Level 4 Level 5 Level 6 Level 7 X Level 8 Mark the box to the right of the appropriate level with an X

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1 MODULE SPECIFICATION TEMPLATE MODULE DETAILS Module title Organisational Design and Development Module code HRM77 Credit value 20 Level Level 4 Level 5 Level 6 Level 7 X Level 8 Mark the box to the right of the appropriate level with an X Level 0 (for modules at foundation level) Entry criteria for registration on this module Pre-requisites Specify in terms of module codes or Co-requisite modules Specify in terms of module codes or Module delivery First year of MSc Human Resource Management or First year of Postgraduate Diploma Human Resource Management or Mode of delivery Taught X Distance Placement Online Other Pattern of delivery Weekly X Block Other When module is delivered Semester 1 Semester 2 Throughout year X Other Brief description of module The module focuses on ensuring effectiveness and efficiency in the content and/ or aims Overview (max 80 words) delivery of organisational activity and performance to achieve organisational goals and targets. Module team/ author/ Penny Simpson, Jenny Knight, Gillian Keenan coordinator(s) School Site/ campus where delivered Business School Moulsecoomb Course(s) for which module is appropriate and status on that course Course MSc. Human Resource Management Postgraduate Diploma Human Resource Management Status (mandatory/ compulsory/ optional) Mandatory Mandatory MODULE AIMS, ASSESSMENT AND SUPPORT Aims Purpose and aims of module The module aims to provide students with an understanding of organisation design and organisation development a critical understanding of the theory and conceptual framework of organisation design a critical understanding of the principles and practices of organisation development.

2 Learning outcomes On completion of this module, learners will be able to demonstrate their knowledge and understanding and ability to analyse and critically evaluate: Subject specific 1. The historical and theoretical basis of organisation design and development and their context in terms of value and contribution to organisational life. 2. Available design options regarding organisational structures and relationships. 3. Processes and systems that need to be in place to maintain such structures and relationships, and evaluation of the same. 4. Methods and procedures of organisation development and their strategic impact. 5. Change management strategies and activities through the application of organisation development strategies which might support organisation design and realignment outcomes. 6. Organisation culture, norms and behaviours. 7. The contribution of performance management, talent management and reward to organisational effectiveness. 8. The role of leadership and management development in enhancing and developing organisational competence. 9. The importance of the HR role in advising on these design and development choices and supporting their implementation. Cognitive 1. Critically evaluate and synthesise current research and established theories in the literature 2. Critically apply theory to organisational practice Content Indicative module content Indicative content is provided for each learning outcome. This is neither prescriptive nor exhaustive 1. Organisation design and development The development of organisation theory; different schools of thought and practice re management, organisational design and organisation development; the relationship of organisation design and development with performance management activities. 2. Organisational structures and relationships Organisation structures and relationships; the economic and environmental context of organisation design and development; factors impacting on design and development choices. 3. Processes and systems The application of job descriptions and role profiles; the formal and informal processes, systems and structures of working relationships e.g communication systems and methods of evaluating effectiveness. 4. Methods, procedures and review of organisation development Setting, measuring and managing performance outcomes; linkages to continuous improvement strategies, learning and development and the learning organisation.

3 5. Change management Working with organisation development as a change methodology; change management; change agents; the role of the HR specialist in driving, supporting and sustaining strategic change; resistance to change; external and internal influences on change strategies. 6. Organisation culture norms and behaviours. Organisation culture; measuring and analysing organisational culture; the application of the cultural web; organisational values and ethics, knowledge, norms and behaviours; culture change programmes 7. The contribution of performance management, talent management and reward to organisational effectiveness. Performance management and contribution to organisational effectiveness, effective performance management policies, resourcing and talent management, processes and practices to improve organisational and employee performance. The role of reward in performance management. 8. The role of leadership and management development in enhancing and developing organisational competence. Current trends in organisational design and their implications for leadership and management roles and tasks; relationship between leadership and management development and organisational capability and performance. Learning support 9. The role of HR in organisation design and development choices The HR role in supporting the design and implementation of new ways of working; improving organisational and individual performance through job design, job enlargement and job enrichment; the HR role in organisation design and development Students are supported by tutors, Studentcentral (or VLE), Student Support (as needed) and the resources of the library. Indicative reading most recent editions of: Core text(s) Francis, H, Holbeche, L and Reddington, M., People and Organisational Development: A new agenda for organisational effectiveness. London: CIPD. Other recommended reading Armstrong, M. A Handbook of Human Resource Practice. London: Kogan Page. Bradford, D.L., and Burke, W.W., eds. Reinventing Organisation Development. San Francisco: Pfeiffer. Burnes, B., Managing Change. Harlow: Financial Times Prentice Hall. Cummings, T.G. and Worley, C.G. Organization Development and Change. Mason OH, South-Western. Daft, R.L. Organization Theory and Design. Mason OH: Thomson South-Western. Gold, J., Thorpe, R and Mumford, A. (eds) Leadership and Management Development. London: CIPD Hughes, M., Change Management: A Critical Perspective. London: CIPD

4 Jones, G.R. Organizational Theory, Design, and Change. London: Pearson. Morgan, G. Images of Organization. London: Sage. Senge, P. The Fifth Discipline: the Art and Practice of the Learning Organization. New York: NEH Assembly. Senior, B. And Swailes, S. Organisational Change. Harlow: Pitman. Stanford, N. Organizational Health: An Integrated Approach to Building Optimum Performance. London: Kogan Page. Starkey, K., Tempest, S., and McKinlay, A. (eds), How Organisations Learn. London: International Thomson Business Press. Thornhill, A., Lewis, P., Millmore, M., and Saunders, M. Managing Change: A Human Resource Strategy Approach. Harlow: Financial Times Prentice Hall. Recommended journals include: Academy of Management Journal British Journal of Industrial Relations Development and Learning in Organisations: An international Journal Journal of Human Resource Management Human Resource Development International Human Resource Management Journal Journal of Organizational Change Management Leadership and Organisation Development Journal Personnel Review Recommended websites include: Chartered Institute of Personnel and Development Chartered Management Institute Institute for Employment Studies (IES) Online library: Xpert HR People Management Teaching and learning activities Details of teaching and learning activities Allocation of study hours (indicative) Where 10 credits = 100 learning hours SCHEDULED The teaching incorporates a variety of methods including lectures, workshops, student presentations, seminars, guest speakers, group work, podcasts, quizzes and support from available resources. This is an indication of the number of hours students can expect to spend in scheduled teaching activities including lectures, seminars, tutorials, project supervision, demonstrations, practical classes and workshops, supervised time in workshops/ studios, fieldwork, external visits, and work-based learning. Study hours 40 GUIDED INDEPENDENT STUDY PLACEMENT All students are expected to undertake guided independent study which includes wider reading/ practice, follow-up work, the completion of assessment tasks, and revisions. The placement is a specific type of learning away from the University that is not work-based learning or a year abroad. 160 TOTAL STUDY HOURS 200 Assessment tasks Details of assessment for this module The module will be assessed by way of two elements: 1) An individual presentation (25%) 2) Individual written coursework of up to 3,750 words (75%)

5 Types of assessment task 1 Indicative list of summative assessment tasks which lead to the award of credit or which are required for progression. WRITTEN Written exam % weighting (or indicate if component is pass/fail) COURSEWORK PRACTICAL Written assignment/ essay, report, dissertation, portfolio, project output, set exercise Oral assessment and presentation, practical skills assessment, set exercise 75% 25% EXAMINATION INFORMATION Area examination board MSc Human Resource Management Refer to Faculty Office for guidance in completing the following sections External examiners Name Position and institution Date appointed Date tenure ends Refer to Studentcentral (or VLE) QUALITY ASSURANCE Date of first approval Only complete where this is not the first version Date of last revision Only complete where this is not the first version Date of approval for this version Version number 2 December 2012 July 2014 (Q&S published Aug 2016) Modules replaced Specify codes of modules for which this is a replacement Available as free-standing module? Yes No X 1 Set exercises, which assess the application of knowledge or analytical, problem-solving or evaluative skills, are included under the type of assessment most appropriate to the particular task.