Leading Organization Change Week 1 Check-in

8/21/22, 4:21 PM MBA 687 Milestone One Guidelines and Rubric - MBA-687-Q1962 Leading Organizational Change 22TW1

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MBA 687 Milestone One Guidelines and Rubric

Scenario

You have been contracted as an HR consultant by a U.S. LLC in Wilmington, Delaware, to solve their internal issues. This U.S. LLC is

a branch of a Singaporean so�ware solu�ons provider with 140 employees and $20M revenue per year. The CEO of the

Singaporean headquarters wants to open new markets in the United States, gain access to new customers, diversify risk, leverage

resources, and increase profits. To meet these goals, she tasked a VP to establish and take charge of the U.S. branch.

Unfortunately, the newly formed U.S. branch has been facing several problems from the beginning.

Employees at the call center and the sales and marke�ng division are disengaged and emo�onally fa�gued as a result of

contradictory communica�on between the branch’s leadership and the leadership at the Singaporean headquarters.

The branch team members feel frustrated and undervalued as a result of conflic�ng feedback from their VP and

management team.

Messages from leadership lack consistency, especially regarding policies and prac�ces related to human resources.

There is no training for team members.

Communica�on problems between the Singaporean headquarters and the U.S. branch are resul�ng in low employee morale.

Overall, the standard opera�ng procedures (SOP) followed successfully at the headquarter office in Singapore could not be

replicated at the U.S. branch. As a result, the CEO’s vision of successfully furthering expansion into the U.S. market remains

unfulfilled.

Prompt

Perform the change readiness/needs assessment audit for the U.S. branch and submit a report of your findings to the VP in the

course scenario. As the HR consultant, this would help you iden�fy the readiness of the U.S. branch employees to adopt change

plans. In this report prepared for the VP, you will discuss the change readiness of the workforce and leadership, willingness and

capabili�es for change, and any historical barriers to change from past planned or unplanned change management experiences.

Specifically, you must address the following rubric criteria:

Based on the Employee Engagement Surveys data, create visuals that illustrate areas in need of change at the U.S. branch.

Your visuals should address the following:

Appraisal, job-role stagna�on, and promo�on or recogni�on

Apathy or disinterest regarding the vision, mission, and values of the organiza�on

Lack of trust in managers, especially senior leaders

Impressions about the organiza�on’s a�tude to inclusion and diversity

A jus�fica�on of your selec�on of data points from the Employee Engagement Survey results

Discuss employees’ confidence in change management prac�ces:

Consider the informa�on available through the Employee Engagement Surveys and Leaders’ Self-Evalua�ons.

Do employees have a high degree of confidence in the company’s leadership? Explain your reasoning.

Explain the urgency for change at the employee and leadership level.

Analyze the middle managers’ (team leads’) role in crea�ng an adop�on mindset:

How would they serve as a bridge between the senior leaders and the frontline staff?

Are they ready to take ownership of the proposed change? Explain your reasoning.

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MBA-687-Q1962 Leading Organizational Change 22… TM

8/21/22, 4:21 PM MBA 687 Milestone One Guidelines and Rubric - MBA-687-Q1962 Leading Organizational Change 22TW1

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How do leadership styles and power distribu�on impact change readiness?

Iden�fy opportuni�es to increase change readiness/trust at the U.S. branch:

Why are some employees more accep�ng of change while others might be more reluctant?

How does the Forms of Resistance Grid explain the common reasons for resistance to change?

Refer to the Exit Interviews and explore the Forms of Resistance Grid to discuss any two forms of resistance

from this list: ambivalence, peer-focused dissent, upward dissent, sabotage, refusal/exit.

Use Hofstede's cultural dimension model and the Exit Interviews, Employee Engagement Surveys, and Leaders’ Self-

Evalua�ons to explain cultural considera�ons that may have created difficul�es for the employees of the U.S. branch to

adjust to the Singaporean headquarters' SOPs:

Summarize the importance of culture considera�ons using Hofstede’s cultural dimensions model in the context of

the U.S. branch and the Singaporean headquarters.

Explain how Hofstede's model helps analyze cultural differences based on specific evidence and not on pre-

conceived no�ons about different cultures.

Discuss how differences in specific dimensions of Hofstede's model may result in misunderstanding and

change management frustra�on or failure.

Discuss individualism and one other dimension from the list below that might impact the cross-cultural

communica�on and business prac�ce differences among the American and the Singaporean employees:

Uncertainty avoidance

Power distance

Long-term orienta�on

Guidelines for Submission

Submit a 2- to 3-page Word document with 12-point Times New Roman font, double spacing, and one-inch margins. Sources should

be cited according to APA style. Consult the Shapiro Library APA Style Guide for more informa�on on cita�ons.

Criteria Exemplary (100%) Proficient (90%) Needs Improvement

(70%) Not Evident (0%) Value

Create Visuals Exceeds proficiency in an excep�onally clear, insigh�ul, sophis�cated, or crea�ve manner

Creates visuals that indicate areas that need to change and jus�fies selec�on of the data points from the employee engagement survey

Shows progress toward proficiency, but with errors or omissions; areas for improvement may include crea�ng visuals that indicate at least two areas that need to change, based on the data points from the employee engagement survey

Does not a�empt criterion

25

Employees' Confidence

Exceeds proficiency in an excep�onally clear, insigh�ul, sophis�cated, or crea�ve manner

Discusses employees’ confidence in change management prac�ces, including whether employees have a high degree of willingness and confidence in the company’s change management prac�ces, the urgency for change at the employee and leadership level, the middle manager's role in crea�ng an

Shows progress toward proficiency, but with errors or omissions; areas for improvement may include discussing at least two factors related to employees’ confidence in change management prac�ces

Does not a�empt criterion

20

Milestone One Rubric

8/21/22, 4:21 PM MBA 687 Milestone One Guidelines and Rubric - MBA-687-Q1962 Leading Organizational Change 22TW1

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role in crea�ng an adop�on mindset, and how leadership styles and power distribu�on impact change readiness

Opportuni�es to Increase Change Readiness / Trust

Exceeds proficiency in an excep�onally clear, insigh�ul, sophis�cated, or crea�ve manner

Discusses opportuni�es to increase change readiness or trust

Shows progress toward proficiency, but with errors or omissions; areas for improvement may include discussing at least one opportunity to increase change readiness or trust

Does not a�empt criterion

20

Cultural Considera�ons

Exceeds proficiency in an excep�onally clear, insigh�ul, sophis�cated, or crea�ve manner

Discusses two dimensions of Hofstede's cultural dimension model that might impact the cross-cultural communica�on and business prac�ce differences

Shows progress toward proficiency, but with errors or omissions; areas for improvement may include rela�ng individualism or any other chosen dimension from Hofstede's cultural dimension model to the company data

Does not a�empt criterion

20

Ar�cula�on of Response

Exceeds proficiency in an excep�onally clear, insigh�ul, sophis�cated, or crea�ve manner

Clearly conveys meaning with correct grammar, sentence structure, and spelling, demonstra�ng an understanding of audience and purpose

Shows progress toward proficiency, but with errors in grammar, sentence structure, and spelling, nega�vely impac�ng readability

Submission has cri�cal errors in grammar, sentence structure, and spelling, preven�ng understanding of ideas

10

Cita�ons and A�ribu�ons

Uses cita�ons for ideas requiring a�ribu�on, with few or no minor errors

Uses cita�ons for ideas requiring a�ribu�on, with consistent minor errors

Uses cita�ons for ideas requiring a�ribu�on, with major errors

Does not use cita�ons for ideas requiring a�ribu�on

5

Total: 100%

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