 8^th ed. Thomson learning Ohio

  Doppelt Bob. (2010) Leading Change Toward Sustainability: A change management guide for Business, Government and Civil Society 2^nd Ed. Greenleaf UK (alternately the 1^st Ed. 2003) (required reading in week 3)

  Doppelt, Bob. (2008) The Power of Sustainable Thinking: How to create a positive future for the climate, the planet, your organization and your life Earthscan Lon

  Dunphy, D., Griffiths, A. and Benn, S.  (2007) Organizational Change for Corporate Sustainability 2^nd ed. Routledge Lon NY

  Garvin & Roberto (2005) Change through Persuasion, Harvard Business Review, 83 (2), pp. 104-112 (required reading in week 12)

  Graetz, F, Rimmer, M, Lawerence, A & Smith,A. (2002) Managing Organisational Change  2^nd ed. John Wiley & sons. Qld.

  Senior, B & Fleming, J (2006) Organisational Change 3^rd ed. Prentice-Hall Scotland

  Waddell, D, Cummings, T & Worley, C (2007) Organisational Development and Change – Asia Pacific 3^rd ed. Thomson learning Australia 

  Walsh, P, Lok, P & Jones, M (2006) The Measurement and Management of Strategic Change Pearson Education Sydney.

   

  Technology Used and RequireStudents are required to learn how to use word processing, I-learn and the library journals catalogue

•  Unit Web Page

Course material is available on the learning management system (ilearn). This does not necessarily include any lecture slides.

The web page for this unit can be found at:  https://ilearn.mq.edu.au/login/MQ/

Please check this website at least weekly for announcements and to access teaching materials that will be loaded onto the site as the course progresses.

Research and Practice

This unit draws on extensive research from sources outside the prescribed textbooks. Students are expected to source readings for every week that will allow them to considerably expand their knowledge of organisational change theory and develop their research and critical thinking skills.

Conducting research independently is strongly encouraged for this unit and is rewarded!

Global context and sustainability

This unit examines contemporary change management and sustainability theory and how it can be applied in practice. Students will explore a number of theoretical models through a process of critical evaluation and explore how both individual and organisation world views restrict and filter out signals from the environment.

Unit Schedule

Apart from the essay topic and exam questions no changes have been made since the last offering.