Organisational Change Management

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Organisational Change Management
Order Description
1.1 Assessment Information and Marking Criteria
Three separate patches (1,000 words) on three different and specific subject topics using set literature.
Each 1,000 patch will address a specific question relating to a specific topic
1.1.1 Element 010 – Patch questions
• You must answer each of the following three questions.
• You must at the very least read and use the following three journal articles, and course text book, to complete your answer to each question.
• All journal articles are available to access and download from the library peer
• You are encouraged to use wider reading, in addition to this mandatory reading, to complete your answer to each question.
Questions:
1: How and why do middle managers support and resist strategic change? 1,000 words (40%)
Minimum mandatory reading
Senior, B. and Swailes, S. (2010) Organizational Change. 4th Ed, Harlow: FT Prentice Hall
Conway, E. and Monks. K. (2011) Change from below: the role of middle managers in mediating paradoxical change. Human Resource Management Journal, 21(2): 190-203.
McCann, L., Morris, J. and Hassard, J. (2008) “Normalized Intensity: The New Labour Process of Middle Management.” Journal of Management Studies 45(2): 343-371
Sharyn E. Herzig and Nerina L. Jimmieson, (2006) “Middle managers’ uncertainty management during organizational change”, Leadership and Organization Development
Journal, 27 (8): 628 – 645
Marking criteria for this question:
Exceptional information base applied to critically evaluate and answer the question. Theory and concepts and examples applied with extraordinary originality and
autonomy. No logical inconsistencies. Exceptional study skills and use of learning resources. Deep learning evident
2: Why do models of planned change not bring about cultural change?
Minimum mandatory reading
Senior, B. and Swailes, S. (2010). Organizational Change. 4th Ed, Harlow: FT Prentice Hall
Burnes, B. (2004) “Emergent change and planned change – competitors or allies?: The case of XYZ construction”, International Journal of Operations and Production
Management, 24(9): 886 – 902.
Harris, L. C. and Ogbonna, E. (2002) The Unintended Consequences of Culture Interventions: A Study of Unexpected Outcomes. British Journal of Management, 13(1): 31–49.
Smollan R. and Sayers J. G. (2009) Organizational Culture, Change and Emotions: A Qualitative Study. Journal of Change Management. 9 (4): 435-457.
Marking criteria for this question:
Outstanding information base critically evaluates and answers the question. . Original Insights evident throughout demonstrate advanced evaluation with no
inconsistencies evident. Outstanding study skills and use of learning resources. Deep learning evident
3: How do leadership behaviours positively and negatively impact upon employee commitment to organisational change? 1,000 words (30%)
Minimum mandatory reading
Senior, B. and Swailes, S. (2010). Organizational Change. 4th Ed, Harlow: FT Prentice Hall
Gill, R. (2003). Change management or change leadership. Journal of Change Management, 3(4), 307–318
Lundy, V. and Morin, P.-P. (2013), Project Leadership Influences Resistance to Change: The Case of the Canadian Public Service. Project Management Journal, 44 (3):
45–64
Thomas, R and Hardy, C. (2011). Reframing resistance to organizational change. Scandinavian Journal of Management, 27(3): 322-331.
Marking criteria for this question:
Outstanding information base applied to critically evaluate and answer the question. Theory and concepts and examples applied with extraordinary originality and
autonomy. No logical inconsistencies. Outstanding study skills and use of learning resources. Deep learning evident
Key textbook:
Reading List
Senior, B. and Swailes, S. (2010) Organizational Change. 4th Ed, Harlow: FT Prentice Hall (our key text book )
Key journal articles:
Burnes, B. (2004) Emergent change and planned change – competitors or allies?: The case of XYZ construction, International Journal of Operations and Production
Management, 24(9): 886 – 902.
Conway, E. and Monks. K. (2011) Change from below: the role of middle managers in mediating paradoxical change. Human Resource Management Journal, 21(2): 190-203.
Gill, R. (2003). Change management or change leadership. Journal of Change Management, 3(4), 307–318
Harris, L. C. and Ogbonna, E. (2002) The Unintended Consequences of Culture Interventions: A Study of Unexpected Outcomes. British Journal of Management, 13(1): 31–49.
Herzig, S. and Jimmieson,N (2006) Middle managers’ uncertainty management during organizational change, Leadership and Organization Development Journal, 27 (8): 628 –
645
Lundy, V. and Morin, P.-P. (2013), Project Leadership Influences Resistance to Change: The Case of the Canadian Public Service. Project Management Journal, 44 (3):
45–64
McCann, L., Morris, J. and Hassard, J. (2008) Normalized Intensity: The New Labour Process of Middle Management. Journal of Management Studies 45(2): 343-371
Smollan R. and Sayers J. G. (2009) Organizational Culture, Change and Emotions: A Qualitative Study. Journal of Change Management. 9 (4): 435-457.
Thomas, R and Hardy, C. (2011). Reframing resistance to organizational change. Scandinavian Journal of Management, 27(3): 322-331.
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Strategic Management for Organisational Effectiveness

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Strategic Management for Organisational Effectiveness
Order Description
Abstract (2 page)
Revisit to give full image for the whole topic.
The Abstract gives an example of a poorly constructed text, as ‘telecommunication companies’ and ‘strategic management’ are mentioned several times through each other,
while it is much better (and easier to read) to group everything about ‘telecommunication companies’ together in one section and everything about ‘strategic
management’ in another section.
General Description of the Area of Concern & Statement of the Problem ( 2-3 pages )
– Showing clearly the following
o Area of concern — What are the actual problems in Kuwaiti telecom industry that you want to address
Strategic management
Leadership
Org Culture
Share values
Technology
Business Process.
o Problem statement
Significance and Contribution of the Study (1-2 pages)
Why these research topics are so interesting (Academic Benefit, Management Benefit)
Conceptual Model (7-8 Pages)
discussing the conceptual model — how you build this model, where the model originates from (Showing section 3.2)
– There are mention for the five factors
o strategic approach
o Organisational structure
o Organisational Culture
o the shared values
o the external environment
o
– from these factors will study the following bills
o Strategic choices will measured thru Interviews
o Strategic management will measured thru survey
o Leadership will measured thru survey
o Share values will measured thru survey
o Technology will measured thru survey
o Business Process. will measured thru survey
– the Hypotheses
o showing short explanation each hypotheses
LITERATURE REVIEW
Strategic Management Definitions ( 12-15 Pages)
– the definitions should covered well-known authors are missing (i.e John A. Pearce II, Mintzberg, Simon; Chandler, 1990; Kay, 1999; Lynch, 2006).
– It would be very helpful if you put in a picture (like a fishbone diagram) depicting the several aspects of strategic management you are discussing and make the for
the Reviewer to see the connection between the various sections of this Chapter and to follow the flow of your reasoning
– For sections 2.2.1, 2.2.2, 2.2.3, I propose you to talk about “t about the importance of strategic management for the success of a company” once, in the beginning of
the Theory, with good references.
o And then in section 2.2.1 you have to zoom in on the aspect of strategic management- as a time
o And then in section 2.2.2 you have to zoom in on the aspect of strategic management- as a Guiding Plan
o discussion on the various ‘schools’ in strategic management, like the prescriptive and descriptive schools. See Mintzberg’s book Strategy Safari. This has to be
added
o given evidence from the literature that strategic management is really important for the success of an organisation. Showing if there for instance research which
shows that organisations that do not practice strategic management actually perform worse than organisations that do? I need to see a critical review of this, given by
you
–
– Revisit 2.5 …. You discuss in this section how organizational effectiveness can be achieved and what organizational effectiveness is and what its aspects and
definitions are, and how it can be measured.
Summary Part: should be include what have you learned which is relevant for your research and which is input into your research hypothesis? What gaps in the literature
have you found in relation to your research topic?
–


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The role of HR in managing change within organisations.

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Discuss: At the centre of many HRM approaches to organisational transformation and culture change is the concept of the HR professional as change agent. Discuss the role of HR in managing change within organisations.


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Describe Qantas’s attitude to information management, what is qantas strategy on knowledge management.

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Describe Qantas’s attitude to information management, what is qantas strategy on knowledge management. Maturity of qantas in terms of KM (sharing,culture trust etc).What is the information syatem and which ones are supportrd by IT Are information systems matched to specific organisational requirements. Can KM/IM be improved?


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will be 100% original
 
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