Choose a business that you approach or one that you already have access to .
The report will be divided into 4 sections:
- A discussion of change management theory and an introduction and background information on the company. A detailed description of the how the problem was diagnosed and how you decided on your change strategy.
- Explain the systems you will use to involve people in the organization and introduce change to the organization
- Steps you will follow to implement the plan that is likely to ensure the plan's success
- What recommendations you would like to make the organization to regarding change and the change management process.
The Assessment is a presentation based on your report. It will be presented in 4 sections.
When doing your case study and analysis will need to consider these points for the four sections:
1. explore the background to change affecting the current situation and the organization itself. Make sure you explain the theory first before you apply it to the otganisation. This will be concerned with the issues that have made the organization consider the need for change. This could be internal - such as a need for restructuring because the present structure does not meet the needs of the market. Or it could be external. To match the needs of a changing business environment that requires market flexibility, a move away from a mechanistic approach - we always do it this way - to a more organic approach - what does the market require. This could be driven by changes in demography or economic changes. Strategies may have changed to meet new emergent markets , such as the east European labour market or growth into the asian countries. Or it may be that change occurs because of changes in the product life cycle may mean a need to introduce now areas of growth or other products and services may be in decline.
2. You need to consider systems for understanding and involving people in the process . some of the following techniques could be used to analyse the people involved:
- Stakeholder analysis
- Cultural webs
- Different methods of communication
- Management styles like tells / consults and readiness to listen
- Organizational development models- what structure does it have for developing itself such as the management of ideas.
- Does the organization have any element of being a learning organization.
- Finally were the staff ' managed'? did they have any involvement or ownership of the decision making and implementation? Was there enough consultation and did the organization use their expert power? In the implementation were the staff sufficiently empowered to deliver the changes?
3. Looking at models that are concerned with the implementation of change.
There are various ' vehicles' that may or may not be relevant in your analysis of change. This section could be speculative - what if they had approached things in a different way, the benefit of hindsight -m such as needing a different structure or communication system to make the change work. Some of the models that you might consider would be:
- Are there bottlenecks in the organization that restrict change - does it need delayering or structural change.
- Consider other forms of organization such matrix models.
- Foecefield analysis , unfreezing / refreezing
- The change curve
- Styles of management appropriate for the change - pull push or
- Better use of empowerment and the talent of staff as a result of the change.
The analysis could reflect on whether there was enough structure to the change and whether they consider any resistance to the changes by using lewin's models. Also did it consider the whether the organization was suited to supporting the change using the Nadler and tushman model.
Was there a vision of what the benefits of the change would be ?
Was there a clear plan - or wsa progress in the form of unplanned steps and consequences?
4. What recommendations that you are making for the organization. You need to be clear about:
- What areas you expect the organization to change,
- How do you expect the changes you suggest to occur and the speed that you envision it will occur at.
- Who should be involved in each stage and level of change?
- How you will measure the success of the process?
- What controls that are in the plan to ensure that the change process is optimized?
Remember that it is the recommendation and organizational plan that is that main body for the presentation.