Level 7 Diploma in Project

Management

Credits : 120

Duration : 6 months / 9 months

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Unit Summary

Unit title Managing change in international organisations

EduQual level Diploma in Project and Quality Management - LEVEL 7(60 credits)

Total Qualification Time

(Hours)
Unit aim This unit aims at adapting to change, controlling change, and
effecting change. A systematic approach in dealing
with change both from the perspective of an organization and the
individual
Essential resources It is available from library, database or journal, brochures, case
studies, debates,news release, videos, editorials,instruction
manuals, internet and intranet,management plans, Vancouver or
harvard referencing systems, discussion posts,power point
presentations
Delivery and assessment Tutoring and advising should not be rigid and cater to the needs
of students. Regular guidance through direct or online will clear
the required theoretical knowledge. To guide students work
independently or in groups, analyzing and accumulating datas on
the subject. Individual and collective research, case studies,
simulations, exercises and debates are distinctive and winsome
ways of learning about the different types of consensus. Students
probably use tutor cum autonomous study that reflect know-how
and proficiency. For latest information and materials updations
are available at relevant websites and various Medias.

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Learning Outcome 1: Understand how organisational structures influence performance outcomes

in international organisations.

Assessment criteria Indicative content Delivery

On completion of this
unit, the learner can
1.1 Critically examine a Importance of organisational https://hbr.org/2011/02/the-importance-
range of international design and structure, types of of-organization
international organisation
organisational structural structure- international division
designs. structure, product division,
matrix division and geographic https://www.slideshare.net/Mandeep
1.2 Explain a range of division. Raj/organizationstructureininternatio
common, desirable nalbusiness-
business performance 120409052743phpapp02?next_slides
outcomes. learner has to explain the how=1
common desirable business
1.3 Recommend performance and its outcomes.
international
organisational structural
Learner can take an https://www2.deloitte.com/insights/
designs to achieve desired
international organisation of us/en/focus/human-capital-
performance outcomes.
their choice and recommend a trends/2016/organizational-models-
structural designs to achieve network-of-teams.html
desired performance outcomes.

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Learning Outcome 2: Understand theories of and resistance to organisational change

Assessment criteria Indicative content Delivery

On completion of this
unit, the learner can:
2.1 Analyse a range of Evolution, Dialectic, lifecycle and https://medium.com/@fonso149/theorie
theories of Teleology-development, scenario s-of-organizational-change-based-on-the-
and metamorphosis models process-43cc04924289
organisational change.
Organisational Change
by Harsh Pathak

12 common reasons why people http://catherinescareercorner.com/2011/

2.2 Explore the
resist change in the workplace: 07/26/12-reasons-why-employees-resist-
reasons for resistance
change-in-the-workplace/
to change from the Being honest and using real world
workforce. examples, job loss, lack of trust,
https://hbr.org/1969/01/how-to-deal-
poor timing, set challenging,
with-resistance-to-change
achievable and engaging targets.
2.3 Make
recommendations as http://www.forwardfocusinc.com/inspire
to how resistance to -leaders/7-strategies-for-overcoming-
change can be resistance-to-change-in-the-workplace/
addressed.

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Learning Outcome 3: Understand the impact of organisational culture in relation to change in

international organisations.

Assessment criteria Indicative content Delivery

On completion of this
unit, the learner can:
http://highered.mheducation.com/sites/07
3.1 Examine the 67430344/student_view0/chapter16/index.
Edgar Schein model of
html
theories of organization culture, Robert A
organisational culture. Cooke, Hofstede Model of
Organization Culture etc., https://www.managementstudyguide.com/
charles-handy-model.htm
3.2 Explain the
methods of change Employees into confidence, https://content.wisestep.com/employees-
commonly employed employees feel safe and adapt-to-change/
secure, highly motivated,
within organisations to adopted to change etc.,
adapt to change.
https://www.forbes.com/sites/stevedennin
3.3 Evaluate the impact g/2011/07/23/how-do-you-change-an-
of organisational Organisational tools for organizational-culture/#75db1e0439dc
changing minds, learner can
culture on a
take the challenge of cultural
international change at organisation of his
organisation’s ability to choice.
adapt to change.

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Learning Outcome 4: Understand the impact of individual motivation and work attitudes on
employee and organisational performance.

Assessment criteria Indicative content Delivery

On completion of
this unit, the learner
can:
4.1 Critically examine https://saylordotorg.github.io/text_organizationa
a range of theories of Need based and processsed l-behavior-v1.1/s09-theories-of-motivation.html
based theories of motivation, http://www.educational-business-
individual motivation motivational guidelines, common articles.com/motivation-theories/
and work attitude. workplace demotivating factors. http://courses.washington.edu/inde495/lece.htm

4.2 Explore the

conceptual https://pdfs.semanticscholar.org/6750/a250ee41
relationship between 7f7b685871130e51c4146d28f2f9.pdf
employee motivation
http://www.nwlink.com/~donclark/performance/
and work attitude Various motivational issues,
causes of problems, lack of motivation.html
and organisational
motivation,
performance.
https://www.researchgate.net/publication/2882
4.3 Evaluate the 17328_Job_satisfaction_and_motivation_Underst
impact of employee Meaning and concepts of job anding_its_impact_on_employee_commitment_
motivation and work satisfactiona dn motivation, and_organisational_performance
Organisation and Management
attitude on perspectives on job satisfaction HBR's 10 Must Reads: On Managing People
employee and and motivation (Harvard Business Review Must
organisational Reads)Paperback – 7 Feb 2011 by HBR
performance within a Employee motivation and productivity
given organisation. by Brown, Joyce (Joyce Foor); Ballard, B.
J; Cress, Mark; Montana.

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List of Learner Resources

Textbooks
 Organisational Change by Harsh Pathak
 HBR's 10 Must Reads: On Managing People (Harvard Business Review Must
Reads)Paperback – 7 Feb 2011 by HBR
 Employee motivation and productivity by Brown, Joyce (Joyce Foor); Ballard, B. J; Cress,
Mark; Montana.

Journals

Websites

 https://hbr.org/2011/02/the-importance-of-organization

 https://www.slideshare.net/MandeepRaj/organizationstructureininternationalbusiness-
120409052743phpapp02?next_slideshow=1

 https://www2.deloitte.com/insights/us/en/focus/human-capital-
trends/2016/organizational-models-network-of-teams.html
 https://medium.com/@fonso149/theories-of-organizational-change-based-on-the-process-
43cc04924289

 http://catherinescareercorner.com/2011/07/26/12-reasons-why-employees-resist-change-in-the-
workplace/
 https://hbr.org/1969/01/how-to-deal-with-resistance-to-change
 http://www.forwardfocusinc.com/inspire-leaders/7-strategies-for-overcoming-resistance-to-change-
in-the-workplace/
student_view0/chapter16/index.html

https://www.managementstudyguide.com/charles-handy-model.htm

https://content.wisestep.com/employees-adapt-to-change/

 https://www.forbes.com/sites/stevedenning/2011/07/23/how-do-you-change-an-organizational-
culture/#75db1e0439dc
 https://saylordotorg.github.io/text_organizational-behavior-v1.1/s09-theories-of-motivation.html
 http://www.educational-business-articles.com/motivation-theories/
 http://courses.washington.edu/inde495/lece.htm

 https://pdfs.semanticscholar.org/6750/a250ee417f7b685871130e51c4146d28f2f9.pdf

 http://www.nwlink.com/~donclark/performance/motivation.html

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 https://www.researchgate.net/publication/288217328_Job_satisfaction_and_motivation_Understan
ding_its_impact_on_employee_commitment_and_organisational_performance


Other

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