Posted: March 17th, 2015

Imagine you are employed in an organisation (or consulting to one) and are asked to undertake a report exploring how best to manage a change process. The report should provide an assessment of how a given problem can be addressed through an organisational change process. This will contain a description of the change that is to be undertaken (in the future) and an assessment of the likely issues that this will raise (as predicted in theories of change mangement) and how these can be addressed

Managing Change assessed course work report: Planning a change process
Imagine you are employed in an organisation (or consulting to one) and are asked to undertake a report exploring how best to manage a change process. The report should provide an assessment of how a given problem can be addressed through an organisational change process. This will contain a description of the change that is to be undertaken (in the future) and an assessment of the likely issues that this will raise (as predicted in theories of change mangement) and how these can be addressed.

The submitted course work document will have two main sections. Section A (the introduction) sets the scene and provides contextual information about the organisation and its need for change. This represents the information that those managing the organisation would naturally know already. It therefore does not comprise the important subject matter of the module, but rather it states the problem to be addressed. It is up to the candidate to decide how much supporting background material is needed to support the process description and justification the change process to be presented in Section B (e.g. the location of the case in time and geography, the organisation’s characteristics and environment etc.).

Section B is the description of the proposed change process itself, and this should be the main emphasis of the report. The report is primarily a guide that provides an outline of the proposed change process i.e. how it can be managed. It is essential that the report draws on relevant theory, tools and concepts covered in the course lectures and/or seminars and detailed in key readings. Although the report is designed to be of functional use to managers it should still refer to academic concepts in a discursive style to justify their relevance to the context. These tools and concepts will support proposed advantages and disadvantages of the change process to be outlined.

Section B may use the form of instructions or charts/ diagrams anotated with footnotes or side bars or it could be formulated as a text-only report. References to sources used must be included and these do not count towards the word limit.

Candidates are reminded that this is an individual course work- assessed task, requiring the student to select a change scenario for a chosen organisation, and to describe how that change process should be undertaken, including highlighting potential pitfalls to be considered during the implementation of the change programme.

Students may select any organisation for the case, but the scenarios outlined should not duplicate the same combination of a given organiasation and change process covered in the seminar presentations. The organisation or the scenario may be fictional, or loosely based on a real case or combination of cases.

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