DELIVERY PLAN

Extended Diploma in Strategic Management and Leadership

Unit 3: Strategic change Management

WEEK No.

TOPIC CONTENT TO FOCUS ON ASSESSMENT CRITERIA

LEARNING OUTCOME

1 Unit Introduction Factors effecting or driving a change in an organisation.Call for factor identifications in the class roomIntroduction of John P Kotter's eight steps to successful change; Kübler-Ross fivestages transition (grief) cycle Models

3.1.1 3.1Understand the backgrounddiscuss models of strategicchange

2 evaluate the relevance of modelsof strategic change toorganisations in the currenteconomy

Kurt Lewin’schange management model - unfreeze, transition and refreeze; Burke-Litwin’s model with an BP in current economy

3.1.2 3.1

3 assess the value of usingstrategic intervention techniquesin organisations

human process interventions; techno-structural interventions;human resources management interventions Discuss the impetus of strategic interventions(e.g. BP’s Oil Leak, environmental compulsion and need for Strategic Intervention to day to day operations)Assess the value….. Of such interventions

3.1.3 3.1

4 Reason for Change reasons for change e.g. changes in markets, economicdownturns, changes in global markets etc.

3.2.1 3.2 Understand issues relatingexamine the need for strategic

change in an organisation

5 assess the factors that aredriving the need for strategicchange in an organisation

change drivers eg economics, political factors,environmental, financial pressures

3.2.2 3.2

6 assess the resource implicationsof the organisation notresponding to strategic change

human resources eg restructuring, interviewing andhiring, redundancies, training; physical resources etc.

3.2.3 3.2

7 develop systems to involvestakeholders in the planning ofchange

Develop systems for “planning” the involvement of stakeholders stakeholder analysis, systems modelling etcCommunication systemsProduction systemsOperational /decision makingQuality Circle

3.3.1 3.3Be able to lead stakeholders in developing a strategy for change.

8 develop a change managementstrategy with stakeholders

six stepsstakeholder circle (identify stakeholders, prioritise stakeholders, map their profiles, develop an engagement strategy,Discuss similarity for variety of organisations (at group level

3.2.2 3.3

9 evaluate the systems used toinvolve stakeholders in theplanning of change.

methods of involvement eg dialogue with individuals and groups,meetings, presentations, group facilitationetc. Assess/Evaluate such systems for its “fit-for-purpose”Criticise where necessary, and

3.3.3 3.3

Identify areas of improvement to such systems

10 create a strategy for managingresistance to change

Introduce the concept of resistance to changetypes of resistance eg individual versus collective,passive versus active, direct versus indirect, behavioural versus verbal orattitudinalCreate appropriate business strategy for managing resistance to change

3.3.4 3.3

11 develop appropriate models forchange

Develop models for change in a selected organisationchoice of appropriate model egJohn P Kotter's eight steps to successful change; Kübler-Ross five stagestransition (grief) cycle etc

3.4.1 3.4Be able to plam to implement models for ensuring ongoing change

12 plan to implement a model forchange

Plan, develop strategy to implement a change for a purpose organisational development, BusinessProcess Re-Engineering (BPR), learning organisation, Kaizen

3.4.3 3.4

13 develop appropriate measures tomonitor progress

goal-based evaluation,process-based evaluation, outcome-based evaluation etc.

3.4.3 3.4

14 Assignment Preparation

Assignment Preparation

Assignment Preparation

Assignment Preparation

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16 “ “ “ “17 Assignment

submissionAssignment submission

Assignment submission

Assignment submission