1. Lecture 1: Introduction
Managing and Leading Change
Lecture 1: Introduction
Peter Fargus BSc. MSc. FCIPD. FIC. FHEA. AFBPsS.
Chartered Occupational Psychologist and Associate Academic

2. QIP My Background Self employment Quality Improvement Partners
Management Consultants
Rowntree Mackintosh
Self employment 2

3. Why is Managing and Leading Change Important?
Because you will experience it
Because the organisations you encounter will change
Because if you become a Director or Manager, you will have to lead and manage change
Against a backdrop of increasing globalisation, deregulation, the rapid pace of technological innovation, a growing knowledge workforce, and shifting social and demographic trends, few would dispute that the primary task for management today is the leadership of organisational change.’
Graetz, F. (2000) 3

4. Readings Hughes, M (2010) Baxter and MacLeod (2008) One reading a week
Articles 4

5. Module Schedule Introduction and literature review Week Date Topic 2
17th Jan
Lecture 1: Introduction to the Module:
Reading: Heckmann, N., Steger, T. and Dowling, M., 2016.
18th Jan.
Lecture 2: Conundrums of Change
Reading: Hughes Chapter 1 3
24th Jan.
Lecture 3: Constant Change
Reading: Hughes Chapter  5
25th Jan.
Lecture 4: Options for Managing Change
Reading: Hughes Chapter 2 and Appendix 4
31st Jan
Lecture 5: Leading Change,
Reading: Hughes Chapter 10 5
7th Feb
Lecture 6: Implementing Change,
Reading: Hughes Chapters 11 and 12
8th Feb
Seminar 1 Case study – Transformational Change and links to theory 6
14th Feb
Lecture 7: Outcomes of change:
Reading : Hughes Chapter 20
15th Feb
Seminar 2 Case study – Technological Change and links to theory 7
22nd Feb.
The Morgan Day trip
(start around 08.00, back around 20.00) 8
1st March.
Seminar 3
Morgan Day Trip debrief
2nd March
Lecture 8 Review & Summary.
Keys to obtaining a good mark 9
8th March
Seminar 4. Review of past assignments.
The good, the bad and the ugly.
Introduction and literature review

6. Structure of your lecture
Background, definition and module design
Your assessment
History or future?
History - critical perspective
Focussing on the future
How to boost your marks
References 6

7. What is Change? The Background
...theories and approaches to change management currently available to academics and practitioners are often contradictory, mostly lacking empirical evidence and supported by unchallenged hypotheses concerning the nature of contemporary organisational change management
Todnem By, R., 2005. 7

8. What is Change Management?
‘the process of continually renewing an
organization’s direction, structure, and capabilities to serve the ever-changing
needs of external and internal customers’
See also : Heckmann, Steger and Dowling, 2016
Moran and Brightman, 2001: 111 8

9. The Module The Module was designed make you aware of the issues
associated with change.
It will build
your knowledge – through theories
your understanding – through relating theories to examples
your skills– through evaluating what works or does not work
your attitude – a critical dimension
your behaviour – which can make or break a change project 9

10. Structure of your lecture
Background, definition and module design
Your assessment
History or future?
History - critical perspective
Focussing on the future
How to boost your marks
References 10

11. The Assessment
Drawing on your knowledge of change in an Organization in which you have worked / The Crafter’s Companion company / The Morgan Car company:
Construct an account of the change process, including why the change was thought a good idea, when it started, how the change was planned, how it was managed, what happened, when it was thought to end and what actually changed as a result of the process.
Compare your account with how the managers could have managed the change differently had they followed ideas from the literature. You should draw upon for example major theorists of change, or sets of change ideas that we discuss in the module.) 11

12. The Assessment
Your discussion should focus on two of the following paradoxical aspects of change:
History or future
Management or leadership
Superficiality or thoroughness
Conclude with recommendations based on your discussion for a) your chosen organisation, b) other organisations and c) what could be researched in further depth by writers on the management of change.
4000 words. 12

13. The Assessment
Your discussion should focus on two of the following paradoxical aspects of change:
History or future
Management or leadership
Superficiality or thoroughness
Conclude with recommendations based on your discussion for a) your chosen organisation, b) other organisations and c) what could be researched in further depth by writers on the management of change.
4000 words. 13

14. Structure of your lecture
Background, definition and module design
Your assessment
History or future?
History - critical perspective
Focussing on the future
How to boost your marks
References 14

15. History or Future?
Change Management
Now
The Future
History 15

16. History or Future? Learning from the history of management thinkers
Bureaucracy
Based on hierarchical rules and disciplines
Outcome of scientific and rational principles
Specialisation; hierarchy, rules, impersonality; appointment; progression; records etc (Weber)
Lessons:
Different options for organisational structure
Informal organisations as a reaction against bureaucracy
Bureaucracy as an impediment to change 16

17. History or Future? Learning from the history of management thinkers
2. Scientific Management
Study work – identify the most efficient way to perform tasks.
Match workers to their jobs based on capability
Monitor worker performance, and provide instructions
Managers spend their time planning and training (Taylor)
Lessons:
Can significantly improve efficiency
Failed to include human relations 17

18. History or Future? Learning from the history of management thinkers
3. Administrative Management
14 principles: Division of Work; Authority; Discipline; Unity of Command; Unity of Direction; Subordination of Individual Interests; Remuneration; Centralization; Scalar Chain; Order; Equity; Stability of Tenure; Initiative; Team Spirit (Fayol)
Lessons:
Origin of debates on how to manage change
Insights into the processes of managing change 18

19. History or Future? Learning from the history of management thinkers
4. Human Relations
Consultation of employees
Praise and recognition
Social interaction and teamwork (Elton Mayo)
Lessons:
An intervention will initiate change
An intervention may not initiate predictable change
Psychological factors influencing productivity
Influenced studies of motivation and group dynamics 19

20. History or Future? Learning from the history of management thinkers
5. Neo – human relations
Theory X and theory Y
Job enrichment
Hygiene factors and motivators
Democracy in management (McGregor; Herzberg; Likert)
Lessons:
Rationale for managing the human aspects of organisations
Origins of organisational development 20

21. History or Future? Learning from the history of management thinkers
6. Guru Theory
Customers are sources of innovation
Innovation takes many ‘tries’
Action leads to feelings
Importance of culture and value systems
(Drucker; Peters & Waterman)
Lessons:
Generates expectations that change will generate organisational survival, growth and prosperity. 21

22. History or Future? Learning from the history of management thinkers
7. The Quality Movement
Customer First
Business Processes
Statistical Process Control
Continuous improvement
Interdisciplinary teamwork
Leadership (Deming; Juran; Feigenbaum; Ishikawa)
Lessons: (Baldrige; EFQM)
Benchmark the best; Journey not a destination; Change can fail 22

23. But.... 23

24. Structure of your lecture
Background, definition and module design
Your assessment
History or future?
History - critical perspective
Focussing on the future
How to boost your marks
References 24

25. The critical perspective
Historiography – the study of writing history
‘change management’s very construction has been a political process which has written the ‘left’ out and shaped our understanding of the field as technocratic and ideologically neutral’
Cooke, B., 1999 25

26. The critical perspective
Legitimacy of research – based theories
e.g. Taylor and scientific management
Bethlehem Steel Company – pig iron observations
Anecdotal / erroneous observations / simplified results / inconsistencies glossed over / not replicated.
Wrege and Hodgetts, 2000 26

27. The critical perspective
Misrepresentation
McGregor
Herzberg
Lewin
Fitting the prevailing logic of developing productive, efficient employees
Airbrushing out the ‘left’
Resolution of social conflict
Minority and disadvantaged groups
Cooke, B., 1999 27

28. The critical perspective
Misrepresentation
Herzberg:
Motivators, if present, generate job satisfaction
(challenging work, recognition, responsibility, opportunity to do something meaningful, involvement in decision making).
Hygiene factors, if absent, generate job dissatisfaction
(status, job security, pay, fringe benefits, working conditions)
Some motivators were included in interviews with dissatisfied employees e.g. recognition.
Some hygiene factors can generate motivation e.g. pay 28

29. The critical perspective
Gender blindness
Wendell, L., French, L. and Bell Jr, C.H., Organization Development: Behavioral Science Interventions for Organization Improvement, vol. 3. Englewood Cliffs, New York.
Contribution of women not acknowledged
French and Bell – authors added between 1984 and 1996
Organization Development: Behavioral Science Interventions for Organization Improvement, 6th Edition
Wendell L. French, the University of Washington
Cecil H. Bell, the University of Washington
©1999 Pearson 
Cooke, B., 1999 29

30. The critical perspective
Gender blindness
Contribution of women not acknowledged
Gender blindness within management research is identifiable through editorial boards, choice of referees, referee comments and decisions as to whether to publish or not... 30
Mavin, Bryans and Waring,

31. The critical perspective
Implications
Focus on Anglo – American accounts
Improving on earlier theories?
Progressive linearity or cyclical ?
New wine in old bottles?
All organisations in turbulence?
Cooke, B., 1999 31

32. Structure of your lecture
Background, definition and module design
Your assessment
History or future?
History - critical perspective
Focussing on the future
How to boost your marks
References 32

33. Creating a vision of the future
Now
No problems
Manager as boss
Customer complaints
Branch network
Them and us
Target
Opportunities for improvement
Manager as coach
Customer feedback
Electronic banking
We are a team 33

34. The Future – implications for managing change
Our cities will be made from living, dynamic materials that respond to the environment.
Alex Ayad, Head of Imperial College Tech Foresight Practice 34
Daily Telegraph , 2017

35. The Future – implications for managing change
Poverty and hunger will have been all but eliminated
Mark Drapeau, Head of Content, World Future Society and Editor, The Futurist 35
Daily Telegraph , 2017

36. The Future – implications for managing change
Artificial Intelligence will find the answers to many of the humanity's biggest questions.
Oren Etzioni, Chief Executive of the Allen Institute for Artificial Intelligence 36
Daily Telegraph , 2017

37. The Future – implications for managing change
Almost everything about you will be monitored, analysed, and responded to by sensors and connected everyday objects.
Peter Cochrane OBE, Advisor and former BT chief Technology Officer 37
Daily Telegraph , 2017

38. Structure of your lecture
Background, definition and module design
Your assessment
History or future?
History - critical perspective
Focussing on the future
How to boost your marks
References 38

39. How to boost your marks Attend the Lectures
You will get suggestions and guidelines over and above the VLE
Participate
Take an active role in Seminars and Exercises
Read widely
Go beyond the text book, you need to read journal articles

40. How to boost your marks Apply the ideas Your own experience
Web and TV News
Personal and Family contacts
Financial Times
Link your ‘change story’
With academic theory
With management concepts

41. How to boost your marks Apply the ideas Your own experience
Web and TV News
Personal and Family contacts
Financial Times
Link your ‘change story’
With academic theory
With management concepts

42. Questions? Questions from me.

43. Structure of your lecture
Background, definition and module design
Your assessment
History or future?
History - critical perspective
Focussing on the future
How to boost your marks
References

44. Reference List
Cooke, B., Writing the left out of management theory: the historiography of the management of change. Organization, 6(1), pp
Daily Telegraph , Back to the Future
Graetz, F. (2000) ‘Strategic change leadership’, Management Decision, 38(8), pp. 550–562.
Mavin, S., Bryans, P. and Waring, T., Unlearning gender blindness: new directions in management education. Management Decision, 42(3/4), pp
Moran, J. W. and Brightman, B. K. (2001) ‘Leading organizational change’, Career Development International, 6(2), pp. 111–118.
Todnem By, R., Organisational change management: A critical review. Journal of change management, 5(4), pp
Wrege, C.D. and Hodgetts, R.M., Frederick W. Taylor's 1899 pig iron observations: Examining fact, fiction, and lessons for the new millennium. Academy of Management Journal, 43(6), pp