Assignment brief

Qualification 

Edexcel BTEC Level 7 Diploma in Strategic Management and Leadership

Unit Code,Number and Title

J/602/2062-  Unit 3: Strategic Change Management

Credit Value

10

Start date

 

End date

 

Assessor name

 

Assignment Due Date                    

 

 

 

This unit provides the learner with the understanding and skills to support active engagement in the process of strategic change management.

 

 

 

 

Task 1

 

Understand the background to organisational strategic change

 

1.1    Discuss models of strategic change

 

1.2    Evaluate the relevance of models of strategic change to organisations in the current economy

 

1.3    Assess the value of using strategic intervention techniques in organisations

 

Task 2

 

Understand issues relating to strategic change in an organization

 

2.1    Examine the need for strategic change in an organization

 

2.2    Assess the factors that are driving the need for strategic change in an organisation

 

2.3    Assess the resource implications of the organisation not responding to strategic change

 

Task 3

 

Be able to lead stakeholders in developing a strategy for change

 

3.1    Develop systems to involve stakeholders in the planning of change

 

3.2    Develop a change management strategy with stakeholders

 

3.3    Evaluate the systems used to involve stakeholders in the planning of change

 

3.4    Create a strategy for managing resistance to change

Task 4

 

Be able to plan to implement models for ensuring ongoing change

 

4.1   Develop appropriate models for Change

 

4.2   Plan to implement a model for Change

 

4.3   Develop appropriate measures to monitor progress

 

Grading

 

To gain a PASS grade, a student must satisfactorily cover the following topics according to the Learning Outcomes mentioned above:

 

LO1.1 / 1.2 / 1.3: Understand the background to organisational strategic change

 

Models: John P Kotter's eight steps to successful change; Kübler-Ross five stages transition (grief) cycle; Prosci’s five building blocks ADKAR (awareness, desire, knowledge, ability, reinforcement) model; McKinsey’s 7S (strategy, structure, systems, shared values, skills, style, staff) framework; Kurt Lewin’s change management model - unfreeze, transition and refreeze; Burke-Litwin’s causal change model; action research; gap analysis

 

Strategic interventions: teambuilding consensus and conflict, game play, contingency theory, autocratic versus participative style, proactive and reactive, creating synergy; human process interventions; techno-structural interventions; human resources management interventions; organisational and external environment interventions

 

LO 2.1 / 2.2 / 2.3: Understand issues relating to strategic change in an organisation

 

Need for change: reasons for change eg changes in markets, economic downturns, changes in global markets, customer expectations, competitive edge, budget pressures, legislation, size, demographics, mergers, acquisitions, change in mission, restructuring operations, new technologies, major collaborations, rightsizing, new programmes such as Total Quality Management (TQM), re-engineering

 

Factors driving the change: change drivers eg economics, political factors, environmental, financial pressures, new markets, loss of markets, technological advances, transition to a new chief executive, funding cuts, need to be competitive

 

Resource implication: human resources eg restructuring, interviewing and hiring, redundancies, training; physical resources eg equipment, vehicles, buildings; financial resources eg costs of training, redundancy costs, relocation costs; new building, refurbishment of existing buildings

 

 

 

LO 3.1 / 3.2 / 3.3 / 3.4: Be able to lead stakeholders in developing a strategy for change

 

Systems to involve stakeholders: stakeholder analysis, systems modelling, systems and sub-systems, input transformation-output modelling, multiple cause diagrams, ‘tropics’ factors, configuration, divergence and convergence, functional and divisional structures, cultural web, images of organisations, team development, influencing skills, awareness raising, commitment development Involving stakeholders in the change management strategy: six steps stakeholder circle (identify stakeholders, prioritise stakeholders, map their profiles, develop an engagement strategy, optimise their support, monitor changes); methods of involvement eg dialogue with individuals and groups, meetings, presentations, group facilitation, team building, coaching, delegating, developing and sharing a change plan

 

Resistance to change: types of resistance eg individual versus collective, passive versus active, direct versus indirect, behavioural versus verbal or attitudinal, minor versus major, resistance to the content of change, resistance to the process of change.

 

Strategies: eg open communications, education, involvement, forums, listening to stakeholders, feedback, addressing needs, ownership of the change, change champions, communicate the vision, getting the support of all key power players, focus on the positives, delivering training programmes

 

LO 4.1 / 4.2 / 4.3: Be able to plan to implement models for ensuring ongoing change

 

Plan to develop appropriate models for change: choice of appropriate model eg John P Kotter's eight steps to successful change; Kübler-Ross five stages transition (grief) cycle; Prosci’s five building blocks ADKAR (awareness, desire, knowledge, ability, reinforcement) model; McKinsey’s 7S (strategy, structure, systems, shared values, skills, style, staff) framework; Kurt Lewin’s change management model - unfreeze, transition and refreeze; Burke-Litwin’s causal change model; action research; gap analysis

 

Plan to implement a model for change: organisational development, Business Process Re-Engineering (BPR), learning organisation, Kaizen, delayering and right-sizing, matrix organisations, network organisations, adhocracy, virtual organisation, push and pull strategies, conflict handling, transformational leadership, empowerment, consultation, contextual planning, contingency planning, adjustments, flexibility

 

Develop appropriate measures to monitor progress: eg goal-based evaluation, process-based evaluation, outcome-based evaluation, regular reports, meetings, quality circles, progress reviews, milestones, deadlines

 

 

 

Guidelines for the Assignment:

 

ò  Use standard Arial font size 11.

ò  Use 1.5-line spacing.

ò  Have a 2.5-centimeter margin on the left hand side of the page and a 2-centimeter margin on the right hand side.

ò  Include page number on the all the pages of the assignment.

ò  Headings: use 16-point Arial Bold for first level headings, and 14-point Arial Bold for second level headings. If a third level heading is required, use 12-point Arial Bold.

ò  Attach a completed Statement and Confirmation of Own Work to the front of the paper copy of your assignment.

ò  The first page of your assignment should be a title page, which should also state your Name, Edexcel BTEC ID number and the Name of the Centre where you are studying.

ò  The first page should also contain footer with page number, candidate’s name, unit number, and submission date.

ò  Include a table of contents.

ò  Start each task on a new page and include the question at the top of the page.

ò  Ensure any diagrams, screen shots, PowerPoint slides, etc. fit correctly on the page and are referenced, for example, Fig. 1, Fig. 2, etc.

ò  Check spelling, grammar and punctuation.

ò   You should also ensure that you proofread your document, because the above checks do not always pick up every mistake.

ò  Use accurate Harvard referencing and include a bibliography.

ò  Ensure you are aware of the word limit for the assignment (2500-3500 word limit) and any regulations that apply if you exceed the word limit.

ò  Include the total word count at the end of the assignment.

ò  Mandatory submit to ‘Turnitin’ and in case the similarity percentage is more than 20% to revise till within the range of 20%.

 

Note:

        All work must be submitted to LMS via soft copy; all assignments should be properly referenced.

 

________________________________________________________________________________________________

 

Essential resources

There are no essential resources required for this unit.

 

Indicative resource materials

Textbooks

Blake I and Bush C – Project Managing Change: Practical Tools and Techniques to Make Change Happen (Financial Times/ Prentice Hall, 2008) ISBN 0273720457

 

Cameron E and Green M – Making Sense of Change Management (Kogan Page, 2009) ISBN 0749453109

 

Carnall C – Managing Change in Organizations, 5th Edition (Financial Times/ Prentice Hall, 2007) ISBN 0273704141

 

Green M – Change Management Masterclass (Kogan Page, 2007)  ISBN 0749445076

 

Leban B – Managing Organizational Change, 2nd Edition (John Wiley and Sons, 2007) ISBN 0470897163

 

Lewis S, Passmore P and Cantore S – Appreciative Inquiry for Change Management (Kogan Page, 2007) ISBN 0749450711

 

Nelson S – Implementing for Results (ALA Editions, 2009) ISBN 0838935796

 

Stewart Black, J and Gregersen H B – It Starts with One: Changing Individuals Changes Organizations (Wharton School Publishing, 2008) ISBN 0132319845

 

 

 

Journals

Academy of Management Journal (Academy of Management)

British Journal of Management (John Wiley and Sons)

California Management Review (University of California, Berkeley)

European Management Journal (Elsevier)

Harvard Business Review (Harvard Business Publishing)

Journal of General Management (Braybrooke Press Ltd)

Journal of Management Studies (John Wiley and Sons)

Management Today (Haymarket Business Media)

MIT Sloan Management Review (Massachusetts Institute of Technology)

 

Websites

www.businessballs.com

www.changingminds.org

www.managementhelp.org

www.themanager.org

www.mindtools.com

www.12manage.com

This brief has been verified as being fit for purpose

Assessor

 

Signature

 

Date

 

Internal verifier

 

   Signature

 

Date