Full Title Organisations and Change

Short Title orgchange

Code MGMT09017
Level 09
Credit 10

Author Barrins, Sinead
Department Social Sciences

Subject Area Management
Attendence N/A%

This module will provide the learner with advanced knowledge and skill to effectively manage the human resource function and organisational change of early years and related organisations. The learner will acquire the competencies to evaluate and determine the appropriateness of individual methods in given HRM contexts. Issues of team building, continuous professional development, will be discussed and debated. Change management theories and concepts will be appraised to assess their contribution to the development of an effective organisation. The module will define governance, examine contemporary trends and explore its impact from an organisational and sectoral perspective.

Indicative Syllabus
Human resource management
Students will be equipped with the ability to critically evaluate key areas of human resource management with reflection on leading, managing, resourcing, and developing people skills for leadership and effective interagency working. Learners will engage with management approaches to train and develop early childhood professionals in continuous professional development.

Team building
Definitions of teams and teamworking in organisations, outcomes of teamwork for professionals, organisationsand users of early year services, theories of teamwork (eg Belbins team role theory, Tuckmans team process theory and Adairs team leadership theory) and application of thgese theories to practice, conflict resolution in teams and definitins of and approaches to interagency working in the early years sector.

  • The concepts of governance and its prevailing discourse will be dicussed in relation to the early years sector. Argudens governance principles of effectiveness, transparency, accountability and fairness will be examined. Corporate governance and its impact on organisations within the sector, charity and corporate legislation and the role of governance codes will be explored.

Change management
Students will critically review, consolidate and extend a systematic and coherent body of knowledge in the area of change management. They will demonstrate their understanding of leading and managing change, and be equipped to lead strategic and sustainable change within ECCE organisations.


Students will look at effective developing an effective communications strategy to advocate for the sector and influence its wider development.

Organisation management focusing on the key aspects of strategic planning, project management and financial planning will be be explored.

Organisational Culture

Learning Outcomes
On completion of this module the learner will/should be able to
  1. Critically evaluate Human Resource Management, in the context of contemporary organisations with an emphasis onContinuous Professional Development, training, developing people skills and effective interagency working.

  2. Demonstrate an in-depth understanding of approaches to building and leading teams in organisations and engaging in effective interagency work practices.

  3. Appraise the impact of governance within the early sector with particular emphasis on corporate governance including legislative compliance, sustainability, ethics, accountability and transparency.

  4. Synthesise and critically analyse change management theories and concepts.

  5. Develop an effective communications strategy to influence key sectoral stakeholders.

Assessment Strategies
The students will be expected to complete a change management study related to a governance, HRM or communication issue within an organisation. The study will encourage students to use research methodologies to identify an organisational problem and using theoretical frameworks provide an analysis of the issues arising and develop an effective planned response for implementation.

Module Dependencies
Pre Requisite Modules
Co Requisite Modules
Incompatible Modules

Coursework Assessment Breakdown %
Course Work / Continuous Assessment 100 %

Coursework Assessment Breakdown

Description Outcome Assessed % of Total Assessment Week
Report - change management 1,2,3,4,5 100 Week 7

End Exam Assessment Breakdown

Description Outcome Assessed % of Total Assessment Week

Distance Learning Mode Workload

Type Location Description Hours Frequency Avg Weekly Workload

Total Average Weekly Learner Workload 0.00 Hours

Part Time Mode Workload

Type Location Description Hours Frequency Avg Weekly Workload

Total Average Weekly Learner Workload 0.00 Hours

Full Time Mode Workload

Type Location Description Hours Frequency Avg Weekly Workload

Total Average Weekly Learner Workload 0.00 Hours

Online Learning Mode Workload

Type Location Description Hours Frequency Avg Weekly Workload
Online Lecture Distance Learning Suite Online support 3 Fortnightly 1.50
Workshop Flat Classroom Residential workshop 18 Once Per Semester 1.20

Total Average Weekly Learner Workload 2.70 Hours

Book Resources
Anheier, H. (2005) Nonprofit organisations: Theory, management, policy, London: Routledge.
Brinckerhoff, P. (2000) Social entrepreneurship: The art of mission-based venture development. Chichester: Wiley.
Cawsey,T., G. Deszca & C. Ingols (2012) Organizational change: An action-oriented toolkit. Thousand Oaks: Sage.
Dees, G., J. Emerson & P. Economy (2001) Enterprising nonprofits: A toolkit for social entrepreneurs, Chichester: Wiley.
Dees, G., J. Emerson & P. Economy (2001) Strategic Tools for Social Entrepreneurs: Enhancing the Performance of Your Enterprising Nonprofit, Chichester: Wiley.
Dublin Centre for Non-profit Management (2007) Engaging in cross boundary organisation relationships: Challenges for Irish non-profit organisations. Dublin: Centre of Non-Profit Management, School of Business, Trinity College Dublin.
Dublin Centre for Non-profit Management (2008) Responding to emerging need: Can the Irish non profit sector learn anything from business? A possible basis and comparison. Dublin Centre for Non-Profit Management, School of Business, Trinity College Dublin.
Garavan, T., C. Hogan & A. Cahir-O'Donnell (2009) developing managers and leaders: Perspectives, debates and practices in Ireland. Dublin: Gill & Macmillan.
Gunnigle, P., N. Heraty & M. Morley (2011) Human resource management in Ireland. Dublin: Gill & Macmillan.
MacCarthaigh, M. (2012) Organisational change in Irish public administration. Dublin: Institute of Public Administration.
Morley, M., S. Moore, N. Heraty, M. Linehan & S. MacCurtain (2004) Principles of organisational behaviour: An Irish text. Dublin: Gill & Macmillan.
Nicholls, A. (2008) Social entrepreneurs: New models of sustainable social change. Oxford. Oxford University Press.
O'Gorman, C. & J. Cunningham (2007) Enterprise in action. Dublin: Oak Tree.
Tiernan, S. & M. Morley (2013) Modern management theory and practice for students in Ireland. Dublin: Gill & Macmillan.
UnLtd - The Foundation for Social Entrepreneurship (2008) Built to last: A practical toolkit to keep your project going. [www.socialentrepreneurs.ie/media/resources]
Worth, M. (2009) Nonprofit management: Principles and ¬practices. London: Sage.
Other Resources
Videos/ Multimedia Resources
Ashoka's 16-part Social Entrepreneurship Series
video.google.com (keyword: Ashoka) or www.dvd.ashoka.org
Cornell's eClips Collection
Educators Corner Entrepreneurship Education Resources
Enterprising Ideas
Frontline World Social Entrepreneurs Series
The New Heroes, PBS Series on Social Entrepreneurship
Social Innovation Conversations
TED: Ideas Worth Spreading
Url Resources
Additional Info