MBS548

Organisational Change, Management and Consultancy

Unit Information and Learning Guide

Dubai TD1, 2011

Unit Coordinator: Dr. Scott Gardner Murdoch Business School Faculty of Law, Business and IT

 Published by Murdoch University, Perth, Western Australia, 2010. Dr. Scott Gardner July 2011.

This publication is copyright. Except as permitted by the Copyright Act no part of it may in any form or by any electronic, mechanical, photocopying, recording or any other means be reproduced, stored in a retrieval system or be broadcast or transmitted without the prior written permission of the publisher.

CONTENTS

UNIT INFORMATION
ONE Introduction Learning Objectives Unit Coordinator Learning Activities and Unit Rationale Study Schedule Resources for the unit Assessment Advice for preparing assignments Statement on group work and peer assessment Advice for writing reports Recommended research sources Referencing 1 2 3 4 6 9 11 13 17 18 19 20

TWO THREE

Learning Guide Assessment guides

Presentation Marking Criteria Report Marking Guide Proposal Marking Criteria 2 3 4

Organisational Change, Management and Consultancy MBS548 Dubai TD1, 2011

Unit Information

This information should be read in conjunction with the online learning materials which can be found on your MyUnits page.

ONE

Introduction
Unit overview
The unit examines: The relationship between organisational strategy, change management methods and approaches or interventions; The planning, communication and implementation of the change management process; The role, skills and knowledge of the external consultant and internal change agent; The readings, lectures, seminar exercises, cases and discussions will also incorporate: 1) A critical review of the applications and limitations of different internal and external change consulting methodologies and interventions. These include: Structural; Process and (ICT) Information and Communication Technologies; Organisational Development (OD); Human Resource Management (HRM); and Culture focused interventions. 2) An examination of the change leadership, management or facilitation roles and competencies required for internal Organisational Development (OD) consultants. 3) Key OD consulting themes covered in the unit will include: The OD consulting cycle: 1) Entry, contracting and diagnosis, 2) Information gathering, processing and feedback, 3) Implementation and evaluation; Managing client- consultant relationships; Ethical issues in the consultant-client relationship; Different levels of OD intervention IE: Individual, Team, Intergroup and Organisational The Action Research (AR) process will be explored as a core OD methodology. This important consulting and research process is used by OD practitioners to plan and implement change. AR uses systematic information gathering and analysis, ongoing feedback to target groups, develop the required levels of support and the shared knowledge base required to solve systemic organisational problems.

Prerequisites
Enrolment in a postgraduate level course.

Aims and outcomes

Unit aims

MBS548 Unit Information 1

The broad aim of the unit is to introduce the profession of consultancy in a change management context and discuss and practice the processes and skills involved in order to gain an understanding of: The use organisations can make of consultants (internal and external); The role of the consultant /change agent; The theory principles, applications and limitations of different approaches to change management consultancy including: Strategic and planned change and specific methodologies focused on organisational structure, processes/ICT, culture and human resources. Organisational Development interventions and methods including action research approaches and a range of other methods used in interpersonal, team, business unit, and organisation wide contexts; Consultancy/project methodology and the consultant/client contract Overcoming barriers and issues problems encountered in change management and consulting practice.

Learning outcomes

On successful completion of the unit you should be able to: 1. Describe the nature of change consultancy and its relationship to organisations and management. Also the general principles of planned change management and the different models and interventions that are applicable for bringing about change in different organisational contexts or environments. Explain the way in which various academic disciplines such as: Organisational Behaviour; Organisational Theory; Organisational Development; Management, HRM, Strategic Management and research processes including action research, have informed the development of change management theory and practice. Explain the nature and operation of the client-consultant relationship and how this impacts the success of consultancy interventions; Present in oral and written form, the main elements of the consulting process including: Planning, engagement, management and the application of various principles and approaches. Outline the criteria that can be used to select consultants (internal and external). Discuss the various issues that arise commonly in change consulting practice Stated change purpose v client agendas, ethical considerations, recognition, role conflict, confidentiality, reporting, measures and results.

2.

3. 4.

5. 6.

Graduate Attributes

This unit contributes to the development of the following Attributes: See http://our.murdoch.edu.au/Educational-Development/Preparing-toteach/Graduate-attributes/

MBS548 Unit Information 2

1. 2. 3. 4. 5. 6. 7. 8.

Communication Critical and creative thinking Social interaction Independent and lifelong learning Ethics and Social Justice Interdisciplinarity Global perspective In-depth knowledge of a field of study

Unit coordinator
Dr. Scott Gardner, is the Coordinator for this Unit Scott has extensive experience as a lecturer, research supervisor, strategy facilitator, change management consultant and senior manager within the University sector. He has consulted for a range of companies and government agencies in the UK, Australia, and South East Asia.
Contact details

Dr. Scott Gardner:

Location: Room 2.017, Murdoch Business School, MBS 1 (new building), South St, Murdoch. Telephone: 6189- 360-6377 email: s.gardner@murdoch.edu.au
Administrative contact Shermel Ancajas Postgraduate Programs Administrator

s.ancajas@murdoch.edu.au
Dubai Lecturer Details

You will be notified of your tutor at the beginning of the unit. Please write your tutors name and contact details here.

Technical help
For technical difficulties contact the IT Service Desk: ITservicedesk@murdoch.edu.au

MBS548 Unit Information 3

or phone 9360 2000 For difficulties with other online materials contact your Unit Coordinator.

How to study this unit

The Unit provides a variety of learning activities for students. Discussions, team exercises , case study analysis, consulting projects and presentations.

Learning activities Consulting or applied research teams will be formed early in the trimester. Each team will either: 1) Prepare a proposal to carry out an consulting assignment in their workplace or designated organisation Or 2) Prepare a proposal and undertake an applied research review of a change management process within their own workplace or designated organisation agreed with the lecturer. Students who cannot access an organisation to study directly will be required to undertake an applied research based analysis and appraisal of a strategic change process within a case study organisation. This option will require the students to: Undertake extensive research to update the case study selected from texts, journals, and media and undertake an analysis of the change process being examined from a strategic performance perspective. Typically cases should examine the reported objectives, process and impact of strategic changes such as: Mergers and Acquisitions, Restructuring; or the introduction of new enterprise wide Information and Communication technologies. Designated key performance indicators and other measures of performance such as share price revenue growth and return or investment should be included in the discussion. The lecturer can advise on all three options. Throughout the term each team will produce a proposal, a presentation and a final consulting or research report based on feedback from in class presentations or for external students - student to lecturer presentations. These are all assessable work components and the requirements are as follows: 1) Consulting or Research Proposal to establish the project scope, objectives, relevant literature and secondary documentation sources, methodology, deliverables, timelines, budget, and terms of the consulting or applied research contract with the organisation, 1500 words 2) PowerPoint Presentation presents the main elements of the final report for review and feedback. It should cover the scope and objectives of the project,

MBS548 Unit Information 4

methodology used, key literature sources, findings from investigation process and an action plan and /or recommendations in regard to the negotiated consulting brief. 30 minutes 3) Final Report including an index, executive summary objectives and scope of the project method and justification, relevant literature, key findings, detailed recommendations and /or action plan for the client. 4000 words (individual), 5000 words (team). Time commitment and attendance As this is a 4 credit point unit, we expect you to spend on average 20 hours / week( including the 3 hours lecture and seminar contact time for internal students for the 12 weeks of this teaching period). See the Units Policy and the guideline of an average student workload of 50 hours for one credit point http://policy.ad.murdoch.edu.au/documents/index.php?docid=450&mode=view Attendance at all lecture/seminar session scheduled is required unless prior agreement for structured independent study in lieu of a specific session, is made with the lecturer.

MBS548 Unit Information 5

Study schedule
This timetable will help you to plan your study over the semester.

Session
1.

Topic Assignments Course Introduction & Overview of the nature of strategic change consulting and OD. Barriers to change. Consulting groups to be formed. Overview of assignment requirements. Readings: Waddell Ch 1 and 2; Gardner article: Managing the Business of Change. Moore and Gardner article HR and change management in mining. Change management strategy types.

Due

2.

Change interventions focused on: Structure, Process, Information and Communication Technologies (ICT), HRM and Culture. Bank of Scotland Case Study Readings: Waddell Ch: 2,5,8. Stace and Dunphy Chapter 3; Gardner and Ash article- ICT based change Client - Consultant Relationship & the OD practitioner. The role and skills of the external and internal change agent; Action research methodology. Discussion - Ethical considerations Readings: Waddell Ch:2, 3;5; Briggs Ch 7.Gardner article- Change Agents. Consultants and Facilitators. Change Communication. Oral presentation and 300500 word draft team consultancy proposals for approval by lecturer and feedback.

3.

4.

Case study Utilitycorp: Communicating culture change Strategic communication exercise.

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Consulting Proposal work in progress sessions.(Internal). Readings: Gardner article Strategic Dialogue Clampitt Ch 4; Larkin article.
5.

Strategic Human resource interventions. Action Research and other investigation, data gathering and analysis methods; Appreciative Enquiry Waddell p40, Others tba Read Waddell, Ch: 5and 7, Graetz and Rimmer Ch:7, Wolf Creek Mine Case Study Organisational Learning, Knowledge and Change. Case Study Discussion: The University as a knowledge centre? Or Change in the Legal Profession and Professional Services. Reading Gardner and Tellefsen (2002) article on the University as a Fiefdom v a Knowledge Centre.Waddell Ch 6.

Consultancy proposal Due 15%

6.

7.

Lecture and seminar on assignment presentation and report development. Proposal Marks and feedback. Main report and presentation work in progress.

8.

9.

Organisational Transformation and Change; Change in Unpredictable Environments; Disruptive Business Models and the Digital Economy. Readings: Waddell Ch:9 and 10.Waldman Chapter 2 Professional service firms and consulting practice. Briggs Chapters 1-3 Consulting Theories and Models Biggs Ch 4,5,6. Team power point presentations (1) of draft consulting reports and detailed feedback for incorporation into reports.
15%

10.

11.

Team power point presentations (2) of draft consulting documents and detailed

15%

MBS548 Unit Information 7

feedback for incorporation into reports. Exam Overview

12.

Final consulting reports Due 40%

13. 14.

Study Break Assessment Period

Final Exam TBC 30%

MBS548 Unit Information 8

TWO

Resources for the unit

Unit materials
To undertake study in this unit, you will need: Essential textbook

Waddell D. M., Cummings T.G., and Worley C. G (2011) Organisation Development and Change: Asia Pacific 4th edn. Cengage Learning Australia. This book covers various theories, contexts and methods of change management within a broader Organisational Development (OD) framework. Biggs D. Management Consulting (2010): A guide for students. Cengage Learning, U.K. This book provides a useful overview of the context, methods and practices of the global management consulting industry.

It is essential that students examine the recommended weekly readings to gain a broader understanding of the change management and consulting process. OD offers one perspective which is largely applicable for internal change agents. These readings are supplied through LMS and ECMS links to Murdoch Library.

MBS548 Unit Information 9

Other references

REFERENCE JOURNALS Journal of Management Consulting ISSN: 0168-7778 Web site: http://www.jmcforum.com (NB IMC Web site http://www.imc.org.au WA Chapter web site http://www.wa.imc.org.au)

Online resources

Your Online Unit and Lectopia recordings can be accessed from your MyUnits page. The Learning Management System (LMS) is accessible from the University home page at: http://www.murdoch.edu.au/; Current Students; myportal/ Library databases are at: http://wwwlib.murdoch.edu.au/database/ Recommended: Proquest, Expanded Academic Index & Web of Knowledge Another good search engine is: http://scholar.google.com/

Library resources

Electronic Course Material & Reserve info

http://prospero.murdoch.edu.au/search~S1/

Past exam papers

http://library.murdoch.edu.au/Find-information/Exam-papers/

Not all Journals are on-line - so it is a good idea to visit the Library. There are links to some recommended articles in the online resources section of LMS.

MBS548 Unit Information 10

THREE

Assessment
University policy on assessment
Assessment for this unit is conducted in accordance with the Assessment Policy. The version of the Assessment Policy applicable for this unit can be found at
http://www.murdoch.edu.au/index/policies/index?Filter=assessment

Assessment components
You will be assessed on the basis of:
Assignment Description Value Due

Organisational Consultancy Project Part A Consultancy or applied research proposal maximum 1,500 words Consultancy or applied research power point presentation Consultancy or applied research report maximum 5000 words . (excl appendices) 15% Session 5

Part B

15%

Sessions 10 and 11

Part C

40%

Session 12due Wednesday 8pm Assessment period

Exam

Individual Exam

30%

MBS548 Unit Information 11

Assessment details
All team assignments with the exception of the exam are due in class. Deferred assessment is only granted for illness or extreme circumstances not for work commitments. Late assignments can be penalised at 10% daily unless approval for deferral was granted prior to the deadline. Please type assignments to a professional standard, using 1.5 (or 2) line spacing. It is your responsibility to keep a copy of all assignments handed in for assessment. Assessment 1: Change consultancy or Applied research project Part: A 15%; B 15%; C 40% Throughout the term each team will produce three written products of a consulting assignment exploring an existing organisational issue or evaluating an ongoing change process in an organisation using applied research techniques. The three components of the assignment are as follows1) Proposal to a client for a consulting or applied research contract with the organisation, 15%

2) A 30 minute presentation based on the consulting or research assignment to highlight the scope, objectives, relevant literature, method and key findings and recommendations of the study. Feedback provided by the lecturer and other students is then incorporated into the final consulting or applied research report.15% 3) A final report with a clear statement of the consulting or research brief, scope and objectives; a project costing (if the consulting option is taken); Relevant literature, theory or change consulting models, method used and why?; Key findings; recommendations and/or action plan for the client.40%

TEAM WORK Team rules are to be set up when groups are formed and a copy of the rules are to be submitted with your draft consulting proposal. Peer assessment feedback forms are to be submitted with the consulting report/team assignment. (Each member of each group should fill out the peer and self assessment form). This is to be submitted either electronically or in a sealed envelope when the project is handed in. All members will receive the same mark, unless a consensus reveals there has been significant lack of contribution by one or more members. For further Information refer to: http://www.murdoch.edu.au/admin/policies/assessmentlinks.html#7.

MBS548 Unit Information 12

Assessment 2

Exam 30%

This exam will test your knowledge of key change management and consulting, theories, principles, approaches and methods from the readings and lectures. You will be required to choose three questions out five and explain how and why the relevant concepts, theories, approaches and methods can be applied in different consulting and applied research situations. 30%

Students should bring identification to the exam and have a right to view marked scripts For further information about examinations, refer to http://www.murdoch.edu.au/oss/exams/

Assignment cover sheets

Cover sheets for reports are required and these should be of professional standard with the title of the project, names off the contributors and nine of the organization for which the report was prepared if appropriate, nines and student numbers of all contributors.

Examination(s)
This exam will test your knowledge of key change management and consulting, theories, principles, approaches and methods from the readings and lectures. You will be required to choose three questions out five and explain how and why the relevant concepts, theories, approaches and methods can be applied in different consulting and applied research situations. For further information about examinations, refer to
http://our.murdoch.edu.au/Student-life/Get-organised/About-exams/

Attendance/participation requirements
Students will be asked to actively participate in their own learning. Attendance at all lectures is expected for internal students unless prior arrangements are made with the lecturer. While in class, you will be asked to work on a number of team projects. Participation and contribution to the team effort will be rewarded with a component of the assessment being influenced by your peers. Some class time will be allocated for the planning of team assignments, and research outside the class is required. It is expected that tasks will be allocated and equally shared among team members. Guidelines and

MBS548 Unit Information 13

assessment criteria for group activities will be defined at the beginning of the semester, but negotiable to meet your needs. Groupwork in class will include brief presentations, process experimentation, workshops, and role plays.

Determination of the final grade

High Distinction 80-100% Work is exceptional and built on solid base of deep knowledge. Delivers original thought, or provides original application of a presented model. Has displayed sound and defensible judgement. Of a very high academic standard. Has integrated complex knowledge of theoretical concepts/ constructs and presented a sound critical analysis, well supported by grounded opinion. Contributes to knowledge and/or basic research, by adding to knowledge of topic. Evidence of extensive reading. Presentation of high standard. Evidence of relevant reading (see reference requirements for assignments). Intelligent organisation and expansion of concepts and ideas, with sound critical analysis and discussion of implications involved. Application of concepts/theories with evidence to support or refute arguments. Professional presentation. No errors in spelling, grammar etc. Referencing to academic standard in text and reference list with minimum requirement met. Covers the key issues. Analysis of the issues/concepts/theories involved with clear presentation of components. Ideas organised and logically presented. Evidence of additional reading in discussion and referencing. Work is appropriately referenced. Key issues understood and addressed. Evidence of required reading. Awareness and understanding of the major concepts and theories / frameworks involved. Sufficient organisation of thought and expression to allow the reader to follow without effort. May be some errors but not enough to flaw the argument/discussion. Accurate referencing in text and reference list. Insufficient work and research. Discussion and/or argument contain errors with gaps in knowledge of key issues. Work poorly organised or not logically presented. Referencing inadequate.

80+

Distinction 70-79%

Credit 60-69%

Pass 50-59%

Fail Below 50%

See Section 11 in the current Assessment Policy regarding grades.

MBS548 Unit Information 14

Notation HD D C P N DNS

Grade High Distinction Distinction Credit Pass Fail Fail

Percentage Range 80 100 70 79 60 69 50 59 Below 50 Fail, the student failed to participate in assessment components that had a combined weighting of 50% or more of the final mark. 45 49* 45 49*

SA SX

Supplementary Assignment Supplementary Exam

*The award of the grade of SA or SX shall be at the discretion of the Unit Coordinator except where clause 11.8 applies.

Assessment roles and responsibilities

Please refer to Section 8 in the current Assessment Policy.

Academic Integrity
Murdoch University encourages its students and staff to pursue the highest standards of integrity in all academic activity. Academic integrity involves behaving ethically and honestly in scholarship and relies on respect for others ideas through proper acknowledgement and referencing of publications. Lack of academic integrity, including the examples listed below, can lead to serious penalties. More information about academic integrity can be found at
http://our.murdoch.edu.au/Educational-technologies/Academic-integrity/

Plagiarism

Inappropriate or inadequate acknowledgement of original work including: Material copied word for word without any acknowledgement of its source Material paraphrased without appropriate acknowledgement of its source Images, designs, experimental results, computer code etc used or adapted without acknowledgement of the source.

MBS548 Unit Information 15

Ghost writing Collusion Purloining

An assignment written by a third party and represented by a student as her or his own work. Material copied from another students assignment with her or his knowledge. Material copied from another students assignment or work without that persons knowledge.

Adapted from Section 9.3 of the Assessment Policy, Plagiarism and Collusion. Find out more about how to reference properly and avoid plagiarism at
http://our.murdoch.edu.au/Student-life/Study-successfully/Referencing-and-citing/

Plagiarism-checking software The University uses software called Turnitin which checks for plagiarism. The Coordinator may have added a link to Turnitin in your online unit. Please note that when you or your Unit Coordinator submit assignments electronically to Turnitin, a copy of your work is retained on the database to check collusion and future plagiarism. The University has a legal agreement with Turnitin that it will not share or reproduce student work in any form. Advice on using Turnitin can be found at
http://our.murdoch.edu.au/Educational-technologies/Turnitin/

Non-discriminatory language
Please refer to
http://our.murdoch.edu.au/Student-life/Rights-and-responsibilities/Yourresponsibilities/Non-discriminatory-language-guidelines/

Student appeals
Murdoch University encourages students to resolve issues initially through their Unit Coordinator and/or appropriate Faculty staff member. In cases where this is not possible, the University has in place a Student Appeals process. This process is a mechanism open to all Murdoch University students and there is no fee. The fundamental principles of this process include: 1. natural justice and procedural fairness; 2. transparency and accountability; 3. the provision of regular procedural review; and 4. the enhancement of the appeals process and outcomes.

MBS548 Unit Information 16

An appeal is not a merits based review, in other words, the committee will not reconsider a students performance to determine whether a different grade should be awarded. Rather, it is a procedural review and will investigate whether proper process has been followed. In cases where the appeal of a student is upheld by the Student Appeals Committee, the committee will consider what remedy, if any, is appropriate. Students seeking a review of a grade or mark are instead encouraged to follow the procedures set out in the Universitys complaint process at
http://www.murdoch.edu.au/vco/secretariat/complaints/

Information on the Student Appeals process can be found at

http://www.murdoch.edu.au/vco/secretariat/appeals/appeals.html

Student complaints
Please refer to
http://www.murdoch.edu.au/vco/secretariat/complaints/

Conscientious objection in teaching and assessment

(This relates to an objection based on an individuals deep moral conviction of what is right and wrong)

For guidelines on conscientious objection, see

https://policy.murdoch.edu.au/documents/index.php?docid=724&mode=view

Statement on Group work, peer assessment and Referencing

Team Work

Learning to work in teams and being a "team player" is an important part of working in industry. This course has components of group or team work to allow you to develop skills in working with and relating to others. Working with groups should be seen as a process skill, and you will be required to meet a number of expectations as outlined below.

Team members need to set clear guidelines or rules as to how they will work together. These guidelines need to set out clearly the expectations, obligations and responsibilities of all members. The group guidelines must contain a conflict resolution process. It is inevitable as part of the process, that conflict can and does frequently arise, however what is important is how you deal with this conflict. Initially you will be expected to deal with the conflict within the group by a process known as "INFORM INVITE. This means that group members will need to discuss how the conflict is affecting performance and what steps need to be taken to resolve any problems. Individual members contributing to conflict will need to identify steps they can

MBS548 Unit Information 17

take to resolve the conflict. (This means the onus for resolving the conflict lies with the member/s who has/ve created the conflict).

Keep in mind that in industry, if you are unable to resolve a problem it is your responsibility to take the matter to somebody else within the organisation who can. If you are unable to resolve conflict in your group please speak to the lecturer who will adopt a mediating role to assist in resolving the conflict. Where team members are unable to resolve conflict, the lecturer coordinator will require those team members who are unable to work with the others members to submit an independent assignment.

Writing your consulting or applied research reports maximum: 5000 excluding references and appendices.

The structure of your reports will need to include:

A title that captures the main question to be addressed or the essence of the report. Clear introduction and background to your topic that outlines the key points that will be discussed. A clear statement of the scope and objectives of the project. An outline of the consulting or research method chosen and a justification for adopting this process with reference to the relevant change management, consulting or OD literature. A brief review of the change management, consulting or OD literature (theory, concepts or models), relevant to the consulting or applied research work being undertaken. A clear and succinct presentation of your key findings and data. Tables can be useful for this purpose. In your discussion and analysis of your findings, reference the relevant change management theory, models or approaches covered in the literature review to support your argument. Conclude your paper by summarising the key issues and recommendations. Make sure that the recommendations are a logical extension of the key points and argument presented in the main body of the paper. Do not introduce any new evidence or points that have not been discussed in the body of the report. Include supporting evidence for your opinions, particularly when you wish to challenge ideas or put another point of view. This is achieved by providing references within the text to support your claims. The author - date (Harvard or Chicago) system of referencing is preferred. Provide a full reference list at the close of your work. This is an alphabetical list

MBS548 Unit Information 18

of all cited references.

Before you finalise your report, add a short 200 - 300 word Executive Summary. This summarises the objective, key issues or questions being addressed and one or two key findings and recommendations of the report. Dont forget and to make use of your computer's "Spell check and "Grammar check". See applied research and consulting report marking criteria posted in the Unit Learning Guide for more details.

Recommended Journals for Reading and Research It is essential that students read current course related research literature. This can be to be found in referred journals and Business Journals. Many of the better journals are available in the Murdoch Library. A list of the more appropriate journals is below

California Management Review Academy of Management Executive Administrative Science Quarterly Personnel Journal of Asian Business Human Systems Management Academy of Management Journal Human Relations Journal of Applied Psychology Sloan Management Review Academy of Management Review Harvard Business Review Journal of Human Resources Journal of Management Journal of Occupational Behaviour National Productivity Review International Journal of Technology Management Organisational Behaviour and Human Performance Organisational Behaviour and Human Decision Processes International Journal of Human Resource Management Journal of Asia Pacific Human Resource Management Recommended Texts for further reading ACKNOWLEDGING INFORMATION SOURCES: REFERENCING All work taken from another source must be referenced: Harvard Method of referencing is PREFERRED in this course. Apart from the journals recommended above, you might also use a mix of news articles and popular business periodicals - but make sure it is a balanced mix. Many of the popular periodicals talk of individual's experiences and while these are useful, they often lack a context and rigorous evaluation, so may not be reliable or transferable. Also beware of simple solutions to complex problems - they may add insights, but often don't give the full picture. REFERENCING PROTOCOL: REFERENCING IN TEXT

MBS548 Unit Information 19

Where you wish to present the ideas of another author you must do this in your own words but acknowledge the source of the information by including the original authors name in brackets after your work. For example: Previous literature on participative decision making has been fragmented and focused on the effects of participation on various dimensions (Black and Gregerson 1997; Cotton et.al., 1988). You can also source information from more than one author. E.g: PDM refers to the level of influence employees have in decision making, whether or not participation is formal or informal (Scully, Kirkpatrick & Locke, 1995; Cotton, et.al.,1988; Locke & Schweiger, 1979). If you wish to report what another author has written you can do this in one of two ways. Firstly; For example, Cotton et.al., (1988) found that representative participation did not increase productivity, whereas informal participation increased both satisfaction and productivity. Secondly, if you wish to use the words of another author you must place these in inverted commas as a quote "ability to function under stress, ingenuity, adaptability" (Locke et.al., 1984: 248). Page numbers are only included after quotations. Other author's names surnames or family names need to be included each time the work is referred too unless you signal that a collection of ideas are from a single source. Single author's names are included after each citation. If there are two authors, both names are always included. The first time you write a group of author's names these need to be a written in full. Thereafter, only the first authors named is cited followed by the notation et.al., and the year. For example Scully, Kirkpatrick & Locke, 1995 becomes Scully et.al., 1995 from second use onwards. Reference List Example Author's Last name; Author's First name or Initials; Year of publication; Title of Article or Text; Publisher. (See guidelines below) If sourced from a Text include: Place of Publication: Name of Publisher Example: Bartol K,. Martin D., Tein M., and Matthews G. (1998) MANAGEMENT A Pacific Rim Focus 2 nd. Ed. Australia: McGraw-Hill If sourced from a Journal include: Name of Journal; Volume and Number and Page Numbers Example: Becker T.X., Billings R.S., Eveleth D.M. and Gilbert N.L. (1996) Foci and Bases of Employee Commitment: Implications for Job Performance. Academy of Management Journal, 39 (2):464-482

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If referencing from the Internet: Author's Last name; Author's First name or Initials; Year of publication; Title of Article or Text; Title of the Document, (Title of Complete Work if applicable). Version or File Number, if applicable. Document date, or date of last revision (if different from access date) and or the date of access. The address of the site, including the full path to the paper must be included. Example: Elloy D.F., Everett LE., and Flynn W.R. (1998) "Multidimensional Mapping of the Correlates of Job Involvement" 5.3.1998. http://www.cpa.ca/cjbs/elloy.htmI (Lycos)

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Organisational Change, Management and Consultancy

MBS548

Learning Guide

Students please note that all weekly lecture topics, readings, assessment requirements and due dates are covered in the unit schedule and parts 1- 3 of the unit information guide above. For further information on requirements for the consulting or applied research proposal, power point presentation will be covered in the lectures.Students should also read the consultancy or applied research Proposal, Presentation, and Final Report assessment guides below.

MBS548 Learning Guide

MBS548 Organisational Consultancy Project, Presentation Marking Criteria

Good introduction and overview of the organisational context

/10

The problem or issue to be explored is clearly defined Scope and objectives of the assignment are clearly stated The methodology or consulting approach is clearly explained and relevant to the problem being investigated.

/10 /10

/20

The findings of the report are useful to the client and relevant to the problem being investigated and each key point is supported by reference to original sources and other defensible evidence. /20 The presentation follows and logical sequence and the narrative flows well. /20

The conclusions and recommendations are a logical extension of the findings and evidence presented

/10 /100*

*Converted to a mark out of 15 Final mark Comments: /15

MBS548 Learning Guide

Consultancy or applied research final report marking guide Grade & Comments Quality work Excellent D HD

Insufficient Some flaws Acceptable N P C Report Structure Table of contents; Executive Summary Introduction: Identifies report rationale, scope and objectives; Methodology explained and justified. Sound description of the organisational context; Clear Signposting Use of headings and subheadings Logical flow and sequencing of method, findings, discussion and conclusions Findings and Discussion Discussion integrates key themes, findings and relevant theory or principles Logical flow with well-developed & relevant argument Good use of supporting evidence or data Critical evaluation Links theory and practice to demonstrate understanding of topic Original thought / ideas included Logical and practical recommendations and/ or actions plan for client based on sound analysis of data and evidence presented. Style and Presentation Fluent & succinct (i.e. A > B > C) Effective paragraph structure Legible and professionally presented Correct Grammar (high level grammar check) Good data presentations and / or tables Correct spelling Keeps to length (excluding appendices) References Accurately presents evidence with quality references Referenced correctly and consistently Effective use of quotes and quotation marks if relevant Correct number of references Effective cross referencing to attachments *Final Mark /40 Comments:

/30%

/40%

/10%

/20% /100*

MBS548 Learning Guide

MBS548 Organisational Consultancy Project, Proposal Marking Criteria

A strong rationale is presented for the proposed consulting or research project

/10

The consultancy or research issue and organisation to be explored are framed in a clear a relevant context or background /15 The proposed theory or models from the literature to be incorporated into the report are relevant to the consulting or research objectives The problem or issue to be explored is clearly defined The scope and objectives of the assignment are clearly stated The methodology or consulting approach is clearly explained and is appropriate for the problem being investigated.

/25 /10 /10

/20

The project goals are achievable in the timeframe (and where applicable) the consultancy budget is realistic. /10 /100* *Converted to a mark out of 15 Total /15 Comments:

MBS548 Learning Guide

MBS548 Learning Guide