Leading Organisational Change in Education PG (9793.2)
|Available teaching periods||Delivery mode||Location|
|View teaching periods|| On-Campus
|| UCI - Hangzhou Normal University, Hangzhou
|0.125||3||Faculty Of Education|
|Discipline||Study level||HECS Bands|
|Academic Program Area - Education||Post Graduate Level|| Band 1 2013-2020 (Expires 31 Dec 2020)
Band 1 2021 (Commenced After 1 Jan 2021)
Band 1 2021 (Commenced Before 1 Jan 2021)
Learning outcomes1. Upon successful completion of the unit, students will have: Critiqued leadership and management roles and approaches as positive agents of change in educational organisations through engagement with contemporary international literature;
2. Demonstrated an understanding of concepts and models of change for the facilitation of educational development;
3. Investigated the impact that various perspectives of change may have on leadership and management capability and organisational development; and
4. Applied knowledge and insights gained from the literature to investigate examples of leading change and development in particular professional settings.
Graduate attributes1. UC graduates are professional - communicate effectively
1. UC graduates are professional - display initiative and drive, and use their organisation skills to plan and manage their workload
1. UC graduates are professional - employ up-to-date and relevant knowledge and skills
1. UC graduates are professional - take pride in their professional and personal integrity
1. UC graduates are professional - use creativity, critical thinking, analysis and research skills to solve theoretical and real-world problems
1. UC graduates are professional - work collaboratively as part of a team, negotiate, and resolve conflict
2. UC graduates are global citizens - adopt an informed and balanced approach across professional and international boundaries
2. UC graduates are global citizens - behave ethically and sustainably in their professional and personal lives
2. UC graduates are global citizens - communicate effectively in diverse cultural and social settings
|Year||Location||Teaching period||Teaching start date||Delivery mode||Unit convener|
|2021||UCI - Hangzhou Normal University, Hangzhou||Period 1||01 February 2021||On-Campus||Dr Bernard Brown|
|2022||UCI - Hangzhou Normal University, Hangzhou||Period 1||31 January 2022||On-Campus||Dr Bernard Brown|
he following required readings are available on Canvas.
- Aslan, S., & Reigeluth, C. (2013). Leading Change for a New Paradigm of Education. TechTrends, 57(5), 18-24.
- Boin, A., Bynander, F., Stern, E., & ‘t Hart, P .(2020). Leading in a crisis: organizational resistance and mega crisis, Retrieved from https://www.anzsog.edu.au/resource-library/thought-leadership/organisational-resilience-in-mega-crises
- Cheng, Y. C., & Hallinger, P. (2009). Paradigm Shifts in Leadership for Learning: Hong Kong and the Asia-Pacific. Chair Professors – Public Lecture Series Leadership for 21st Century Schools: From Instructional Leadership to Leadership for Learning. The Hong Kong Institute of Education Asia Pacific Centre for Leadership and Change. Hong Kong.
- Coutts, N. (2016). Change, Culture and Cultural Change in Education, The Learner's Way, Retrieved from https://thelearnersway.net/ideas/2016/10/9/change-culture-and-cultural-change-in-education
- Dove, M. G., & Freeley, M. E. (2011). The Effects of Leadership on Innovative Program Implementation. The Delta Kappa Gamma Bulletin, Spring, 25-32.
- Fullan, M. (2007). Understanding Change. Leading in a Culture of Change. San Francisco: Jossey-Bass
- Fullan, M. (2007). Causes and Processes of Initiation. The New Meaning of Education Change (4th ed., pp. 64-83). New York, NY: Teachers College Press.
- Fullan, M. (2007). Causes and Processes of Implementation and Continuation. The New Meaning of Education Change (4th ed., pp. 84-106). New York, NY: Teachers College Press.
- Gaffney, M. (2014). Scaling Up and Drilling Down Pathways for Leading School System Improvement. Pathways to School System Improvement (1st ed., pp. 5-15). Camberwell, Victoria, Australia: ACER Press.
- Scribner, J. (1971). The Policy Maker and Educational Change. The High School Journal, 54(5), 337-346.
- Schneider, B., Brief, A., & Guzzo, R. (1996). Creating a Climate and Culture for Sustainable Organizational Change, Retrieved from https://www.researchgate.net/profile/Arthur_Brief/publication/313369409_Creating_a_climate_and_culture_for_sustainable_organizational_change/links/5a1e2135a6fdccc6b7f86e9a/Creating-a-climate-and-culture-for-sustainable-organizational-change.pdf
- Reeves, D. (2006). Leading to Change / How Do You Change School Culture? Educational Leadership, 64 (4), 92-94.
- Walker, A., & Qian, H. (2012). Reform Disconnection in China. Peabody Journal of Education, 87(2), 162-177.
For Unit readings and resources in the University of Canberra Library
Link to search page for Unit Readings (print materials)
Link to search page for eReserve (electronic materials)
Supplementary reading and further references
Barber, M. (2009). From system effectiveness to system improvement, in A. Hargreaves and M. Fullan (eds) Change Wars. Bloomington, IN: Solution Tree.
Crowther, F., Andrews, D., Morgan, A., & O'Neill, S. (2012). Hitting the Bullseye of School Improvement: The IDEAS Project at work in a successful school system. Leading and Managing.18 (2), 1-34.
Mourshed, M., Chijioke, C., & Barber, M. .(2010). How the World's Most Improved School Systems Keep Getting Better. McKinsey and Company. Retrieved from http://mckinseyonsociety.com/how-the-worlds-most-improved-school-systems-keep-getting-better/
Peng, C., Wang, B., & Schaubroek., J. (2020). Can Humble Leaders Get Results? The Indirect and Contextual Influences of Skip-Level LearCan Humble Leaders Get Results? The Indirect and Contextual Influences of Skip-Level Leaders. Journal of Leadership and Organisational Studies, 27 (4), 329-339.
Submission of assessment items
Extensions & Late submissions
All assessment items required to be submitted online must be submitted via the appropriate Canvas drop box. It is the student's responsibility to upload the correct and corresponding draft or assessment item to the right submission section. Assignments must be submitted in a format accessible to the assessor(s), as stated on the relevant canvas site. If the unit convener and/or tutor are unable to access a submission, a standard late penalty of 5% of the total marks possible for the task may be applied per day until the assignment is made accessible.
Late submission of assignments without an approved extension will result in a penalty of 5% reduced marks from the total available, per calendar day late. An assignment submitted over 7 days late will not be accepted. Approval of extenuating circumstances will be dependent upon the production of supporting documentation and at the discretion of the unit convener.
Special assessment requirements
Normally an aggregate mark of 50% is required to pass the unit
The workload for this unit is expected to be 150 hours:
1. Online reflections and engagement 15 hours
2. Attendance and engagement in workshops 25 hours
3. Prescribed readings and private study 50 hours
4. Research and assignment preparation 60 hours
Your participation in both class and online activities will enhance your understanding of the unit content and therefore the quality of your assessment responses. Lack of participation may result in your inability to satisfactorily pass assessment items.
Required IT skills
Canvas is the delivery management tool for this unit. Basic computer literacy is assumed.
Work placement, internships or practicums
Provision of information to the group
Notifications through the Canvas Announcements Forum or the Canvas Discussion Forums are deemed to be made to the whole class. It is the responsibility of the student to ensure that they check for announcements on the Unit's Canvas website (forum messages are also emailed to student email addresses only). Students should ensure they check their student email regularly. The Canvas discussion forums will be checked by staff regularly.
Use of student email account
The University Email policy states that "students wishing to contact the University via email regarding administrative or academic matters need to send the email from the University account for identity verification purposes". Therefore all unit enquiries should be emailed using a student university email account. Students should contact firstname.lastname@example.org if they have any issues accessing their university email account.