Managing Change in Organisations assignment
As part of the formal assessment for the programme you are required to submit a Managing Change in Organisations assignment. Please refer to your Student Handbook for full details of the programme assessment scheme and general information on preparing and submitting assignments.
Learning Outcomes: After completing the module, you should be able to:
1. Evaluate and define the nature of the change process.
2. Evaluate, synthesise and apply a range of appropriate conceptual tools applicable to the management of change situations.
3. Demonstrate an awareness of the process of change in organisations.
4. Analyse the links between knowledge management, knowledge tracking and knowledge migration in organisational/change management.
5. Apply conceptual tools to professional practice.
Your assignment should include: a title page containing your student number, the module name, the submission deadline and the exact word count of your submitted document; the appendices if relevant; and a reference list in AU Harvard system. You should address all the elements of the assignment task listed below. Please note that tutors will use the assessment criteria set out below in assessing your work.
You must not include your name in your submission because Arden University operates anonymous marking, which means that markers should not be aware of the identity of the student. However, please do not forget to include your STU number. Maximum word count: 4000 words
Please refer to the full word count policy which can be found in the Student Policies section here: Arden University | Regulatory Framework Please note the following: Students are required to indicate the exact word count on the title page of the assessment. The word count includes everything in the main body of the assessment (including in text citations and references). The word count excludes numerical data in tables, figures, diagrams, footnotes, reference list and appendices.
ALL other printed words ARE included in the word count. Please note that exceeding the word count by over 10% will result in a 10-percentage point deduction.
Ton, Z and Reavis, C. 2017. Quest Diagnostics (A): Improving Performance at the Call Centers.MIT Sloan Management Case 17-177. [ONLINE] Available at: https://mitsloan.mit.edu/sites/default/files/2020-03/Quest%20Diagnostics%20A.IC_.pdf
Contrast the nature of the change process that they faced and using relevant models from the course materials and/or your own wider reading, describe the key drivers for change in each case.
Focusing on one of the examples you described in Question 1 identify the key stakeholders and answer the following questions: How might senior management have identified the main areas of support or resistance to any planned change? Discuss how resistance to change should have been ideally managed. Identify stakeholders and apply Mendelow’s Power/Interest matrix to determine the relative strength of each stakeholder/group. In respect of the change already discussed in question 1, you need to capture the resistance to change and how it was managed. You can use Attitude/Influence template for capturing stakeholders’ information. You will need to relate with what was covered in respect of the reasons for resistance and how it is managed. An evaluation of how the resistance was handled is essential in addressing this task.
Question Three: evaluate how effectively you feel the change process was managed in terms of the issues that surrounded knowledge management, knowledge tracking and knowledge migration. Justify your conclusions in terms of both the implementation process and the outcomes achieved. You are expected to discuss how the change unfolded using concepts drawn from various lessons on Management Approaches to Changes, Making Change Stick and Leading the Change and add relevant academic sources to your answer. You are suggested to explain Knowledge Management Process and analyse the links between knowledge management, knowledge tracking and knowledge migration in organisational / change management. You can also talk of SECI framework of knowledge transfer.
Question Four: Compare and contrast any two models that help senior managers to diagnose and plan change in their organisation. Discuss their role in supporting the success of such processes. The process of change does not unfold in a simplistic manner. It is important to study and examine the need for change. You can start by providing Fishbone diagram and then provide the similarities and differences between Lewin’s model and Kotter’s 8 stages Must include: PESTEL analysis Porters 5 forces analysis Mendelow?s Power/Interest Matrix