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1: How and why do wicked problems occur during the implementation of structural change?

Minimum mandatory reading

Senior, B. and Swailes, S. (2010) Organizational Change. 4th Ed, Harlow: FT Prentice Hall.

Appelbaum, S. H., Habashy, S., Malo, J. L. and Shafiq, H. (2012) “Back to the future: revisiting Kotter’s 1996 change model”, Journal of Management Development, Vol. 31 Issue: 8, pp.764-782.

Grint, K, (2005) ‘Problems, Problems, Problems: The Social Construction of Leadership’, Human Relations, 58,11, 1467-1494.

McGivern, Gerry, Dopson, S., Ferlie, Ewan, Fischer, Michael, Fitzgerald, L., Ledger, J. and Bennett, C.. (2017) The silent politics of temporal work : a case study of a management consultancy project to redesign public health care. Organization Studies . ISSN 0170-8406 (In Press)

2: How and why does resistance to change both undermine and enable organizational change? 

Minimum mandatory reading

Senior, B. and Swailes, S. (2010) Organizational Change. 4th Ed, Harlow: FT Prentice Hall

Razali, M. Z., & Vrontis, D. (2010). The Reactions of Employees Toward the Implementation of Human Resources Information Systems (HRIS) as a Planned Change Program: A Case Study in Malaysia. Journal of Transnational Management, vol 15. no 3, pp. 229- 245

Thomas, R; Sargent, LD; Hardy, C (2011) Managing Organizational Change: Negotiating Meaning and Power-Resistance Relations, Organization Science, 22 (1), pp. 22 – 41 (20)

Ybema, S. and Horvers, M. (2017) “Resistance Through Compliance: The Strategic and Subversive Potential of Frontstage and Backstage Resistance” Organization Studies (in press).

3:  How and why is change leadership characterised by complexity, uncertainty and paradox?

Senior, B. and Swailes, S. (2010) Organizational Change. 4th Ed, Harlow: FT Prentice Hall

Fraher, Amy and Grint, Keith. (2016) Agonistic governance : the antinomies of decision-making in U.S. Navy SEALS. Leadership . (In Press)

Ryan, N., Williams, T., Charles, M., and   Waterhouse, J. (2008) “Top‐down organizational change in an Australian Government agency”, International Journal of Public Sector Management, Vol. 21 Iss: 1, pp.26 – 44

Sørensen, O. H., Hasle, P., & Pejtersen, J. H. (2011). Trust relations in management of change. Scandinavian Journal of Management, 27(4), 405-417.

3:  How and why is change leadership characterised by complexity, uncertainty and paradox?

Senior, B. and Swailes, S. (2010) Organizational Change. 4th Ed, Harlow: FT Prentice Hall

Fraher, Amy and Grint, Keith. (2016) Agonistic governance : the antinomies of decision-making in U.S. Navy SEALS. Leadership . (In Press)

Ryan, N., Williams, T., Charles, M., and   Waterhouse, J. (2008) “Top‐down organizational change in an Australian Government agency”, International Journal of Public Sector Management, Vol. 21 Iss: 1, pp.26 – 44

Sørensen, O. H., Hasle, P., & Pejtersen, J. H. (2011). Trust relations in management of change. Scandinavian Journal of Management, 27(4), 405-417.

Element 010 – Three separate patches (1,000 words) on three different and specific subject topics using set literature.  = 100%

Each 1,000 patch will address a specific question relating to a specific topic

Element 010 – Patch questions

  • You must answer each of the following three questions.
  • You must at the very least read and use the following three journal articles, and course text book, to complete your answer to each question.
  • All journal articles are available to access and download from the library peer- reviewed journal databases  http://libweb.anglia.ac.uk/
  • You are encouraged to use the reading list to conduct wider reading, in addition to this mandatory reading, to complete your answer to each question

 

 

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