Assessment Item 3: Change delivery

Assessment Item 3: Change delivery

Type: Case Study Format

 

Word Count: 3500 words +/- 10% (for the action plan only)

 

Due date: 5 JAN 2016

 

 

 

Rationale

Once the diagnosis has been completed, taking action based on the results is the second step to shaping organizational behaviour and impacting organisational performance (Di Pofi, 2002). Drawing upon your learning from Assessment 2, and the levels of intervention, complete the change action plan.

An intervention is a planned set of activities designed to help the organisation address any weaknesses that arise from the diagnosis – either the least obvious causes of problems, or the full range of issues that should be tackled. Interventions can focus on type of change required; whether the intervention should be behavioural, structural, technical or a combination of all; and helps determine the level of the intervention, ie individuals, groups or the organisation as a whole? An effective intervention is one that fits the needs of the organisation, is based on causal knowledge of intended outcomes, and transfers competencies to manage change to organisation members. Waddell, Cummings & Worley (2011) identify a range of OD interventions:

• People focused
• Process focused
• Strategy focused
• Structure focused

However these are by no means the only ones available in the change literature and you are encouraged to do some additional research.

When implementing change, issues such as overcoming sources of resistance have been highlighted but into day’s dynamic business environment, more emphasis is being placed on selling the need for the change, creating the vision for a desired future, gaining political support for the change and managing the transition from the old to the new way of doing things. As Burnes (2009) suggests, being change ready rather than change resistant. And factors such as internal politics, culture and leadership play a large role in implementing change.

And finally, institutionalisation of change is making the changes a permanent part of an organisation’s functioning so that it becomes the norm. There are factors that influence how the institutionalisation of change, such as characteristics of the organisation, characteristics of the interventions, and the processes utilised to sustain change (Waddell, Cummings & Worley, 2011). This may take months, weeks or even years.

Change agents are required to work with a range of people including change champions, management, and change recipients and even external stakeholders.

 

 

 

Group Task >> (I DO IT AS AN INVIDIVUAL)

You and two others have been hired as external change agents to take over where Dr Ellis has left off. Working in a group of three you will be responsible for contributing to and finalising the action plan.  Each group member will prepare one part of the change action plan.

 

The plan must address:

• Appropriate interventionsto move the organisation from its current state (in 2008) to a desired future state;
• The role of internal politics, culture and leadership in implementing the changesin the organisation, taking into account the type, depth and scale of the change programme;
• Recommendations as to how the change should be institutionalisedtaking into account the features of the organisation.

 

As a team, you will ensure your action plan is an integrated document that is coherent, logically structured, and well supported with peer reviewed journal articles. Therefore the use of an online collaborative sharing tool would ideally suit this task (ie Google docs, Dropbox etc). Each group member will upload the completed group assignment to EASTS, but there will be one key difference: each individual group member must also complete a reflective piece evaluating their role as the external change agent in this assessment task.

 

Individual Task

In practice, change agents will be working with others on change events so this task asks you to reflect on your role as an external change agent (Was it difficult being at arm’s length from the organisation? having different approaches to your team members on each of the intervention, implementation and institutionalisation stages?); and also your experience of collaboration (working together with other change agents?).

What have you learned from this experience? What improvements would you suggest.

Avoid describing the process; rather evaluate the process and the outcomes.

Place this reflection after the references, on a separate page (open word count).

 

Objective

By the end of this assessment task, students should be able to:

• demonstrate a perspective on the theory and practice of organisational change, through examination of relevant current research.
• develop action plans, from the study of individual, group and organisational change models, for management of change in organisations.
• assess the role of political, cultural and leadership factors in implementing change, taking into account the type, depth and scale of the change programme.

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Rubric

 

MGT320 Assessment 3 Marking Rubric                                                       Marker:

 

Assignment presentation	High Distinction	Distinction	Credit	Pass	Fail
Brief introduction, referencing and presentation	All aspects addressed well.	All aspects addressed.	Two aspects presented well; one aspect needs work.	One aspect presented well, two aspects need work.	All aspects need substantial work.
Mark     /10	10 – 8.5	8.4-7.4	7.3-6.3	6.2-5.1	0-5
Discussion	High Distinction	Distinction	Credit	Pass	Fail
Recommended OD interventions(10 marks)	Excellent suggestions which also acknowledge a range of OD interventions.	Detailed recommendations which have solid links to theoretical approaches and reflect well on previous discussion.	Adequate recommendations which have appropriate links to theoretical approaches and reflect previous discussion.	Basic recommendations which have tenuous links to theoretical approaches. Some links with previous discussion.	Limited recommendations or recommendations not provided. Not linked back to previous discussion.
The role of internalpolitics, cultureand leadership inimplementing thechanges in the organisation,taking intoaccount the type,depth and scaleof the changeprogramme.(10 marks)	Insightful discussion on the role of internalpolitics, cultureand leadership inimplementingchange and establishes the link between these aspects and successful change.	Good discussion on the role ofinternal politics,culture andleadership inimplementingchange.  Developing appreciation of their link to change success.	Good discussion on the role of all three aspects -internal politics,culture andleadership – inimplementingchange.	Appropriate discussion of two aspects – internalpolitics, cultureand leadership inimplementingchange – but the third has been done poorly.	Brief discussion on one aspect only of the role ofinternal politics,culture andleadership inimplementingchange.
Recommendations as to how thechange should be institutionalisedtaking into account the features of the organisation.(10 marks)	Outstanding and integrated review of the process of institutionalisation which addresses process and characteristics of the organisation and the interventions.	The in-depth review of the process of institutionalisation recognises the influence of characteristics of the organisation and of the interventions.	In-depth review of the process of institutionalisation used by the organisation attempted.	Appropriate review of the process of institutionalisation used by the organisation attempted.	Poor discussion of the process of institutionalisation used by the organisation.
Mark     /30	30-25.5	25.2-22.3	22.2-19.5	19.4- 15.1	0-15
Reflection	High Distinction	Distinction	Credit	Pass	Fail
Reflection on your role as an external change agent; your experience of collaboration; and what you have learned from this experience.	Insightful and integrated reflection of all aspects.	Comprehensive discussion of all three aspects, with some insights.	Discussion of all three aspects.	Appropriate discussion of two aspects.	Does not address all aspects; OR addresses only one aspect briefly.
Mark     /10	10-9	8	7	6	5-0

 

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