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MGMT71-311: Managing Strategic Change May 2019 [Standard]

General information

A ubiquitous challenge in organisational life is how to effectively initiate, implement and sustain desired change. Although organisations continue to expend staggering amounts of time and resources on change initiatives, the majority of such efforts do not achieve their intended outcomes. In this subject, students will explore the underlying reasons for these failures to examine the fundamental nature of change and the challenges that change agents at different organisational levels face as they plan and execute change. Since organisations consist of people, students begin with an examination of individual change to explore fundamental concepts before extending and expanding their scope to consider change at the organisational level. Students will have the opportunity to apply and test their understanding of change management principles through readings, case study discussions, exercises, role plays and individual and group projects.


Academic unit:Bond Business School
Subject code:MGMT71-311
Subject title:Managing Strategic Change
Subject level:Postgraduate
Semester/Year:May 2019
Credit points:10

Delivery & attendance

Delivery mode:


Workload items:
  • Seminar: x12 (Total hours: 24) - Seminar 1
  • Seminar: x12 (Total hours: 24) - Seminar 2
  • Personal Study Hours: x12 (Total hours: 72) - Study time and reviewing materials
Attendance and learning activities: Attendance at all class sessions is expected. Students are expected to notify the instructor of any absences with as much advance notice as possible.


Prescribed resources:
  • Pfeffer & Sutton (2006). Change or Die.
  • Latham, G.P. (2003). Goal Setting: A Five-Step Approach to Behavior Change. Organizational Dynamics, 32(3), 309-318..
  • Sull, D. N., & Houlder, D. (2005). Do Your Commitments Match Your Convictions? Harvard Business Review, 83(1), 82-91..
  • Beer, M. & Walton, E. (1990). Developing the competitive organization: Interventions and strategies. American Psychologist, 45(2), 154-161..
  • Edmundson, A. C. (2013). Teaming is a verb. (see iLearn).
  • Coutu, D. (2009). Why teams don’t work: An Interview with J. Richard Hackman. (see iLearn)..
  • Kaplan, R. S., & Norton, D. P. (2001). Transforming the Balanced Scorecard from Performance Measurement to Strategic Management: Part I. Accounting Horizons, 15(1), 87-104..
  • Beer, M., Eisenstat, R. A., & Spector, B. (1990). Why Change Programs Don't Produce Change. Harvard Business Review, 68(6), 158-166..
  • Kotter, J.P. (1995). Leading Change: Why Transformation Efforts Fail. Harvard Business Review, 73, 59-67..
  • Ibarra, H., & Obodaru, O. (2009). Women and the Vision Thing. Harvard Business Review, 87(1), 62-70..
  • Kouzes, J. M., & Posner, B. Z. (2009). To Lead, Create a Shared Vision. Harvard Business Review, 87(1), 20-21..
  • Ford, J. D., & Ford, L. W. (2009). Decoding Resistance to Change. Harvard Business Review, 87(4), 99-103..
  • Kotter, J. P., & Schlesinger, L. A. (2008). Choosing Strategies for Change. Harvard Business Review, 86(7/8), 130-139..
  • Pfeffer, J. (2010). Power Play Harvard Business Review, 88(7/8), 84-92..
  • Battilana, J., & Casciaro, T. (2013). The Network Secrets of Great Change Agents. Harvard Business Review, 91(7/8), 62-68..
  • Quy, N. H. (2001). In praise of middle managers. Harvard Business Review, 79(8), 72-79..
  • Motivation: The not-so-secret ingredient of high performance. (see iLearn)..
  • Harvard Business School Publishing Required course pack available digitally - See iLearn. [Course Pack]
After enrolment, students can check the Books and Tools area in iLearn for the full Resource List.
[email protected] & Email:[email protected] is the online learning environment at Bond University and is used to provide access to subject materials, lecture recordings and detailed subject information regarding the subject curriculum, assessment and timing. Both iLearn and the Student Email facility are used to provide important subject notifications. Additionally, official correspondence from the University will be forwarded to students’ Bond email account and must be monitored by the student.

To access these services, log on to the Student Portal from the Bond University website as

Enrolment requirements

Requisites: ?


Restrictions: ?

Students must have completed 40 credit points prior to enrolling.

Assurance of learning

Assurance of Learning means that universities take responsibility for creating, monitoring and updating curriculum, teaching and assessment so that students graduate with the knowledge, skills and attributes they need for employability and/or further study.

At Bond University, we carefully develop subject and program outcomes to ensure that student learning in each subject contributes to the whole student experience. Students are encouraged to carefully read and consider subject and program outcomes as combined elements.

Program Learning Outcomes (PLOs)

Program Learning Outcomes provide a broad and measurable set of standards that incorporate a range of knowledge and skills that will be achieved on completion of the program. If you are undertaking this subject as part of a degree program, you should refer to the relevant degree program outcomes and graduate attributes as they relate to this subject.

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Subject Learning Outcomes (SLOs)

On successful completion of this subject the learner will be able to:
  1. Explain the drivers of organisational change, the process of planned change and the nature and typical outcomes of organisational change in detail.
  2. Explain the importance of organisational culture and design to implementing and sustaining strategic change.
  3. Critically analyse the key elements of an organisation and its external environment.
  4. Assess the competitive positioning of an organisation, considering both external and internal factors in depth.
  5. Apply appropriate analytical tools, systems thinking and creative problem-solving to design an organisational strategy or major change intervention.
  6. Demonstrate an advanced ability to work effectively with others to complete a strategic change plan and presentation.
  7. Articulate ideas, decisions, recommendations and other information in a clear, concise, professionally written strategic change plan.
  8. Deliver a clear, concise well-organised persuasive presentation advocating for the implementation of your strategic change plan using suitable visual aids.


Assessment details

TypeTask%Timing*Outcomes assessed
*Class Participation Preparation for and active, quality participation in all class activities. Mid-semester feedback on your participation will be provided. 20% Ongoing 1, 2.
Project § A multi-stage group project requiring the preparation of a professional report detailing an external and internal analysis and strategic recommendations. Due dates and instructions for specific parts of the project available on iLearn. 40% In Consultation 3, 4, 5, 6, 7, 8.
Paper-based Examination (Closed) Comprehensive final examination 40% Final Examination Period 1, 2, 3, 4, 5.

Pass requirement

Students must pass the comprehensive final examination to pass the subject.

  • § Indicates group/teamwork-based assessment
  • * Assessment timing is indicative of the week that the assessment is due or begins (where conducted over multiple weeks), and is based on the standard University academic calendar
  • C = Students must reach a level of competency to successfully complete this assessment.

Assessment criteria

High Distinction 85-100 Outstanding or exemplary performance in the following areas: interpretative ability; intellectual initiative in response to questions; mastery of the skills required by the subject, general levels of knowledge and analytic ability or clear thinking.
Distinction 75-84 Usually awarded to students whose performance goes well beyond the minimum requirements set for tasks required in assessment, and who perform well in most of the above areas.
Credit 65-74 Usually awarded to students whose performance is considered to go beyond the minimum requirements for work set for assessment. Assessable work is typically characterised by a strong performance in some of the capacities listed above.
Pass 50-64 Usually awarded to students whose performance meets the requirements set for work provided for assessment.
Fail 0-49 Usually awarded to students whose performance is not considered to meet the minimum requirements set for particular tasks. The fail grade may be a result of insufficient preparation, of inattention to assignment guidelines or lack of academic ability. A frequent cause of failure is lack of attention to subject or assignment guidelines.

Quality assurance

For the purposes of quality assurance, Bond University conducts an evaluation process to measure and document student assessment as evidence of the extent to which program and subject learning outcomes are achieved. Some examples of student work will be retained for potential research and quality auditing purposes only. Any student work used will be treated confidentially and no student grades will be affected.

Study information

Submission procedures

Students must check the [email protected] subject site for detailed assessment information and submission procedures.

Policy on late submission and extensions

A late penalty will be applied to all overdue assessment tasks unless an extension is granted by the lead educator. The standard penalty will be 10% of marks awarded to that assessment per day late with no assessment to be accepted seven days after the due date. Where a student is granted an extension in writing by the lead educator, a penalty of 10% per day late starts from the new due date.

Policy on plagiarism

University’s Academic Integrity Policy defines plagiarism as the act of misrepresenting as one’s own original work: another’s ideas, interpretations, words, or creative works; and/or one’s own previous ideas, interpretations, words, or creative work without acknowledging that it was used previously (i.e., self-plagiarism). The University considers the act of plagiarising to be a breach of the Student Conduct Code and, therefore, subject to the Discipline Regulations which provide for a range of penalties including the reduction of marks or grades, fines and suspension from the University.

Bond University utilises Originality Reporting software to inform academic integrity.

Feedback on assessment

Feedback on assessment will be provided to students within two weeks of the assessment submission due date, as per the Assessment Policy.

Disability support

If you have a disability, illness, injury or health condition that impacts your capacity to complete studies, exams or assessment tasks, it is important you let us know your special requirements, early in the semester. Students will need to make an application for support and submit it with recent, comprehensive documentation at an appointment with a Disability Officer. Students with a disability are encouraged to contact the Disability Office at the earliest possible time, to meet staff and learn about the services available to meet your specific needs. Please note that late notification or failure to disclose your disability can be to your disadvantage as the University cannot guarantee support under such circumstances.

Additional subject information

A peer-evaluation system will be used in this subject to help determine the individual marks for all group assessments. As part of the requirements for Business School quality accreditation, the Bond Business School employs an evaluation process to measure and document student assessment as evidence of the extent to which program and subject learning outcomes are achieved. Some examples of student work will be retained for potential research and quality auditing purposes only. Any student work used will be treated confidentially and no student grades will be affected. This is an advanced subject and should only be undertaken in a student’s final or penultimate semester of study.

Subject curriculum

Introduces systems theory to consider the interactions between an organisation and its environment. The purpose of an organisation is considered from the perspective of various stakeholders.

The multi-faceted nature of the organisational environment, including the impact of globalisation, culture and related factors are reviewed. Frameworks to assess the nature and potential impact of the environment on an organisation, its strategy and the need for change are explored (e.g., PESTEL, stakeholder map, competitor analysis). The common external drivers of organisational change (e.g., competition, innovation, sustainability, responsibility) and possible responses are summarised.

Examines the internal change drivers within the context of the nature of work and the typical organisational life-cycle. Tools for organisational analysis are introduced (e.g., McKinsey 7S, STAR model) to describe key areas of the organisation and their interdependencies. The role and importance of effective management as an integrating and coordinating activity is also considered.

Theories (e.g., RBV) used to explain the sources of sustainable competitive advantage and the importance of the internal environment to the implementation of an organisation’s strategy and sustainability.

An explanation of strategic management and its key components, including the different levels of strategy in organisations and the related options of each. The importance of direction (e.g., vision, purpose, mission and organisational objectives) and the alignment of organisational strategy and structure for the effective management of organisations is explored.

The use of performance management tools (e.g., balanced scorecard) to assist with monitoring the execution of an organisation’s strategy is also considered. Also, the links between organisational strategy and change are considered as a bridge to the subsequent topic.

The driving forces of change and the types of change that occur in organisations are reviewed as a context to examine the nature of organisational change. The tools, methods and models for successfully planning and implementing change are explored in detail. This includes assessing the organisation’s readiness for change.

Motivations for individual resistance to change is discussed in addition to recommended approaches to managing different forms of resistance and stress associated with change.

The role of effective leadership in leading change and the behaviours of successful change agents are examined. Various approaches to leadership are briefly reviewed, with a focus on the use of power, influence and other behaviours used to affect change in various contexts.

The risks associated with managing change, the importance of building effective coalitions and the role of communication in leading change are also considered. Organisational culture and design are explored, focusing on their importance to implementing and sustaining strategic change.

Approved on: May 22, 2019. Edition: 1.1