Timetable information in the Course Catalogue may be subject to change.

University Homepage
DRPS Homepage
DRPS Search
DRPS Contact
DRPS : Course Catalogue : Business School : Common Courses (Management School)

Postgraduate Course: Leading Strategic Change (EMBA) (CMSE11229)

Course Outline
SchoolBusiness School CollegeCollege of Arts, Humanities and Social Sciences
Credit level (Normal year taken)SCQF Level 11 (Postgraduate) AvailabilityNot available to visiting students
SCQF Credits10 ECTS Credits5
SummaryThe purpose of this course is to develop students' understanding of strategic organizational change processes. The course will seek to fully expose the messy, non-linear ways in which change usually takes place, and the importance of change leaders understanding the contextual imperatives that will play a defining role in the contouring of the change process.
Course description As organizational environments become increasingly dynamic, with technological, economic, political and social, changes occurring at ever faster rates, so the transformation of organizational structures and practices has become arguably the most pervasive issue with which organizational leaders have to contend. Whether it be adopting a new technology, restructuring to improve efficiency, or expanding an operation to a new geographical locale, so being able to cope with, and lead, change efforts has become an ever more important part of the senior managerial role. Consequently, this course will develop your understanding of strategic organizational change processes. While scholars and practicing managers have spent a great deal of time discussing how change takes place, this has frequently been overlaid with implicit, and often explicit, accounts of organizational transformations taking place in an orderly, linear fashion. These accounts are usually presented as being heavily top-down oriented with the individuals who must enact change, and are most affected by it, being largely omitted. By contrast, this course will seek to fully expose the messy, non-linear ways in which change usually takes place, and the importance of change leaders understanding the contextual imperatives that will play a defining role in the contouring of the change process. These include internal issues of power, culture, interests and communication, and external imperatives including political, economic, and social dimensions. With these points in mind, the intent is to cover a broad gamut of issues that are associated with change in order to provide participants with a comprehensive appreciation of what to expect when encountering, or leading, organizational transformation.

Approaches to change management
Understanding why organizations change
Types of change - from incremental to radical transformation
Diagnosing change
Resistance to change
Change implementation
The visioning process
Communicating change
Sustaining change.

Student Experience
The intent of this course is to blend cutting-edge strategic change theories with practical examples, drawn from selected cases, guest speakers and participants own personal experiences. The approach is highly interactive ¿ one of the most important, and compelling, aspects of EMBA classes is the communal development and application of understanding benefiting from the varied experiences of class members. Given that everybody in the class will have experienced, or will be currently contending with, major strategic change initiatives, the course has been structured to allow class members to apply the principles that they learn to their own change cases. If appropriate, proposed courses of action can be developed and shared within the group.
Entry Requirements (not applicable to Visiting Students)
Pre-requisites Co-requisites
Prohibited Combinations Other requirements For Business School PG students only, or by special permission of the School. Please contact the course secretary.
Course Delivery Information
Not being delivered
Learning Outcomes
On completion of this course, the student will be able to:
  1. Critically evaluate the major theories and concepts underpinning strategic change.
  2. Understand and critically examine the internal and external contextual imperatives that help determine change outcomes.
  3. Understand and critically examine the ways in which change tends to develop over time.
  4. Assess critically the different ways to initiate, implement and sustain large-scale organisational change.
Reading List
Palmer, I., Dunford, R. & Akin, G (2009) Managing Organizational Change (2nd Ed). McGraw- Hill, NY. Course Case Book.
Additional Information
Graduate Attributes and Skills Cognitive and Subject-Specific Skills:
Skills associated with creating a context in which change is more likely to be successful.
A practical understanding of how to initiate, implement, and sustain large-scale organizational change.
The ability to devise and implement appropriate change processes.

Transferable Skills:
The tools required to explore, analyze, and critique different approaches to change.
The opportunity to further develop analytical, problem-solving, and presentation skills.
Scholarship and desk research skills, and the ability to assimilate, communicate and present critical evaluations.
KeywordsChange Strategy Organisation Leadership
Course organiserProf John Amis
Tel: (0131 6)51 5545
Course secretaryMrs Angela Muir
Tel: (0131 6)51 3854
Help & Information
Search DPTs and Courses
Degree Programmes
Browse DPTs
Humanities and Social Science
Science and Engineering
Medicine and Veterinary Medicine
Other Information
Combined Course Timetable
Important Information