Analyse a significant change management challenge that your organisation, or an organisation with which you are familiar, or if you are not employed an organisation that you are able to research, has faced in its recent history. Review the nature of that situation and evaluate what the organisation’s management / leadership chose to do to overcome the challenge.
Project guidance
Key issues to consider will be:
• how the challenge was managed
• what were the critical change aspects that made the challenge difficult to manage
• how the organisation resolved these issues
Project guidance
Key issues to consider will be:
• how the challenge was managed
• what were the critical change aspects that made the challenge difficult to manage
• how the organisation resolved these issues
• how values and relationships shaped the perceptions, interpretations, meanings, attitudes and actions
• what was the impact of the change and the outcome of the choices, decisions and actions taken
• whether a more effective outcome could have been achieved through more rigorous analysis of the factors and issues, a better understanding of the integrated nature of the organisation, more effective decisions or choices, or more attention to softer or harder aspects during implementation of choices
Some factors and issues will be more important than others and whilst including a broad scope of discussion in your project, you should identify those key issues and aspects that most clearly impact on the change, focusing your in-depth analysis around these.
You may select the whole organisation or an organisational unit as the basis for your project. The organisation / unit you choose should be sufficiently large to enable you to carry out the analysis outlined but not so large or diverse that the analysis becomes unmanageable. If you are not able to analyse a challenge in your own organisation you may use another organisational challenge you know well, or research one.
The change issues may be related to internal or external dynamics and should involve several different stakeholders, factors and issues.
The more recent the change issue the more you will be able to gain relevant knowledge, information and insight. It should be sufficiently significant to apply the tolls expressed in the course and offer the opportunity for analytical thinking.
Consider the organisation as a holistic, integrated system, not just as individual elements, and think about the challenge not just in terms of the different individual factors but how they connect and interrelate.
You may select the whole organisation or an organisational unit as the basis for your project. The organisation / unit you choose should be sufficiently large to enable you to carry out the analysis outlined but not so large or diverse that the analysis becomes unmanageable. If you are not able to analyse a challenge in your own organisation you may use another organisational challenge you know well, or research one.
The change issues may be related to internal or external dynamics and should involve several different stakeholders, factors and issues.
The more recent the change issue the more you will be able to gain relevant knowledge, information and insight. It should be sufficiently significant to apply the tolls expressed in the course and offer the opportunity for analytical thinking.
Consider the organisation as a holistic, integrated system, not just as individual elements, and think about the challenge not just in terms of the different individual factors but how they connect and interrelate.
I am looking for how well you can review change management selectively from different perspectives and how well you can assess different stakeholder positions, and your consideration of both hard systemic factors, including systems, processes and structure, and softer human dynamics, such as attitudes, culture and management style. You are not expected to use all possible perspectives but to use those that seem to you to be most effective in helping to develop insight and understanding.
In this context, think about organisational and work paradigms in the perceptions and response to the change, as well as more individual dynamics such as values, attitudes and relationships.
Your project should be a critical analysis of key issues. It should contain personal reflection, giving insight into your own perceptions and judgements. Personal interpretations and assessments should be supported and argued logically. It is important therefore that you do not simply describe the factors, issues and attributes of the organisation, the change and its management but that you develop depth of insight into the nature of thechange, key factors and issues, and meaning and implications of your findings.
You are required to demonstrate your ability to integrate ideas and consider the interrelationships between the factors, elements and issues you discuss. You should not simply include self-contained sections and subsections of the different topic areas without cross-referencing.
Your project may include the following areas in relation to the organisation. This list is illustrative, not definitive or exhaustive, but may help you to start thinking about the content and analysis you include.
• Historical journey of development of the organisation
• Nature of the organisation (through application of models and frameworks) to give a summary of the internal organisation and its strategic position
• Nature of the change and its impact on the organisation
• How ethical, value-based and relationship issues shaped individual and group meaning, and choices in addressing the change process
• Your own reflections and your personal values and those of the organisation in relation to the change and its implementation
In this context, think about organisational and work paradigms in the perceptions and response to the change, as well as more individual dynamics such as values, attitudes and relationships.
Your project should be a critical analysis of key issues. It should contain personal reflection, giving insight into your own perceptions and judgements. Personal interpretations and assessments should be supported and argued logically. It is important therefore that you do not simply describe the factors, issues and attributes of the organisation, the change and its management but that you develop depth of insight into the nature of thechange, key factors and issues, and meaning and implications of your findings.
You are required to demonstrate your ability to integrate ideas and consider the interrelationships between the factors, elements and issues you discuss. You should not simply include self-contained sections and subsections of the different topic areas without cross-referencing.
Your project may include the following areas in relation to the organisation. This list is illustrative, not definitive or exhaustive, but may help you to start thinking about the content and analysis you include.
• Historical journey of development of the organisation
• Nature of the organisation (through application of models and frameworks) to give a summary of the internal organisation and its strategic position
• Nature of the change and its impact on the organisation
• How ethical, value-based and relationship issues shaped individual and group meaning, and choices in addressing the change process
• Your own reflections and your personal values and those of the organisation in relation to the change and its implementation
The project should be structured in sections and subsections, which should have titles and be numbered. A discursive approach should be used, although some listings, tables, bullet points, diagrams and frameworks may be used to summarise key points.
You are expected to include an introduction in which you summarise the organisation and the change issue, your approach to the analysis and key content. The main body of the project should contain the main integrated analysis, and a conclusion should bring together the main issues and summarise the main findings from your analysis. You should include a short abstract at the start of the project and you may include appendices of supporting material. Where you use references you should use the Harvard method, which includes an alphabetical reference list at the end, and surname with year of publication in the main text:
(a) for books
surname, initials and year of publication, title, place of publication, publisher, e.g. Casson, M. (2006), Alternatives to the Multinational Enterprise, London: Macmillan.
You are expected to include an introduction in which you summarise the organisation and the change issue, your approach to the analysis and key content. The main body of the project should contain the main integrated analysis, and a conclusion should bring together the main issues and summarise the main findings from your analysis. You should include a short abstract at the start of the project and you may include appendices of supporting material. Where you use references you should use the Harvard method, which includes an alphabetical reference list at the end, and surname with year of publication in the main text:
(a) for books
surname, initials and year of publication, title, place of publication, publisher, e.g. Casson, M. (2006), Alternatives to the Multinational Enterprise, London: Macmillan.
(b) for chapter in edited book
surname, initials and year, “title”, editor’s surname, initials, title, place, publisher, pages, e.g. Bessley, M. and Wilson, P. (2005), “Public policy and small firms in Britain”, in Levicki, C. (Ed.), Small Business Theory and Policy, London: Croom Helm, pp.111-26.
(c) for articles
surname, initials, year “title”, journal, volume, number, pages, e.g. Yip G. (2004), Global Strategy, Chief Executive Journal, Vol. 110, January, pp. 26-30.
surname, initials and year, “title”, editor’s surname, initials, title, place, publisher, pages, e.g. Bessley, M. and Wilson, P. (2005), “Public policy and small firms in Britain”, in Levicki, C. (Ed.), Small Business Theory and Policy, London: Croom Helm, pp.111-26.
(c) for articles
surname, initials, year “title”, journal, volume, number, pages, e.g. Yip G. (2004), Global Strategy, Chief Executive Journal, Vol. 110, January, pp. 26-30.
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