Write a cohesive case study that critically analyses a specific instance of organisational change/transformation management that you have experienced (*). Using appropriate academic sources to support your work, give emphasis to why the change was attempted, how the change process was managed, how the reality reflected in your storyline compares to relevant academic literature and how successful you think implementation was handled.
The case study MUST be structured as follows using the headings. (Italicised words are not part of the heading but are given by way of further information).
(*) If you feel you have not experienced such a change, then you can either choose an organisation that has accessible information in relation to changes it has experienced and conduct extensive secondary research before developing your case study.
This assignment relates to recounting an incidence of change that had happened in an organisation ( highly preferred that the change had occurred in an organisation you are currently working for or one that you had previously worked for ) together with the application of relevant concepts, models and frameworks in respect of the incident or aspects of change.
The main action steps are:
NOTE: If you have not observed or experienced a change in an organisation, you could choose a company that you are able to research on. But, without first-hand information available, you will need to research deeper into the aspects and situation of change that have taken place in the company. You should expect that internal information of most companies is not always readily available in the public domain.
Electronic submission coversheet
Complete the details required in the submission coversheet. Name of student is not to be provided for purpose of anonymous marking.
Table of Content
A table of content that provides a broad outline of the case study
Title of the case study
Provide a title to your work. The title should succinctly reflect the main focus on your case study. An ideal title should be within the range of 4 to 12 words. Centralise the title at the top of the page.
Provide a list of between 4 and 6 different keywords that “frame” the focused areas of your case study.
Discuss several key concepts about organisational change. Ideally, the concept that relates to specific incident of change should be part of the discussion. The scope could include definition or explanation of organisational change, nature of change, types of change, planned and emergent change, and concept that relates to the specific incident of change (for example, restructuring, cultural change etc). Several citations are expected.
State the purpose of the case study. Name of the company and the specific incident of change should be part of the purpose statement. If you do not wish to disclose the name of company for confidentiality reasons, you could use a pseudo-name such as “ABC” company. Reason for using the pseudo-name should be given. The purpose statement is expected to be short, not longer than 3 sentences.
Provide a brief background about the case study organisation. Focus on the key information such as the nature of business, scope of operation, key performance data and other significant details about the company. Avoid listing the history of the company.
Describe the reasons (external and/or internal drivers) that have or might have led the company to make the specific incident of change. Apply SWOT/PESTEL frameworks, as relevant, to the context of the company/industry. ( Note that only the relevant factors are needed to be identified and explained, as relevant ). If actual reasons are not readily available, you may suggest the possible reasons that could have caused the company to make the specific incident of change. Use past tenses here.
In this section, you are expected to trace and describe how the incident of change was planned, implemented and if available, sustained. (Discuss the process, in clear sequence, by phases, steps, milestones or timeline ) The discussion allows for ‘imagination’ of some possible details of the process that could have taken place in making the change, but are unknown to you. Use past tenses here.
Identify the specific key stakeholders who had been involved or were impacted by the specific incident of change. Key stakeholders could include the Board of Directors, CEO, senior managers, employees, trade union, government, community, customers, supplier, partners and others that have an interest and power relationship with the company. For each of the identified key stakeholders, describe the feelings and perspective of the stakeholder in relation to the specific incident of change before and after the change. Generally, this section should discuss the emotions of the identified key stakeholders and their respective level of support or resistance for the incident of change. Reasons for the expressed feelings and perspectives of the key stakeholders should be provided.
If you had been involved in the change as a change agent, or had been personally impacted by the incident of change, you could identify yourself as a stakeholder in the discussion. Similarly, you describe the feelings you had at that time and your own perspective about the incident of change. Use past tenses here.
4 to 6 stakeholders should suffice.
Critically review academic theories, models, frameworks, ideas that are directly related to what you have just described from sections 2 to 4. Relate the aspects of change (for example, the nature of change, type of change, specific incident of change, change process, stakeholders’ feelings and perspectives etc ) to the theoretical concepts ( theories, models or frameworks). This is a key connection of analysis between the real world and the theoretical world. Each chosen change theory, concept, model or framework should specifically RELATE to the actual situation or aspect of change as described in your sections 2 to 4.
Apply 4 to 6 key theories, concepts, models and frameworks with substantive discussion. Citations are needed.
NOTE: this section focuses on relating the relevant theories, concepts, models and frameworks to the sections that you have described above. Treat this as a ‘Literature Review” section.
In your perspective, discuss the outcome of the specific incident of change in terms of what had worked well and/or not well. Provide reasons (a combination of theoretical or business related factors ) that might have contributed to the outcome. Suggest how the company could do better in managing change next time.
Reflect on what you have written about the case of change from sections 2 to 6, and describe the lessons you have learned personally as well as any organisation could learn based on this case study. Therefore, you should have 2 types of learning in this section as follows:
Describe the lessons that you have learned from this case study. Lessons learned could be drawn from sections 2 to 6. 200-250 words should be enough
Describe the lessons that any organisation could learn if it plans to carry out the same incident of change. Organisations could learn from any aspects or situation of change that you have described from sections 2 to 6. Avoid repeating the same lessons you have learned personally. 250 to 300 words will be acceptable.
NOTE: it is expected that this section contains fresh perspectives about the situation or aspects of change. A direct and verbatim iteration of points discussed in the earlier sections will be considered as inappropriate and unacceptable.
It is expected you will have between 35 and 40 references for the above discussion. The references, comprising a balanced range of books, journal articles and qualified websites, should follow the Harvard Referencing Style.
You can provide additional information, illustrations, charts, diagrams, etc as appendices. Do label the appendices as A, B, C…….and so on. Appendices are used if additional details are useful but not significant enough to be included in the report.
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