MODULE SPECIFICATION TEMPLATE
MODULE DETAILS
Module title
Module code
Level
Developing Strategic & Change Capabilities PSM
MNM99
Level 4
Level 5
Level 6
Credit rating
Pre-requisites for
registration on this module
eventually it is anticipated
that these will be specified in
terms of learning outcomes;
in the interim they should be
specified in terms of other
module codes, or equivalent
Type of module
Period of time over which it
is delivered and mode of
delivery
Brief description of
module content and/ or
aims
Overview (max 80 words)
X
Level 7
40
100 credits from MBA PSM
Block mode delivered over 12 days of teaching in smaller blocks
This module is designed to prepare managers to deal effectively with
new and challenging situations of strategic relevance to their
organisations whilst drawing on theories and models for strategic
analysis and organisational change applicable to the wider public
services. To critically analyse, evaluate and improve organisational
practices. To initiate and lead new developments, be capable of
comprehending and integrating cross functional and sectoral issues
whilst drawing on sound judgement, personal responsibility and
initiative in complex and unpredictable public service environments.
Tove Sorensen-Bentham, Richard Morland, Steve Reeve and Julie
Flower
1 or 2
Mithras House
Module team/ author/
coordinator(s)
Semester 1 or 2
Site/ campus where
delivered
Field(s) for which module is appropriate and status in that field
Field
Status (mandatory/ compulsory/ optional)
Course(s) for which module is appropriate and status on that course
Course
Status (mandatory/ compulsory/ optional)
MBA Public Service Management
Mandatory
MODULE AIMS, ASSESSMENT AND SUPPORT
Aims
Learning
outcomes/
objectives
This module aims to:
-
Develop a systematic understanding of how public service organisations might
use strategic management disciplines to position themselves to the most
appropriate public advantage in an increasingly competitive and dynamic
environment. Such understanding should include knowledge of established and
emerging theories and models.
-
Develop the capability to devise, evaluate and report on options for strategic
direction and change in public service organisations by critically comparing with
best external practice and current theoretical positions. Such capability should
combine innovation and creativity within a systematic approach.
-
Develop an understanding of how the boundaries of knowledge are advanced
through research.
-
Develop the qualities needed for employment in circumstances requiring sound
judgement, personal responsibility and initiative in complex and unpredictable
professional public service environments including the capability and
underpinning knowledge to take on novel, uncharted situations with steadiness
of purpose and clear leadership.
-
Develop the ability to collect and critically evaluate information which may be
incomplete or ambiguous across a range of areas relevant to public services,
analyse that information and synthesise it into an appropriate form to evaluate
decision alternatives.
At the end of this module students will be able to:
- Critically evaluate established theories and current research within the field of
strategic and change management applied within a dynamic public service
management context.
- Critically examine and evaluate the external and internal factors that influence
strategy positioning and the needs for change in specific public services, using
incomplete or ambiguous data and taking account of concerns such as
sustainability, governance and accountability.
- Initiate, plan and carry out a substantial individual project of strategic importance to
one or more public service organisations. The design and interpretation of the
project should draw on a sound knowledge of strategic and change management
disciplines.
- Continue personal and professional development, having acquired independent
learning skills. At this stage professional autonomy and self-direction and support
of the development of others will be expected as the norm.
Content
Developing Strategic Capabilities in Public Services
 Definition of corporate strategy and its role in the development of an undertaking.
 The corporate environment.
 Competing perspectives on the role and operation of organisations within the public
service sphere.
 Corporate mission purpose and aspirations.
 Organic growth and business fragmentation. Optimal size.
 The concept of synergy and its application to corporate strategy. Integration of
organisations to achieve synergy or to release value.
 Corporate strategy in the political and economic context and technological evolution.
 Strategy and structure, culture and control linked to organizational design.
 The resource based organisation
 System approach
Developing Organisational Change Capabilities

Change management, planned and emergent.

Organisational indicators of need for change and readiness for change.

Soft systems methodology.
The significance of the following to the understanding and managing of change:
 Organisational structures

Organisational culture and change

Leadership and change

Organisational learning

Resistance to change
The content will be delivered through presentations, discussions, visiting lectures and a
range of learning exercises inc. individual project presentations for formative feedback,
drawing on materials and experiences offered to and by the participants. Particular use
will be made of participants’ personal experience in the workplace.
Formative sessions with feedback from tutors and fellow students will be provided at
regular interval to ensure successful progression of study.
Supporting reading and learning material will be provided during the module together
with appropriate reading references relating to the various theoretical concepts.
Activity
Hours
Contact hours including guided
120
learning, research, group work, and
reading
Self-study and assessment
280
Total hours
400 hours
Learning
support
Including
indicative
reading,
computer
Studies will be supported by:
 The University’s ‘studentcentral’ intranet
 Library facilities including online library
 Module readers
 Assignment guidance notes
 1 days business research workshop providing tailored support for the individual
packages,
field trips
etc




students
2 x 1 day formative feedback sessions with critical friends and tutors
Lecture notes and links to journal articles posted on student central following
each workshop
On-going tutorial support on an individual request basis.
Global Management Forum – guest speaker programme –providing a strategic
leadership perspective
Indicative reading list
(Please note that this is an indicative reading list, which is current at the time of writing.
Tutors cannot guarantee that books will remain in print over the year of the course and
they cannot anticipate when new editions will be published). Module tutors will provide
guidance on selected reading but in addition participants will be encouraged to explore
articles in scholarly journals they find relevant to the course topics and issues.
Organisational Change & Dynamics
Argyris, C. On Organisational Learning. Blackwell Publishing
Balogun, J. and V.Hope Hailey. Exploring Strategic Change. Prentice Hall
Burnes, B. Managing Change - a Strategic Approach to Organisational Dynamics.
Prentice Hall
Carnall, C Managing Change in Organizations. Prentice Hall
Checkland and Poulter. Learning for Action: a short definitive account of soft systems
methodology. John Wiley & Sons
Darwin, J et a.l Developing Strategies for Change. Prentice Hall
Hamlin, B et al. Organizational Change and Development. Prentice Hall
Kotter, J. P. Leading Change. Harvard Business School Press
Kotter, J. and Jones, G. Organizational Theory, Design, and Change. Prentice Hall
Senior, B. Organisational Change. Prentice Hall
Thornhill, A. et al. Managing Change. Prentice Hall.
Selected articles from Journals such as
Academy of Management Journal
European Business Review
European Journal of Innovation Management
Harvard Business Review
The International Journal of Public Sector Management
Journal of Business Strategy
Journal of Change Management
Journal of Organizational Behavior.
Journal of Organisational Change
Long Range Planning
Strategic Management Review
Web sites
www.benchmarking.gov.uk - Public Sector Benchmarking Service
www.bvpi.gov.uk - ODPM Local Government Performance site
www.civil-service.gov.uk/reform/delivery - The Cabinet Office’s work to transform public
services
www.elsc.org.uk - Electronic Library for Social Care: best practice, guidance, standards
etc.
www.idea.gov.uk/beacons - Sharing good practice from Beacon Councils
www.idea-knowledge.gov.uk - IDEA Knowledge
www.institute.nhs.uk - NHS Institute for Innovation and Improvement
www.lga.gov.uk - Local Government Association
www.lgiu.gov.uk - Local Government Information Unit
www.modernnhs.nhs.uk – NHS Modernisation Agency
www.ncsl.org.uk – National College for School Leadership
www.nks.nhs.uk - National Knowledge Service for Health and Social Care
www.oecd.org
www.pm.gov.uk/opsr - Office of Public Service Reform
www.sdo.lshtm.ac.uk/pdf/changemanagement_booklet.pdf
www.sdo.lshtm.ac.uk/pdf/changemanagement_review.pdf
www.sdo.lshtm.ac.uk/pdf/changemanagement_developingskills.pdf
http://publicpolicy.anu.edu.au/coombs/research/visualisation/2010_Checkland_Soft_systems_met
hodology.pdf
Strategic Management in Public Services
Selected articles from Journals such as
Academy of Management Journal
International Journal of Public Sector Management
Journal of Business Strategy
Journal of General Management
Journal of Organizational Change Management
Journal of Public Administration Research and Theory
Journal of Strategy and Leadership
Journal of Strategy and Management
Long Range Planning
Public Money & Management Journal
Web sites
http://www.cabinetoffice.gov.uk/strategy.aspx
Assessme
nt tasks
Including
weighting
of
individual
tasks
The summative assessment will be in two parts supported by formative assessment.
Part 1. Project (weighting: 100% of the total mark)
Individual work-based project
Word length: 10,000- 12,000 words
Part 2. Reflective Statement (compulsory but not weighted)
Participants will write a reflection of their learning from the module and from doing the
module assignments. This will identify the significance of the module to the individual's
personal and professional development; its significance to their current and future
roles/careers and if appropriate, its significance to their application of the learning to
their organisation.
Reflection word length: 1,000 – 1,500 words
EXAMINATION INFORMATION
Area examination board
MBA Programme
External examiners
Name
As agreed by SCEEN
Date appointed
QUALITY ASSURANCE
Date of first approval
Only complete where this is
not the first version
Date of last revision
2001
2006
Only complete where this is
not the first version
Date of approval for this
version
Version number
Modules replaced
Specify codes of modules for
which this is a replacement
2012
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