Introduction to the Module
Organisational Transformation is one approach to managing change, which in turn is one type of problem faced by any organisation, individual or society. The strategic imperative for change within organisations is evident but has also been validated by academics world-wide.
Two interesting findings in the private sector have been that the average life expectancy for companies is 43 years and that out of 43 companies who were considered excellent only 14 were still considered so five years later. What happens to private sector organisations that become ineffective / inefficient? What about public sector ones? The NHS is continuously striving to improve itself so as to attain and retain excellence against a backcloth of relentless change. The ability to accept rapid and significant change as an inevitable consequence of life is a pre-requisite for organisational (personal ad societal) survival. This ability 2 to adopt change rather than merely adapt to it is one of the major hallmarks of a learning organisation i.e. one in which learning becomes a key mechanism by which organisational competencies can keep pace with national, local or international challenges.
The development of whole-system change initiatives has become a cornerstone; the gold standard approach to managing complex change manifested through individuals who seek to improve service delivery. Environmental change is inevitable, and it is readily accepted that an organisation cannot stand still: if it fails to adapt, it will go backwards and risk failure. Applying change management strategies to complex and highly challenge organisations is a difficult but essential task.
Within this module students will critically explore change management theory in relation to general decision-making and problem solving frameworks and their own field of practice to gain understanding of the theoretical and philosophical components of organisational transformation. The module encourages synthesis of strategic discourse with operational application thereby forming strong links between theory and practice. Students are expected to demonstrate an ability to isolate and focus on the significant features of problems and to offer coherent solutions. The delivery of the module will allow students to explore cross cultural examples of health and social care and how the management of change and Organisational Transformation are influenced by the environment in which they are implemented. Health and social care systems across the world have faced similar challenges but implemented different solutions. These will be explored using a case study approach and drawing on students’ own experiences.
Assessment topic
Prepare a 6,000 words report on a transformation which took place within one of the [NHS] as health/social care organisation [Please Name the NHS you are using]
How this Module is assessed:
Assignments will be internally reviewed and marked by the Module Leader, moderated (internally and externally) by the Internal Moderator and External Examiner. Students will receive the support they need from the Module tutor in order to help producing publishable submissions.
The following aspects will be followed during the marking process.
What You Need to do to get mark and When
| Criteria | Description | Wight | L.O. |
| Presentation | Is the gross structure (sections, subsections) of the work suitable/informative? Are presentation elements such as tables, figures and graphs clear in themselves and clearly labelled and referred to in main text? Has the standard for Harvard referencing been applied? Is the bibliography alphabetized and complete? Does the assignment meet the length stipulation (6000 words)? Does the submission have a conclusion summarising the major findings and a reflection section? | 15%
|
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| Argument development | Has the problem been clearly and critically formulated (e.g. e.g. using Rich Picture*/relevant elements of CATWOE*)? Have the root causes been identified? Use of appropriate evidence from ‘the chosen organisation’ (e.g. statistics* etc.)? Have the major research questions been developed and communicated clearly (in the submission)? Have the aim and objectives been developed and linked to the research question? | 25% | LO1 & LO2 |
| Analysis | Has the impact of management and leadership on human resources clearly identified? Have the models, principles and/or theories been critically applied demonstrating a good understanding of both theory and addressed issue? | 25% | LO3 & LO4 |
| Performance enhancement | Has the new strategy been designed according to theoretical model/principle (e.g. Lean Process*, 6-Sigma* etc.)? Does the new strategy address the problems identified previously? Has the strategy been communicated clearly? Has the strategy been evaluated thoroughly (e.g. SWOT analysis*)? | 20% | LO4 & LO5 |
| Reflection
___________
Conclusions | Reflection: Are there any major lessons learnt from the different parts of the module? What did you learn from this module? Have you been able to stitch the different learning outcomes? What went well and what needs addressing? Are there any issues that you will can apply to your professional/personal life? _____________________________________________________________
Conclusions: What are the major conclusions that can be taken from this investigation? Have these been clearly communicated? |
10%
10% |
Please these LO1 to LO5 with the 3. Learning Outcomes and Outline be used and covered in these report is as follows:
[LO1] Identify and critically appraise the concepts of organisational transformation:
This is seeking to establish student’s understanding of the role, context and process of the module i.e. Organisational Transformation. How it fits into the overall roles of management and leadership within organisations, including how organisations grow, develop and transform. Critically appraise’ should include the assumptions within OT e.g. that transformation is desirable.
[LO2] Critically compare different models using appropriate conceptual frameworks showing an appreciation of the complex balance between hard and soft approaches to health and social care organisational development. A range of theories and models of change management and OT will be examined and compared.
‘Appropriate conceptual frameworks’ could include Rayment’s ASK SIR L model and the idea of ‘hard’ and ‘soft’ elements of problem solving, managing change and OT. 4 ‘Critically compare’ should include weaknesses / gaps in particular theories / approaches e.g. too much focus on ‘hard’ or ‘soft’ aspects, insufficient analysis before selecting a solution, poor balance between process and outcomes, or not suited to a health and social care setting.
[LO3] Critically analyse the impact of management and leadership on the human resource throughout the implementation of change.
Achieving successful change is key in any organisation and correct treatment of staff involved is essential in delivery of this change. The module explores how this can be done using Kotter’s 8 stage model as a framework The phrase ‘change management’ has become ubiquitous but to what extent should change be led rather than managed, or is it sometimes necessary to just command? Three types of problem / change might be considered: tame, wicked and crisis. The roles of management, leadership and command will be explored, along with typical elements of each. ‘Critically analyse’ could include concerns with the content or application of Kotter’s and other models considered.
[LO4] Develop and demonstrate a critical understanding of the utility of strategic intervention / diagnostic activities.
Audit and evaluation are important elements in exploring the effectiveness of the transformation. ‘Critical understanding’ might emphasise the importance of
- Reviewing a particular transformation to assess its ‘utility’ i.e. how successful it has been at achieving its objectives, often solving a specific problem, and
- Learning from the experience so as to void similar problems and/or tackle them more
Efficiently and effectively in future.
[LO5] Design, manage and evaluate strategies for organisational transformation, taking account of wider managerial issues.
Transformation does not occur in isolation and it is important to examine the implications of service redesign on the wider environment. Students should be able to demonstrate this in the final part of their assignment.
- Learning Outcomes and Outline Delivery to be used
This module is like the other modules which are taught on the basis of intended learning outcomes and that, on successful completion of the module, students will be expected to be able to demonstrate they have met those outcomes.
| No. | Type | On successful completion of this module the student will be expected to be able to: |
| 1
____
2
__
3 |
____________
Knowledge and Understanding ___________ | Identify and critically appraise the concepts of organisational transformation. [LO1] ____________________________________________________________ Critically compare different models using appropriate conceptual frameworks showing an appreciation of the complex balance between hard and soft approaches to health and social care organisational development. [LO2]
Critically analyse the impact of management and leadership on the human resource throughout the implementation of change. [LO3] |
| 4 ___
5
| Intellectual, practical, affective and transferrable skills | Develop and demonstrate a critical understanding of the utility of strategic intervention/diagnostic activities. [LO4]
Design and manage and evaluate strategies for organisational transformation, taking account of wider managerial issues. [LO5] |
