HRMG5027 / Managing Organisational Change

Department: Politics, People & Place

Module Code/Title: HRMG5027 / Managing Organisational Change

Academic Year:    2020-21                      Credit value: 15

Module Leader:     Dr Chibuzo Ejiogu

Email:            [email protected]

Room:           Hugh Aston, Room 6.80

Advice and Feedback hours:    

Online Office hours: Wednesdays 11am-1pm (by appointment only)

Book an appointment using the information in the ‘Staff Contacts’ section on Blackboard

Please state your name, DMU email address, student ID (P number), module title, module code and reason for meeting in your booking and all emails to the module leader or tutors

Assessment Overview

 Assessment 1
TypeCoursework (Organisational Analysis Focused Essay)
Length3500 words (+/- 10%)
Deadline7th May 2021, 12:00 (noon)
Return date8th June, 2021

This handbook is correct at the time of writing and may be subject to change. Throughout your studies, to ensure you have the most up to date information, please consult the online version of this handbook held on Blackboard

Note: all coursework must be submitted electronically via Turnitin, unless otherwise specified. If you are unable to submit by the deadline you must apply for mitigating circumstances – forms are available from the Student Advice Centre. Information on penalties and late submissions can be found at:

The Faculty is committed to a 20 day turnaround time for the marking and return of coursework. The turnaround time does not include weekends, bank holidays or university closure days. Please consult Blackboard for the most up-to-date information on assessment deadlines and return dates.

Leicester Castle Business School

Our MissionOur VisionOur Values
  To transform lives in our global community of students, staff and partners through outstanding education and research To go beyond business as usual by fostering creative, distinctive and pioneering solutions to real-world problems To promote the public good through critical analysis of the purpose of business and through active engagement in initiatives aimed at tackling business, social and community challenges  Through our unsurpassed commitment to the public good and transformational scholarship, we will position ourselves as the definition of a 21st century global Business School  LEADERSHIP: Confidence and courage to shape a better future INTEGRITY: Taking personal pride in our work CREATIVITY: Thinking beyond the usual and embracing ideas GLOBAL MINDEDNESS: Finding opportunities in our diversity COMMUNITY: Realising the purpose and power of business

About the module Leader

Module Tutor

Dr. Chibuzo Ejiogu

Dr Chibuzo Ejiogu is a Senior Lecturer in Human Resource Management and Organisational Behaviour at De Montfort University. His work experience includes HR and management consultancy and working in multinational organisations leading to recognition as a Chartered Member of the Chartered Institute of Personnel and Development (CIPD) UK. His teaching and research promote critical and ethical perspectives in understanding globalization, markets, society, organisations and people and he has published in high impact academic journals.  

Room: 6.80, Hugh Aston Building, [email protected]

Office hours: Online Office hours: Wednesdays 11am-1pm (by appointment only)

Book an appointment using the information in the ‘Staff Contacts’ section on Blackboard

Contacting the Module Leader and Tutors:

Please state your name, DMU email address, student ID (P number), module title, module code and reason for meeting in your booking and all emails to the module leader

Module Philosophy

The philosophy, which underpins HRMG 5027, is that of taking a critical perspective. This does not mean being intentionally dismissive of the theories and concepts covered, but means that students will be encouraged to challenge these in order to make better sense of them. All theories and concepts are derived or designed by particular people, with particular motives at a specific point in time. Necessarily then, there is an accumulation of more or less subjective influences on the theories and concepts produced. This is not problematic but it certainly needs to be taken account of, especially where claims are made to the universal relevance or applicability of the construct.  As such, in this module we encourage students to consider the factors, which influence the creation of constructs, which includes but is not limited to:

Thinking about the assumptions, which underpin the ideas being presented. For example, to what extent do the content theories of motivation (those which set out a prescribed hierarchy or list of motivational components) assume that people have no individual agency or choice in what might and might not motivate them?

Thinking about the empirical evidence (if there is any!!) on which the theories and concepts are premised. For example, looking at the nature of the research undertaken by Geert Hofstede to produce his international cultural classifications, might give some insights into why he was able to create such clear cultural delineations.

Thinking about where the work is published and what impact that has on the data and the evidence provided, the nature of the research and the conclusions, which can be drawn. For example, if you look to any of the academic journals published in the USA, you will find a predominance of quantitative methods- simply because that is the dominant ideology of many US publications.

Thinking about the strengths of the theories and concepts. There needs to be a balance here between being destructive and being constructively critical. Most theories and concepts at a minimum provide a useful lens through which to view practice, even if that lens is partial.

Thinking about the limitations of the theories and concepts. The limitations here may be generic limitations associated with the assumptions, which underpin the theories, or they may be specific to the context within which you are considering trying to apply the theories.  In considering the limitations, it is also useful to think about why these are limitations.  

Learning outcomes:

1)        Appreciate and understand the different change theories and models and their comparative strengths and limitations as perspectives of the change process.

2)        Develop a critical awareness of the complex issues and debates that arise from the implementation of organisational change strategies in a variety of organisational contexts.

3)        Understand the knowledge skills and expertise required of an effective organisational change agent.

4)        Understand and appreciate the impact of radical change on individuals with particular reference to the psycho-emotional effects and be able to develop strategies to deal with those effects.

5)        Be able to apply to particular change projects and scenarios a range of practical diagnostic, analytical and implementation tools and techniques.

6)        Critical thinking and creativity.  Effective use of communication, ICT and personal effectiveness

7)        Recognition of ethical issues. Problem solving, information and knowledge

8)        Learning through reflection

Course plan

The course will run over 11 taught sessions.   The sessions will require extensive student participation, and may use a variety of methods, including lecture input, incident analyses, self-assessment, syndicate discussion and presentation, and pre-recorded video.  A recommended reading list is provided in this handbook. Power point slides, where used, will be available on Backboard.  Attendance at the sessions is essential and in line with new University policy, registers will be taken at each lecture. Apologies must be sent by email in advance if non-attendance is unavoidable.  

Week  Lecture Topic
Week 18Monday 1st FebLecture 1Introduction to the ModuleIntroduction to Change Management
Week 19Monday 8th FebLecture 2Planning, Evaluating and Communicating Change
Week 20Monday 15th FebLecture 3Models of ChangeSustaining Change
Week 21Monday 22nd FebLecture 4Readiness, Resistance and Ethics
Week 22Monday 1st MarchLecture 5Human Side of Change
Week 23Monday 8th MarchLecture 6Leadership and Change
Week 24Monday 15th MarchLecture 7Organisational Culture
Week 25Monday 22nd MarchLecture 8Organisational StructureCoursework Support 1
Week 26Monday 29th March Easter Break
Week 27Monday 5th April Easter Break
Week 28Monday 12th April Easter Break
Week 29Monday 19th AprilLecture 9StrategyCoursework Support 2
Week 30Monday 26th AprilLecture 10Soft Approach to Change
Week 31Monday 3rd May Bank HolidayAssessment 1 submission 7th May 2021 (12 noon)
Week 32Monday 10th MayLecture 11Hard Approach to Change
Please note that the above sequence of topics may change

Recommended Reading:

Core Text:

  • Senior, B., Swailes, S and Carnall, C. (2020) Organizational Change, 6th Edition. Harlow: Pearson (available as an electronic copy in the DMU library)

Other Recommended Reading:

  • Burnes, B. (2017) Managing Change, 7th edition. Harlow: Pearson (available as an electronic copy in the DMU library)
  • Hodges, J. (2016) Managing and Leading People through Organizational Change: The theory and practice of sustaining change through people. London: Kogan Page. (available as an electronic copy in the DMU library)
  • Buchanan, D. and Hucyzynski, A (2019) Organizational Behaviour, 10th edition. Harlow: Pearson (available as an electronic copy in the DMU library)
  • Mullins, L. (2016) Management and Organisational Behaviour, 11th edition. Harlow: Pearson (available as an electronic copy in the DMU library)
  • Hodges, J. and Gill, G. (2015) Sustaining Change in Organizations. London: Sage
  • Hughes, M. (2010) Managing Change: A Critical Perspective.  London. CIPD


  • Journal of Change Management
  • Journal of Organisational Change Management
  • etc

Note: The topic of change is one that is written about extensively in the management and academic literature. The list above is by no means exhaustive or definitive and students are encouraged to explore other material and to keep abreast of current debates in management and organisation journals and periodicals.

We also suggest that you read the business pages of a broad sheet newspaper, at least once a week as this will give you insights into how the theories and concepts being studied, are currently being played out on the business stage.

Your responsibility

Students are expected to attend and participate in all timetabled activities, including lectures, seminars, workshops, and practical sessions.  Students are also encouraged to fully participate in the academic and cultural life of the Faculty and University, including guest lectures, seminars, public debates and external visits.

You are expected to attend all timetabled sessions and attendance will be monitored.

Please keep safe and keep others safe by following the social distancing guidelines and wearing face coverings (unless you can demonstrate that you are exempt from face coverings).

Access DMU’s COVID-19 related health and safety information and guidelines available at:

As students, your responsibilities are:

Preparation: Complete the required readings before coming to each timetabled session on this module and to undertake the required follow-up work.

Participation: Participation in class is based on participation in class lecture/seminar, as well as group activities in class. To assist your engagement in class you should come prepared by writing down ideas, quotes, or concepts from the reading list that you find interesting as well as thought provoking.  You should come prepared so that you can fully engage in class discussions and activities. If you are late to class, then please take the first available seat and settle yourself as quietly as possible.

Respect: Throughout your studies it is important that you treat other students with respect as well as engaging in a respectful manner with academic staff. It is imperative that you listen to others and treat their contributions with respect, even if you disagree with them.  In particular it is important that:

  • You are respectful of your peers’ learning and resist talking through seminars, workshops and lectures.
  • You do not answer your phone unless it is an emergency.
  • If you are late, then please take the first available seat and settle yourself as quietly as possible.

The student charter sets out commitments from the university to students, from students to the university, and from the Students’ Union to students. You can consult it at:

The module teaching and assessment team will contribute to this environment by:

  • Treating all students with respect.
  • Welcoming diverse viewpoints, experiences, and interpretations of the class materials.
  • Challenging your thinking, beliefs, and analysis of issues, concepts, and ideas in this class.

Blackboard and module communications     

Important information relating to this module can be found on Blackboard. This includes information on the module, lecture and seminar materials, all communications and announcements, as well as the procedure for submitting assignments via TurnitinUK.

You can access Blackboard by going to this link:

Login using the same username and password that you have for access to the University’s computer services.

Further information on Blackboard can be accessed from the Centre for Enhancing Learning through Technology (CELT):

Online lectures will be delivered via Blackboard Collaborate which can be found in the ‘Lecture’ section on Blackboard

DMU has prepared a short online module ‘Your DMU Future Introduction to Blended Learning’ which you are expected to do to help you prepare for the new mode of online learning at DMU. You can access this via the Faculty Blackboard shells.

There is also an IT Handbook for students, which can be found here:  This takes you through a wide variety of supportive information and provides lots of answers to your questions. 

As we move to a blended learning environment, you may find these links useful by way of key information, support and guidance.

Useful Links

New Students – Welcome to DMU | Student FAQs | Your Student Handbook | Your Guide to Technology | Covid-19 and Your Safety

If you have any difficulties logging into any computer on campus, then you should contact the Help Desk located on the 1st floor of the Kimberlin Library. In addition, you might contact the ITMS helpline ( +44 (0)116 250 6050) or send an email to [email protected] noting your name and degree programme).

What to do in the event that Turnitin is not available:

  • Check the module site on Blackboard for any announcements regarding assignment submission.
  • If there are no announcements, notify your tutor, particularly if you experience problems within 24 hours of the assessment deadline. Wherever possible, do so using your DMU email account. 
  • If the problems occurred during or after you submitted your work, keep the submission receipt (and receipt number) for the Turnitin submission. Also record any possible error messages displayed. If you are able to do so, take a picture or a screen-grab of the error message. Please include these in your email notification to the tutor.  
  • If you are unable to upload your assignment due to Turnitin failure, please submit your work via email to the assessing tutor or the Module Leader to meet the original deadline.

Students will not be penalised for the late submission of work if there is a technical failure in the mechanism for submission (eg Blackboard).  If necessary, an alternative method of submission will be made available and a new deadline set.

HRMG 5027: FT Programmes: Assessment

 Assessment 1
TypeCoursework (Organisational Analysis Focused Essay)
Length3500 words (+/- 10%)
Deadline7th May 2021, 12:00 (noon)
Return date8th June, 2021

The assessment for this module is a critical essay of 3500 words in length. You must use module concepts and texts as a foundation for your work.  The assessment question is below:

“The Coronavirus pandemic has been a significant driver for change in organisations. Critically analyse the impact of the COVID-19 pandemic on an organisation of your choice and how this has resulted in change. Use academic theory and academic literature to underpin your analysis. You should focus your analysis on the following:

  • Provide a short profile of the organisation of your choice
  • Critically analyse the coronavirus pandemic and associated drivers and context of change as it affects the organisation of your choice
  • Critically analyse what has changed or should change in this organisation as a result of COVID-19 (focus on one or few issues rather than several issues)
  • Critically analyse how this change has been managed or should be managed and to what extent it can be managed
  • Critically analyse the impact on people and the human side of change
  • Provide recommendations to the organisation on how to better manage, respond to or cope with the change taking into consideration the organisational impact and human side of change

You should not collect primary data (e.g interviews). You must rely only on your personal experience, organisational sources (e.g. websites, documents), news media and other credible online sources for facts and information. You should analyse these facts and information using academic theory and academic literature covered in this module to present your evaluation and recommendations in relation to change at the organisation resulting from the coronavirus health pandemic and economic situation.


This assignment requires an approach characterised by critical analysis. This requires you to think about the strengths and limitations of the use of some of the theories and concepts studied. You have latitude to choose which theories and concepts. You should start with some critique of the usefulness of these, and then use this critique to inform the guidance that you would give to managers.  This is an in depth, critical piece of work so you should devote less space to describing theories of change and more space to applying these theories to the chosen organisation, critiquing these theories and critiquing organisational practices.

Reassessment Details

Failure to attain a pass grade will result in referral. Students will normally be asked to rework and resubmit the failed part of the assignment. A pass mark for referred work will be capped at 50%.

Assessment Criteria

Your assignments will be marked according to the following criteria:

  • Comprehension of Topic – Focus on set questions, relevant issues and understanding of scope of topic
  • Knowledge and Use of Literature – Depth, breadth and quality of knowledge of relevant topic areas supported by engagement with relevant academic literature, adequate amount of references using Harvard Style
  • Critical Analysis – Application of theory to workplace or case study scenarios, evaluation and critique of both organisational practices and academic theory
  • Recommendations – Feasible and practical recommendations
  • Presentation and Structure – Layout, spelling, grammar, punctuation etc

Coursework Submission Requirements

  1. Your assignment must be submitted online via Turnitin only and not at SAC.
  • The front cover (Cover Page) of your assignment should include:-
  • Your P Number
  • Module Code: HRMG2201
  • Name of the Module Leader
  • Date of Submission
  • Word Count
  • Title of the Assignment

No other information should be included on the cover.

  • Coursework must be submitted in Arial point 12 font, and double-line spacing.
  • There should be no header or footer that identifies you on any page of your assignment – either by name or number.
  • Harvard referencing rules apply.
  • There should be a single alphabetic reference list, in Harvard style, placed at the end of the assignment.
  • Faculty penalties for Bad Academic Practice and plagiarism apply.

All Essays:

The essay should be correctly referenced (the Harvard system is recommended) and should include a detailed reference list. The word-length for the essay is 3500 words (excluding the reference list). The essay should include a word count. All figures, tables and diagrams must be sourced and included in the main text or as appendices.

Students are required to submit their essay electronically through Turnitin by the deadline for submission (see above). Failure to do so will result in the work being capped and/or marked at 0%.



  • A focused and well thought out piece of work that shows insight and answers the question will get a higher mark. Marks will be deducted however for waffle, repetition, padding and irrelevance. It is quality not quantity that is important.
  • It is not enough for you to put forward points in your essay that are essentially “correct”. You must support those points using appropriately referenced material derived from your reading.
  • It is not acceptable to use lecture notes and lecture hand-outs as a reference source. These are intended as a guide only and you must do your own additional reading.
  • If your assignment contains only material that has simply been paraphrased from lecture notes, and a limited number of sources, it will be given no more than 50%.
  • Using only the citation or abstract of an article is not acceptable, and you should not ‘cut and paste’ from on-line or hard copy sources.

Key Assessment and Reassessment information

Module Mark: The minimum pass mark for the module is 50%.

Unauthorised late submission of assessments

  • If an assessment is submitted later than the deadline without an approved extension or deferral the mark received will be capped.
  • If an assessment is submitted 1-14 calendar days late the mark for the work will be capped at the pass mark of 50 per cent for postgraduate modules
  • If an assessment is submitted beyond 14 calendar days late the work will receive a mark of zero per cent.
  • The above applies to a student’s first attempt at the assessment. If work submitted as a reassessment of a previously failed assessment task is submitted later than the deadline the work will immediately be given a mark of zero per cent.
  • If a student does not submit a reassessment when expected, the student will be recorded as having failed the reassessment.

Late submission penalties (below) apply.

Policy for the unauthorised late submission of work:

Late submission up to and including 14 actual days after the submission date15 or more actual days after the submission date
The work will receive a mark up to a maximum of 50%0%

This policy uses actual days rather than working days (since a weekend and Bank Holidays would give students real extra days) and a single penalty for work that is handed in late, but up to 14 days late.

Submission of Assessment:

Copies of all coursework must also be submitted electronically through Turnitin.  This is carried out utilising Blackboard. Instructions as to how to submit work via Turnitin and a Guide to Interpreting your Turnitin Report are in the electronic version of the Programme handbook accessed by logging in to Blackboard clicking on My Communities, Faculty of Business and Law and Programme Handbooks.

It is also imperative that you keep a copy of the work, either electronically or a photocopy, and you must make a hard copy available on request.

Academic Practice Officer (APO):

Further advice on academic offences can be obtained by emailing [email protected]   

Full details can be found in the University regulations


Plagiarism is a very serious academic offence and will be treated as such. The definition is, ‘to take and use another person’s thoughts, writings or inventions as one’s own’.

If you are in any doubt about what constitutes plagiarism, please ask.

Further Information

Attendance: Attendance and engagement in all learning activities is expected in all Faculty of Business and Law modules. For absences due to illness, lasting up to six consecutive calendar days, students must inform tutors, whose classes they are missing, of the reasons for their absence. For absences of seven consecutive days or more due to illness a medical certificate must be submitted to the Faculty Student Advice Centre. Student who wish the illness to be taken into account in relation to an assessment of work must follow the procedures relating to deferral.

Extensions: Extensions to relevant deadlines are only granted where there is a satisfactory explanation provided in advance. Module leaders may be able to grant a short extension of up to 14 days or they can, if appropriate or practical, make alternative arrangements for the assessment. Remember it may not always be possible to make alternative arrangements. In exceptional circumstances extensions beyond 14 days can be granted by the Associate Dean Academic or their nominee.

You may apply for an extension by completing an extension request form available from the Student Advice Centre.

Unauthorised late submission of assessments

If an assessment is submitted later than the deadline without an approved extension or deferral the mark received will be capped. If an assessment is submitted 1-14 calendar days late the mark for the work will be capped at the pass mark of 50 per cent for undergraduate modules. If an assessment is submitted beyond 14 calendar days late the work will receive a mark of zero per cent.


If your circumstances are such that an extension of 14 days would not be sufficient, or if you feel that, despite being granted an extension of up to 14 days, your performance in a piece of coursework has been seriously impaired, you may apply formally to your faculty panel for a deferral of assessment of coursework. You will have to fill in the appropriate form that is obtainable from the Faculty Student Advice Centre and supply supporting evidence.  Forms should be submitted to the Faculty Student Advice Centre. Further information on the deferrals policy can be consulted at:

Style and Referencing: Students in the Faculty of Business and Law follow specific referencing guides for all written work.  There are separate guidelines for Law students ( and for students in the Leicester Castle Business School (

Law students follow the footnote referencing system:

Leicester Castle Business School students follow the Harvard referencing system:

Return of submitted work:

All marks on assessed work are provisional marks only and they will not be confirmed until the Assessment Board meets. Marks and feedback on assessed work will be available within 20 days. The turnaround time does not include weekends, bank holidays or university closure days

The full Assessment and Feedback policy can be consulted at:

Good academic conduct and discipline: All students are expected to adhere to the University’s regulations in relation to expected standards of behaviour.

Information on student regulations can be viewed at:

Plagiarism and bad academic practice

De Montfort University’s Academic Regulations describe plagiarism as:

“the significant use of other people’s work and the submission of it as though it were one’s own in assessed coursework (such as dissertations, essays, experiments etc)”.

This includes:

  • Copying from another student’s work
  • Copying text from sources such as books or journals without acknowledgement
  • Downloading information and/or text from the Internet and using it without acknowledgement
  • Submitting work which you claim to be your own when it has been produced by a group
  • Submitting group work without acknowledging all contributors.

De Montfort University describes bad academic practice as:

Low level duplication without citation for example errors made through carelessness or misunderstanding or

Passing off ideas, data or other information as if originally discovered by the student.

Information on academic offences can be found at:

Further advice on academic offences can be obtained by emailing [email protected] Full details can be found in the University regulations

Students are reminded that module assessment results are provisional until ratified by the programme management boards and that results released to students can be revised or redacted if there are concerns regarding academic practices. 


If you do use a third party to proof read your work or a professional proof reading service you must discuss this with your tutor and declare this in a written statement accompanying your work when you submit it for assessment.

How we support you

Sometimes things happen that are beyond your control, for example, illness or personal problems.  If things start to affect your studies, you need to let someone know.  There are processes and people to help you.

Your personal tutor is an important starting point for help.  He or she will be able to advise you about the various University procedures.  Many things can be dealt with by your Programme Leader. Academic matters within the Faculty are led by the Associate Dean Academic in conjunction with Associate Professor Student Experience. The staff in the Student Advice Centre are there to provide support and guidance. 

There are in addition a number of sources of help that are listed in the Useful Links and Contacts section below, such as the Student Gateway.


Careers Service:


Counselling and Wellbeing

Disability Advice and Support


Student Advice Centre


Student Finance and Welfare


Student support


Students’ Union


Support for Mature Students


The Student Gateway

Other Services and Links

Academic Appeals

Change in student circumstance (e.g. suspension of studies) –

Complaints Procedure

Information Technology and Media Services (ITMS)


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