PPT
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assessment3instruction.pptWeek 12
- The expectations of the final assessment,
- Identify common factors of successful framework's and theories that underpin change and organisational development
- Discuss how you could design the slides applying models
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Wk 1 -How sound are the underlying theories, methods and ideas on change, that managers and consultants adhere to?
Wk2 -Why is it necessary to consider complex contexts and cross-cultural dimensions in organisations during change?
Wk 3 -Why and how do employees’ experiences of participation influence their perceptions and response to change, the effectiveness of organisational change and the success of the change?
Wk 4 -How, do we make sense of change and how do we respond to organisational change across the dimensions of cognition, affect and behaviour?
Wk 5-Why is it important to include perspectives of those people (stakeholders) who might be affected by the decision in the process of planning design and implementation of change?
Wk 6-How can a third-party change agent draw on a range of processes to facilitate collaborative change and embed a collaborative culture? The heatnetwork case
Wk 7 To What Extent Is Culture Change Possible Through Coaching and Mentoring?
Wk 8 What are the leadership and negotiation factors contributing to organisational change success or failure?
Wk 9 How organisational change has been embedded into organisations through Interest Based Negotiation (IBN) Case study Air New Zealand
Wk 10 Ethics justice and change: Good faith bargaining, trust and honest communication, constructs of justice embedding a new health and safety culture
Wk 11 What are the common EBOCD insights and lessons from the comparative analysis of 33 case histories presented in Hamlin, Ellinger & Jones, (2019).
Wk 12 : How might we embed change at ATAG – 5-6 PPT Slides.
Assessment 3
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| Due date | Week 13 |
| Weighting | 20% individual |
| Type | Power point presentation of a change process to executive decision makers |
| Length | 5-6 Slides |
| Submission | Turnitin |
| Requirements | This assessment builds on your findings from assessment 2. You are required to: plan a change engagement process. design and create a PowerPoint presentation (5-6 slides) that communicates a planned change process recommended from your findings in the case analysed in assessment 2 respond to the feedback provided by the marker of assessment 2 apply concepts, theories, models and/ or frameworks from the required weekly readings listed on pg. 6 of this study guide. |
| Programme learning goals | Be self-aware critically reflective and ethical management professionals Be effective thinkers and problem solvers Be effective communicators Be able to demonstrate advanced knowledge of business management professional practices. |
| Paper learning outcomes | Critically evaluate the complexity of organisational change from a range of perspectives Examine and apply theories, concepts, and practices of leading and managing change in organisations Analyse the role of human resource management in facilitating effective organisational change management Demonstrate the importance of ethics and communication in the change process Critically evaluate the outcomes of organisational change from different stakeholder perspectives |
Four Common Factors
- Context
External environmental and internal organizational contexts and increasing internal and external workplace pressures impact on fast frequent change.
- Leadership
leaders need to be competent change agents who adopt a coaching and mentoring style
- Communication
Communication should align values amongst those implementing change
Collaboration
- Importance of involving organizational members, promoting participation and enabling collaboration
See p 728 Chapter 53
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See p 728 Chapter 53
Check your ideas meet 10 common insights and lessons
1. Communicating with stakeholders for the purpose of securing common ownership, commitment and involvement. (83%)
2. Securing the active commitment, involvement and participation of senior to middle managers is pivotal (72%)
Securing top management support. (approx. 50%)
Being clear, consistent and open with regard to what you are seeking to achieve, setting clear strategic objectives and sharing the vision. (approx. 50%)
5. Recognising and addressing the real problems or root causes of change agency problems, including the cultural dimensions (39%)
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6. Giving enough time for the OCD program to take root and succeed (approx. 50%) .
7. Recognising the relevant contributions that the HR function can make and the strategic role it can play in bringing about transformational change. (39%)
8. The role of learning in the change management process and the need for a no-blame culture (approx. 50%)
9. The importance of being reflective as a change agent (50%)
10.The value of conducting internal research as part of the change agency practice (73%)
The evidence-based OCD initiatives are from Hamlin e t al., ( 2019).
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The evidence-based OCD initiatives are from Hamlin e t al., ( 2019).
Gaye Greenwood (GG)
Results suggest
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Some Theories models frameworks
- Litwin (1992) vision strategy structure Skills job match (wk 1)
- McKinsey (1972) Interdependency shared values (wk1)
- Kotter (1995) Urgency, powerful guiding coalition (wk1)
- Fair change (Tyler & De Cremer, 2005) open consultation
- Plan Do Check Act (wk5)
- Aligning culture and values organisational culture -mapping cultural web (Johnson & Scholes, 1992) (wk6)
- Force field analysis brainstorming and ranking consensus building (wk4)
- World café stakeholder sensemaking (wk5)
- Coaching and mentoring (wk7)
- IBN to ensure everyone is trained in problem soling collaboratively (wk 9)
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1. Create a vision and set of values that engage everyone
2. Allow participative ‘bottom up’ initiatives in the change process
3. Adopt a shared/distributive lead ership approach
4. Engage participants affected by the change by giving them voice, using their expertise,
involving them, and treating them as active collaborative partners
5. Recognise the power of trust and build on it
6. Use theory and models as change agency tools, and draw upon sources of ‘best evidence’ to
inform and guide OCD processes
7. Ensure understanding of individuals’ interests and the power relationship between those
involved in the change, and also respect their perspectives
8. Ensure collaboration between external (or internal) change consultants and the internal client
change agents
9. Ensure all change agents involved in the OCD processes become fully skilled and act as a team
10. Ensure the ‘soft’ social/interpersonal relations/cultural aspects of OCD are given as much
attention as the ‘hard’ strategy, structure and systems aspects
