Leadership and Change Management
Instructions for assessment
Case Study: Anna Frisch at Aesch AG.
Summative assessment
This module will be assessed through an individual report on a case study called “Organisational Change Development Plan” which you will be provided with in week one.
The assessment will be based on case study material which will be provided electronically via Moodle or download instructed via email. Read the “Assessment case studies brief” that is provided on Moodle for further administrative
details.
The report will require you to investigate a situation of organizational change, analyzing the multiple causes, organizational and social consequences, using academic and professional literature to support your findings. Your report will also include recommendations to lead and manage organisational change, reflecting on appropriate
leadership styles, employees’ engagement and organisational development.
Description of Assessment
The assessment for this module is a report (max 3,500 words) which will put the case for an organisational change development plan that you have devised. This will address the scenario described in a case study (Anna Frisch Case Study).
You should analyse the situation described in the case study using relevant theory and referring to empirical studies in academic journals and articles from professional practitioner sources. You should include such matters as the reasons for the change, the organisational constraints, the possible approaches to making the change and the likely
organisational and social consequences.
Your report should end with recommendations to the company managers for leading and managing this organisational change, recommending appropriate leadership styles, possible modes of employee engagement and aims for organisational development.
You must use report style with appropriate headings and sections. You must also use an evidence based approach with citations and references in the Harvard style.
Structure of the Summative submission and assigned marking criteria
Task 1 – 10 Marks
Provide an introduction to the report that clearly states the aim and structure of the report, and summarises the key issues in the case scenario. If there is data contained in the case scenario comment on that – what is the data telling you about what the underlying organisational problems might be. This should help you focus on the
recommendations section.
Task 2 – 20 Marks
Investigate the case scenario, analyzing the multiple causes/triggers for change and the types of change experienced, using academic and professional literature to support your findings.
Task 3 – 30 Marks
Analyze the change situation looking into its organizational, cultural and social dimensions. Recognize the importance of culture and its role in relation to organizational change. Discuss the links between power, politics and conflict and their effect on change, using academic and professional literature to support your findings.
Task 4 – 30 Marks
Make recommendations to lead and manage organisational change, reflecting on leadership issues, employees’ engagement and organisational development.
Task 5 – 10 marks
Produce a clear and justified conclusion
Contents:
1. Introduction
2. 2. Causes & Triggers of change
2.1 Type of change
3. Organisational, Social & Cultural Dimensions of change
4. 4. Power, Politics & Conflict on change
5. Recommendations to lead & Manage change
5.1 Employee Engagement
5.2 Incentives
5.3 Organisational Development
6. 6. Conclusion
7. References
Must use of best suitable – Diagrams, pie chart, tables, pictures, graphs etc, where ever needed and provide the references in Hayward style.
Essential Reading
Alvesson, M. & Sveningsson, S. (2015) Changing Organizational Culture: Cultural
Change Work in Progress. Routledge.
Alvesson, M. (2013) Understanding Organizational Culture. London: Sage.
Anderson, D. L. (2016) Organization Development: The Process of Leading
Organizational Change. Sage: Publications.
Buchanan, D.A. & Badham, R.J. (2008) Power, Politics and Organizational Change.
London: Sage.
Carroll, B., Ford, J., & Taylor, S. (eds.) (2015) Leadership: Contemporary Critical
Perspectives. London: Sage.
Clegg, S., Courpasson, D., & Phillips, N. (2006) Power and Organizations. London:
Sage.
Cummings, T. & Worley, C. (2015) Organizational Development and Change (10th
ed.). Mason: Thomson South-Western.
Dundon, T. & Rollinson, D. (2011) Understanding Employee Relations, London:
McGraw Hill.
Gennard, J. & Judge, G. (2010) Managing Employment Relationships. London: CIPD.
Glenn, R.W & Guerrero, L. (2016) Cases in Leadership. (4th ed.). London: Sage.
Heery, E., Blyton, P., & Turnbull, P. (eds.) (2011) Reassessing the Employment
Relationship, Management, Work and Organisations. Basingstoke: Palgrave Macmillan.
Huczynski, A. & Buchanan, D. Organizational Behaviour, Pearson, pp. 765-766
Hughes, M. (2010) Managing Change. A Critical Perspective. London: CIPD.
Jackson, B. & Parry, K. (2011) A Very Short, Fairly Interesting and Reasonably Cheap
Book about Studying Leadership. London: Sage
Northouse, P.G. (2010) Leadership: Theory and Practice. Thousand Oaks: Sage.
Raelin, J.A. (ed.) (2016) Leadership-As-Practice: Theory and Application. Routledge.
Schein, H.E. (2004) Organizational Culture and Leadership (3rd edition). San Francisco:
Jossey-Bass.
Senior, B. & Swailes, S. (2016) Organizational Change (5th ed.). Harlow: Pearson.
Watson, G. & Reissner, S. (2010) Developing Skills for Business Leadership. London:
CIPD.
Vogel, T. & Wanke, M. (2016) Attitudes and Attitude Change. Psychology Press.
Further Reading
Atkinson, P. (2015) OD strategies: installing a lean and continuous improvement
culture. Management Services 58(4) pp. 12–17.
Axlerod, R.H., & Axlelrod, E.M. (2017) The scholar-practitioner mindset: How texts
and experience influence organizational change practice. Academy of Management
Review 42(3) pp. 561–571.
Buchanan, D.A. (2007) “You stab my back, I’ll stab yours”: Management experience
and perceptions of organizational political behaviour. British Journal of Management
19(1) pp. 49–64.
Burnes, B. & By, R.T. (2012) Leadership and change: The case for greater ethical
clarity. Journal of Business Ethics 108(2) pp. 239–252.
Dinh, J., Lord, R., Garnder, W., Meuser, J., Liden, R.C. & Hu, J. (2014) Leadership
theory and research in the new millennium: current theoretical trends and changing
perspectives. Leadership Quarterly 25(1) pp. 36–62.
Emmott, M., (2015) Employment relations over the last 50 years: Confrontation,
consensus or neglect? Employee Relations 37(6) pp. 658–669.
Elliott, C. & Stead, V. (2008) Learning from Leading Women’s Experience: Towards a
Sociological Understanding. Leadership 4(2) pp. 159–180.
Ely, R.J., Ibarra, H., & Kolb, D.M. (2011) Taking gender into account: Theory and
design for women’s leadership development programs. Academy of Management
Learning & Education 10(3) pp. 474–493.
Georgalis, J., Samaratunge, R., Kimberley, N., & Lu, Y. (2015) Change process
characteristics and resistance to organisational change: The role of employee
perceptions of justice. Australian Journal of Management 40(1) pp. 89–113.
Marchington, M. & Wilkinson, A. (2012) Employee involvement and participation:
Creating engagement and voice in the workplace. In: Marchington, M. & Wilkinson, A.
(eds.) Human Resource Management at Work. (5th ed.) CIPD. pp. 344–370.
Smircich, L. (1983) Concepts of culture and organizational analysis. Administrative
Science Quarterly 28(3) pp. 339–358.
Stead, V. & Elliott, C. (2013) Women’s leadership learning: A reflexive review of
representations and leadership teaching. Management Learning 44(4) pp. 373–394.
Turner, J. & Mavin, S. (2008) What can we learn from senior leader narratives? The
strutting and fretting of becoming a leader. Leadership & Organization Development
Journal 29(4) pp. 376–391.
Van Nistelrooij, A. & Sminia, H. (2010) Organization development: what’s actually
happening? Journal of Change Management 10(4) pp. 407–420.
Wenger, E. (2000) Communities of practice and social learning systems. Organization
7(2), pp. 225–246.
Worren, N. A., Ruddle, K., & Moore, K. (1999) From organizational development to
change management: The emergence of a new profession. The Journal of Applied
Behavioral Science 35(3) pp. 273–286.
Relevant journals for this module
●British Journal of Management
●Journal of Organizational Change Management
●Work, Employment and Society
●Organisations Studies
●Human relations
●Human Resource Management Journal (UK)
●International Journal of Human Resource Management
Referencing and submission
You must use the Harvard System
Last Completed Projects
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