BUSINESS AND MANAGEMENT

ASSIGNMENT FRONT SHEET

Student Name:
Certification : I certify that the whole of this work is the result of my individual effort and that all
quotations from books, periodicals etc. have been acknowledged.
Student Signature: Date:
Student Registration Number:
Student email address :

Programme : Masters Suite Year/Level : 1/7
Academic Year : 2012/13 Trimester : 2
Module title : Strategic Thinking and Effecting Change Assignment no. : 2
Module code: BUS748 Word guide: 3000
Percentage Weighting of this assignment for the module: 50%
Issue date : 24/04/2014 Return date : 10/04/2014
Lecturer : Mr Kamran R Second marker :

Notes for students :
1. Hard copy of assignment should be stapled in the top left corner and submitted to the Office.
2. Electronic copy of assignment must be submitted through Turnitin.
3. 10% of marks are awarded for satisfactory use of language and/or good presentation.
4. 5% of marks are awarded for satisfactory referencing and/or presentation of a bibliography where either is
required. Note that all referenced work should be obtained from credible sources.
5. Students should ensure that they comply with Glyndwr Universitys plagiarism policy.
6. Students should make correct use of the Harvard referencing method.

Learning Outcomes Tested in this Assignment :
a) To apply the appropriate concepts for strategy implementation, control and organizational change to a
range of business spectrums from local to international.
b) Complete a critical evaluation of the nature, drivers and context of organizational change and
categorize different typologies of change.
c) Apply a theoretical framework and conceptual model to an organizational change situation which
clearly identifies and manages people responses to change

Feedback :








Mark (%)


Would students please note that achievement of the learning outcomes for this assessment is
demonstrated against the assessment criteria shown below (which are not necessarily weighted
equally). All marks/grades remain indicative until they have been considered and confirmed by the
Assessment Board

Assessment Criteria
Marks
Awarded
Marks
Available
1
Brief introduction to the assignment. Academic definitions of
terms used. Clear diagram, that draws extensively on the case
study contents and evaluates/ranks the identified factors.
Reference to the typology of change provides additional depth
25
2
Two sections to provide an in-depth critical evaluation of people
and change one from the change recipient perspective and the
other from the change implementer perspective. Narrative
should be supported by theoretical sources
30
3
Selection of an academic theoretical change management
model, or a creative design drawing on the research principles of
change management to demonstrate the operationalization of the
change process identified in the case study. Drawing on
examples from other documented cases could strengthen this
section
30
4

Harvard referencing principles are applied throughout the
submission in the correct manner. Authentic and academic
sources have been utilised to support each section of the work
Omitting to reference correctly reduces work to a descriptive
level only.

05
5

The work is presented to a professional and business-like
standard and incorporates an introduction and summary. Each
section is clearly identified with a sub-heading. International
business English that is correctly structured is expected.

10

Additional Comments from Second marker or External Examiner (if required) :













MBA
Effecting Change Assignment 2

The Finance Director at Differences Inc. added a new agenda item to the monthly
management meeting: The Cashless Office. She explained to her team: Ive been reading
about Generation N, those born in the 1980s and later. They make up the majority of our
customers now apparently they have a different definition for loyalty, time and success
than previous generations, it lives in the present. Thats according to someone called
Marston, writing back in 2007. Life has moved on since then and they want barrier free
communication, with immediate results. That means using the latest technology.

She paused. I want immediate results in relation to how we collect our payments, Ive
brought details of our debtor days, together with the amounts and the cost to Difference Inc.
of our collection processes. Altogether this area of our work is inefficient and takes up
resource that could be used on other, more productive work.

The payments system is going to change and that will mean significant changes to job
roles and tasks. My view is that the cashless office will bring savings and efficiencies to the
finance department and to the Corporation as a whole, added The Finance Director.

We need to discuss a change framework with a clear timescale and expectations, oh, Ill
need someone to lead the change project, any volunteers?. My initial view is that we should
go live on the first day of the new financial year. Looking at the calendar that gives us six
months, which should be plenty of time. Now, where shall we start .?

The Plan that emerged from the monthly meeting is:

1. Design a change framework for the project, which was agreed should be written up
as force field analysis to identify and analyse the extent of each element. (25 marks)

2. The proposed change would have a significant impact on most people within the
finance department, this required two actions:
a) Evaluative research would be required to identify the potential reaction from
those involved to change. (15 marks)
b) A change agent to facilitate the project would be identified. In order to do this a
judgement of the required traits and characteristics was required by the next
monthly meeting as a starting point for nominations. (15 marks)

3. The Finance Director required a contextually relevant change management model
that would provide a guide to priorities and process during the operationalization of
the factors identified in parts one and two and lead to completion of the change
process. (30 marks)

4. Use of academic referencing throughout that complies with Harvard principles.
References listed on the final page in alphabetical order by authors surname
(5 marks)

5. Professional business presentation throughout, supported by an effective structure
that includes a brief introduction and summary. (10 marks)







Masters level Marking Criteria
No work has been submitted in the time allowed, or the work submitted
demonstrates little or no understanding of the task or the subject matter. This
may be evident where the work is substantially incoherent, irrelevant or
lacking in factual content, or where these shortcomings are present in
combination such that the work as a whole is unsound. Major errors of fact, or
evidence of substantially poor cognitive or other relevant skills will also lead to
a fail.
Fail:
Marks
below
30%
The work shows some knowledge and required skills are present to a
degree. There may be appreciable error or omission of facts, poor
structure, misdirection to the task, or poor conceptualisation or
illustration of the work. Evidence of analysis and evaluation is weak.
There will be indications in the work that the candidate is capable of
improving it by further application to the task
Fail:
Marks in
the range
30%
39%
The work contains sufficient descriptive information. There is some
analysis and explanation with appropriate illustration and example, and
some attempt to evaluate. The work will generally be coherent and
relevant, it will contain some useful proposals or solutions related to
familiar solutions and there will be some attempt at originality. It will be
communicated clearly.
Pass:
Marks in
the range
of
40%
49%
The work contains all the necessary contextual information. There will
be adequate analysis, explanation and conceptualisation, with
appropriate illustration and example, and sound attempts to evaluate
and judge. The work will be substantially coherent and will contain
relevant and feasible proposals or solutions related to familiar
situations, some responses to uncertainty or ambiguity and some
acknowledgements of the implications of change.
Pass:
Marks in
the range
of
50%
59%
The work will contain complete explanations using most available
information. There will be substantial analysis; the ability to recognise
evidence, use ideas, conceptualise, evaluate and judge in familiar
situations will be clearly demonstrated. Proposals or solutions will be
contextually relevant and useful, with substantial evidence of the skill
necessary to operationalize them in a variety of situations, including
those in which uncertainty, ambiguity or change are present. The work
will provide evidence of originality and of useful knowledge transfer to
novel situations. It will be coherent and convincing.
Pass:
Marks in
the range
of
60% -
69%
The work will clearly demonstrate the ability to analyse accurately,
reliably and fully, all relevant information; to use evidence; to
conceptualise, evaluate and judge; to propose and operationalise
effective solutions, and to show substantial originality and creativity in a
variety of familiar situations or in the face of ambiguity, uncertainty or
change. It will demonstrate valuable knowledge transfer and propose
feasible solutions for a wide range of situations. Evidence of the ability
to innovate will be present.
Pass:
Marks in
the range
of 70%
and above


Force Field analysis:
Forces for change Forces for against change
Long term revenue Loss of staff overtime
Improve collection speed Staff fearfull of new technology
Improve efficiency Cost
Accuracy and consistency of debtors information Company culture
Time constraint






References
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Dannemiller, Kathleen et al 2000, Whole-Scale Change: Unleashing the
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Denning, Stephen 2001, The Springboard: How Storytelling Ignites Action
in Knowledge-Era Organizations, Boston: Butterworth-Heinemann.
Hammer, Michael and Champney, James 1995, Reengineering the
Corporation: A Manifesto for Business Revolution, revised edition,
London: Nicholas Brealey.
Hirschhorn, Larry and Barnett, Carole K. 1993, The Psychodynamics of
Organizations, Philadelphia: Temple University Press.
Holland, John H. 1998, Emergence: From Chaos to Order. Reading, Mass:
Helix.
Malcolm Higgs & Deborah Rowland (2005): All changes great and small:
Exploring approaches to change and its leadership, Journal of Change
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