Leading organisational change

Order Description
the assignment is an opportunity to develop and practice a set of skills that might help tackle that complexity. These techniques are designed to help you make better sense/get a clearer understanding of the many forces that make organisations complex in the first place and that make leading change even more complicated.
These techniques involve four different types of diagrams: force field diagrams, systems mapping diagrams, multiple cause diagrams and business process mapping diagrams. Each of these techniques will be introduced during Weeks 9, 10 and 11.
4. These diagrams will help you to visualise the ‘systems’ that exist internally within organisations and which exert pressures from outside the organisation. We use the word ‘systemic’ to describe our perspective and understanding. Note: ‘Systemic’ has a different meaning to the word ‘systematic’ which is an approach or methodology (similar to my attempts to write this document). 5. These diagrams can help you to create ‘current state’ diagrams of organisations and also ‘future state’ diagrams, based on proposed changes and visions for the future.
6. Finally, as Jackie will have explained, one of the keys to being a successful HR professional is to be ‘business savvy’ i.e. to understand real organisations, not made up examples. This second
HRM3050 Module Leading Change, 2nd Assignment
2
assignment is designed to give you the opportunity to understand a real organisation, and to use the diagramming techniques to (i) present the complexity of its current processes and challenges (ii) visualise what a changed organisation might look like in the future (iii) write a report, based on these diagrams, of your recommendations of what needs to change and how to lead the changes
HRM3050 Module Leading Change, 2nd Assignment
Task 1 Business Research
You must choose one organisation that is currently going through a recognised change process in any of the following areas: business strategy, leadership, culture or organisational practice.
The organisation can be from within the public, private sector or voluntary sector in any country.
TIP/GUIDANCE: Choose an organisation that publishes information on its strategy, internal processes, market/sector trends and potential challenges e.g. LSE (London Stock Exchange) companies are legally required to publish Annual Reports. These are usually found o the ‘Company Information’ page under the tab ‘Investor Relations’.
NHS Trusts publish similar annual reports and strategy documents, as do charities.
Task 2 Systems Diagramming
Using data and information extracted from your research sources produce the each of the following diagrams: A) 2 Systems Maps (present state and future state/vision) B) Force Field diagram C) Multiple Cause diagram D) Business Process Mapping
TIP/Guidance: Decide how you wish to create each of these diagrams i.e. to help you capture and visualise the ‘current system state’, to highlight what elements of the system need to be changed or to represent the ‘vision of the organisation in its future state, after the change.
Task 3 Management Report
Analyse your diagrams and choose ONE key (significant) change and, based on your diagrams, prepare a 2000 word management report for the organisation that (i) critically evaluates the potential impact of the change on key stakeholders and (ii) makes recommendations as to how to support these stakeholders through the transition. TIP/Guidance: Ensure that you make clear links between your diagrams to your recommendations
Remember: Formatting, structure, referencing of sources, especially web sources

Leading Change by Jeffrey, J. & Matthews, R. (2013) should be one of the references

Grading scale:
Excellent (1st class work)
Research
Aims and objectives of the assignment are clearly stated. RESEARCHED case material is presented concisely and selectively with legitimate sources cited appropriately within the body of the text and referenced appropriately at the end.
Diagrams
The student makes comprehensive use of the RESEARCHED case material to create diagrams that capture both the internal and external realities within the organisation’s operating environment and meet all diagramming conventions. No additional information will be provided in an attempt to explain the diagrams i.e. the diagrams should explain themselves.
The rationale
A well-articulated and justified rationale (argument/case) for a change strategy to address ONE key (significant) change that is focussed on the diagrams supported by a good range of academic sources to justify why the change strategy is appropriate including considering why other change strategies are not appropriate for the particular business objectives. There are clear connections between the diagrams and the rationale being presented.
Recommended change strategy
Having summarised the change strategy, the student critically evaluates the potential impact of the change on key stakeholders and makes recommendations as to how to support these stakeholders through the transition. Diagrams will again be used to illustrate the specific steps to be taken as part of the change strategy. The student will critically discuss the opportunities and threats that might emerge during their implementation and make recommendations as to how to maximise the opportunities and minimise the threats you have discussed.
Overall
There are clear connections between the RESEARCHED case material, diagrams, the rationale and the recommended change strategies. Word count in text is in line with recommended guide. Document is assembled to A4 size and easy for reader to manage.
Very good (2.1 work)
Research
Aims and objectives of the assignment are clearly stated. RESEARCHED case material is presented concisely and selectively with legitimate sources cited appropriately within the body of the text and referenced appropriately at the end.
Diagrams
The student makes good use of the RESEARCHED case material but not consistently throughout to create diagrams that place more emphasis on either the internal and external realities within the organisation’s operating environment and do not consistently apply all diagramming conventions. The student also provides additional information in an attempt to explain the content of the diagrams.
The rationale
The student’s rationale makes good use of the case material and academic sources to justify why the change is appropriate including some consideration of why other change strategies may not achieve the business objectives. There will be a lack of consistency in the use of academic views and there are less well justified connections made between the case study, the diagrams and the rationale
Recommended change strategy
Having summarised the change strategy, the student critically evaluates the potential impact of the change on key stakeholders and makes recommendations as to how to support these stakeholders through the transition. Diagrams will again be used to illustrate the specific steps to be taken as part of the change strategy. The student will critically discuss the opportunities and threats that might emerge during their implementation and make recommendations as to how to maximise the opportunities and minimise the threats you have discussed.
Overall
There are clear connections between the RESEARCHED case material, diagrams, the rationale and the recommended change strategies. Word count in text is in line with recommended guide. Document is assembled to A4 size and easy for reader to manage. The difference between a 1st and a 2:1 grade here is the consistency of connections made between the case studies, diagrams, the rationale and the recommended change strategies. Theoretical models will be less well- integrated into the discussion of the opportunities and threats identified focuses on operational activities rather than the alignments with the business objectives.
Good (2.2 work)
Research
Aims and objectives of the assignment are less clearly stated. RESEARCHED case material is less clearly or concisely presented with sources less clearly cited or appropriately referenced appropriately.
Diagrams
The student makes limited use of the RESEARCHED case material and provides limited information about either the internal or the external realities within the organisation’s operating environment. There are also errors in the application of diagramming conventions including additional information in an attempt to explain the content of the diagrams.
The rationale
The student’s rationale makes limited use of the case material and academic sources to justify why it is appropriate including limited consideration of why other change strategies may not achieve the business objectives.
The change strategy
Having described the chosen model/approach/strategy, the student makes a reasonable attempt to identify the steps they have proposed. They make limited references to the opportunities and threats that might emerge during their implementation and make limited recommendations as to how to maximise the opportunities and minimise the threats discussed. There are few connections sustained between the case studies, diagrams, the rationale and the recommended change strategies. Limited use of theoretical models and these are described rather than integrated into the discussion of the opportunities and threats identified focuses on operational activities rather than the alignments with the business objectives. Potential impact of the change on key stakeholders is limited and recommendations as to how to support these stakeholders through the transition are overlooked or not specific.
Overall
The connections between the RESEARCHED case material, the diagrams, the rationale and the recommended change strategies is less coherent and the overall piece is disjointed. Document may be less easy for reader to manage.
Poor (3rd work)
Research
Purpose of this assignment is not stated. RESEARCHED case material is poorly presented with sources inappropriately cited, inappropriately referenced or omitted altogether.
Diagrams
The student makes poor use of the RESEARCHED case material and therefore the diagrams do not make sense of the organisation’s realities nor the changes proposed or steps towards implementation. There are substantial errors in the application of diagramming conventions.
The rationale
The student’s rationale makes limited use of the case material and academic sources to justify why it is appropriate including and fails to connect this with the reasons why other change strategies may not achieve the business objectives. There are questionable links made to the diagrams and case study.
The change strategy
Having briefly mentioned the chosen model, the student does not identify the steps they were expected critically discuss. Instead, the discussion is spent describing the either one or both change models with no reference to the case study, rationale or diagrams. Where theoretical models are mentioned it is only in passing rather than to illustrate key points. In addition to this, questionable opportunities and threats are identified and there is no attempt to manage the potential outcomes of the change strategy.
Overall
The connections between the RESEARCHED case material, the diagrams, the rationale and the recommended change strategies are not clear and the overall piece is disjointed. Document is not easy for reader to manage.
Fail
Research
Purpose not stated
The diagrams
The diagrams are incomplete or missing.
The rationale
Missing, no theoretical underpinning
The change strategy
Lack of evidence of the application of a change strategy. Possible plagiarism
Overall
Very poorly considered or assembled with little thought for reader.