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Instructions for Assessment:
Background of the subject topic
It can be argued that organisations can generate greater effectiveness in a diverse, rapidly changing global environment by encouraging agreement on shared values and by jointly creating visions, goals, and strategies. Organisation can foster trust, collaboration, equality, participation, shared values, visions, and goals which can be perceived as core strategic elements of organisational activity in a global field of action. Agreement and commitment can be maintained through dialogue by;
– Focusing on common concerns, identifying shared needs, and conflict resolution
– Encouraging self-reliance, problem solving and united action and
– Sharing important experiences and producing a synergy of perception, intellect and emotion.
In this way organisations can represent a more flexible, inclusive, human way of working, with increased opportunity for leading more satisfying work lives amongst their own employees. Strategic changes of various types and nature have been introduced in this regard and implemented extensively in business organisations in recent times
Assignment Tasks
You have already been asked to complete a range of seminar-based research and reflections. This particular takes the format of a assessment portfolio, composing of three main parts:
PART 1: A research report with a word limit of 2,000 on British Airway’s (BA) change program that resulted in long-running industrial disputes between its management and crew members in 2009-201.
More specifically, you need to provide accounts in this report on the following:
• The contextual information about the organisation and the strategic change itself as outlined by its management
• Evaluation on the nature and extent of such strategic changes
• The change management strategy itself
• The challenges and management difficulties in implementing such change strategy
PART 2: An academic report of a 2000 word limit to evaluate the implementation/resistance of such change management from one of the three stakeholders’ point of view: BA management team, BA cabin crew and the British public
This report needs to clearly identify a range of appropriate texts on:
• The core issues about strategic changes and change management strategy in BA, this should be outlined against appropriate theoretical frameworks or conceptual discussion.
• Specific concerns and problems that you anticipated from a particular stakeholder’s point of view; this is to show your awareness of practical issues as implicated in change management in business companies
• Managerial challenges as experienced or encountered in this problem situation; linkage between theoretical explanation and practical experience shall be clarified
• Advised approaches for overcoming resistance to change, dealing with your own (stakeholders) and other’s anxieties, and effectively winning support for a management of change strategy and programme of implementation for development.
Part 3: Seminar-based portfolio evidences
As integral parts of this module learning, five documents need to be produced throughout the semester to help you learn and prepare for this assessment. They are to be attached as appendixes in this part:
Please note that there is in general no maximum word limit applies to your personal and research notes, yet it is expected that each evidence shall be of at least 1 A4 page, type processed.
1. Report on behaviour and emotional reactions to personal changes
(Examine and reflect on the process of implementing changes against one of your personal behaviour or problems (most recently or in the past). Write down your thoughts with no more than 500)
– I’m a second year international student
– I have lack ability in communication skills especially with native students during my first year period.
– I was always quiet and not active in working in groups.
– I’m trying to improve my communication skills by being active in groups work .
– Contacting the other group members immediately if I need to .
– I’m being active by starting to do the work earlier and sharing my ideas and results before the others
– Sharing new ideas and thoughts rather than only agreeing on others thoughts
– Judging other’s thoughts if I think its need to be judge.
(Please transform these points into a paragraph and add some more details
2. Personal comments on management factors implicated in changes this is required on week 10
(Comment on the key management factors implicated in the change programme and its impacts on business strategy
(portfolio evidence number 3)
3. A summary report on the plausibility of changes in BA this is required on week 11.
(Examine the business environment and explore on the plausibility of changes from personal as well as organisational point of view, in the case of BA.)
Write a summary report (portfolio evidence number 4)
Referencing your work
The Harvard method of referring to publications and of arranging references uses the author’s name and the date of the publication. References are listed at the end of the text in alphabetical order by author’s name. The general format of a journal reference is shown below:
Smith, J. (1999) How to succeed! Journal of Entrepreneurs, 1(2), p. 34-56
Author/s name and initials are listed first, followed by year of publication in brackets. Then there is the title of article and the journal where article appears, which is underlined or in italics. Finally, state the volume and issue Number (in brackets) along with the pages where article can be located.
Text books MUST USEED
• Cummings, T &Worley, C. 2008 Organisation Development and Change South-Western
• Burnes, B 2004 Managing Change Prentice Hall
• Cameron E & Green M 2009 Making Sense of Change Management Kogan Page
• Leopold, J. and Harris, L. 2010 The strategic managing of Human Resources FT Prentice Hall
Recommended Journal Articles
• Connor, R. (2011) Changing change management, Strategic HR Review Volume 10, Issue 5, p. 35
• Hans Henrik Jørgensen, Lawrence Owen, Andreas Neus, (2009) “Stop improvising change management!”, Strategy & Leadership, Vol. 37 Iss: 2, pp.38 – 44
• Klaus J. Zink, Ulrich Steimle, Delia Schröder, Comprehensive change management concepts: Development of a participatory approach, Applied Ergonomics, Volume 39, Issue 4, July 2008, pp 527-538
• Michael Stanleigh, (2008) “Effecting successful change management initiatives”, Industrial and Commercial Training, Vol. 40 Iss: 1, pp.34 – 37
• Griffith, J. (2002) “Why change management fails”, in Journal of Change Management, Jun2002, Vol. 2 Issue 4, p297-305
• Many other articles available on NORA, using relevant key words to search
Journals, Magazines and Newspapers
• Journal of Strategic Management
• Journal of Human Resource Management
• People Management
• WSJ, FT
Learning Outcomes
This assessment will fully or partially satisfying the following learning outcomes:
• critically analyse an organisation situation using Organisational Management of Change concepts and theories
• as a result of analysis and synthesis of organisational theory identify appropriate Management of Change interventions
• identify an appropriate strategy of Management of Change interventions to support and enhance organisation and individual performance and quality of work life.
Mapping to Programme Goals and Objectives:
This assessment will contribute directly to the following Undergraduate programme goals and objectives. (Insert an ‘X’ in boxes where applicable)
1. Knowledgeable about the theory and practice of international business and management Students will be able to:
x 1. Demonstrate current knowledge and understanding of the major functional areas of business.
2. Demonstrate current knowledge of specialist functional and professional areas of business where such specialisation is informed by relevant QAA benchmarks, professional accreditation requirements and applicable international educational standards.
x 3. Demonstrate, through the application of knowledge to business contexts and scenarios, their abilities of analysis and synthesis.
2. Skilful in the use of personal, professional and managerial techniques and processes
Students will be able to:
x 1. Demonstrate the acquisition and application of a range of personal transferable skills in numeracy, literacy, communication and time management.
x 2. Exhibit an understanding of the needs of customers, clients and other important contacts through the demonstration of the awareness of key professional and managerial issues, problem solving and critical thinking.
x 3. Apply managerial and leadership techniques, including negotiation, project management, team building and decision making to business problems appropriate to their level of study.
3. Employable as graduates Students will be able to:
x 1. Demonstrate a range of key skills for securing graduate employment, including self presentation e.g. in CVs, interviews and assessment centres.
2. Demonstrate an active awareness of the graduate labour market in order to secure, retain and develop a graduate career.
x 3. Provide evidence of direct engagement with a range of graduate employers and professional bodies..
4. Aware of ethical issues impacting on business and professional practice Students will be able to:
x 1. Demonstrate an understanding of UK and international organisations’ approaches to Corporate Social Responsibility and their implications for organisations and individuals.
2. Demonstrate an understanding of the ethical codes of professional bodies and the legal and regulatory contexts in which these operate.
x 3. Demonstrate an understanding of different perspectives towards organisational ethics including shareholder, stakeholder and critical approaches.
Assessment Criteria (NBS)
Mark General Criteria Module Assessment Criteria for HR0277
First
(80 – 100) Excellent knowledge and appreciation for subject. Fastidious eye for detail. Assured ability to challenge received wisdom and to sustain argument or logical reasoning under these terms. Excellent work providing a range of theoretical and practical evidences on change management in specific business context. Displaying great level of personal skills in meeting the learning outcomes. Primary and secondary sources of literature have been used in comparative terms, with structured analysis in the report and shows independent thinking
First
(70 – 79) Impressive knowledge and understanding. Clearly demonstrates critical appreciation. Theory and evidence are invariably related. Argument or logical reasoning is always relevant and well sustained. The work provides high standard knowledge and insights, displays exceptional personal learning skills in meeting the learning objectives. Creative use of relevant theories and professionally presented. Evident in critically linking theories to practical issues
Upper Second (60 – 69) A maturing ability to relate theory and evidence, concepts and ideas is displayed. Critical appreciation is evident. Content is always relevant, generally well focused and organised. A very good standard of work containing detailed but appropriately focused discussion Theoretical concepts have been clarified and effectively applied in the problem situation. Demonstrates a good understanding of the issues and the challenges on personal leadership qualities. Displays above average personal learning skills in meeting the learning objectives.
Lower Second (50 – 59) Knowledge base is generally sound and some critical appreciation shown. Analysis usually clear but can lack some clarity of focus. A clear and logical structure is discernable and a reasonably good standard of analysis and discussion in the topic area. Some awareness of personal quality issues in effecting the changes within the contexts defined. Displays certain personal learning skills in meeting the learning objectives.
Third
(40 – 49) Legitimate content but relies heavily on the descriptive. Analysis may be unsophisticated. Work may contain some use of concepts, but is poorly set out and needs an appropriate focus. Some ability to understand the main theoretical issues implicated in the change management. Good account on the problem situation and effective in explaining the changes. Lacks critical analysis and insights over the topic issue. Personal learning skills are insufficient in meeting the learning objectives.
(30 – 39) Performance shows elements of legitimate content, but is more often than not inappropriate. Lack of proper understanding of the main issues implicated in managing changes in a business context. Account on the organisational change is purely descriptive rather than analytical. No awareness is shown about the complexity in the management intervention in business organisations. Only basic personal learning skills have been shown in meeting the learning objectives.
(0 – 29) Majority of work is neither relevant nor accurate. Often inarticulate and can be incomprehensible. As above
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