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LO 2 Critically evaluate change management theory, strategies and tactical options

Module code and title:

MG625

Module leader:

BUCKS: Pia Carnegie

Assignment No. and type:

EXAM replacement

Assessment weighting:

50%

Submission time and date:

 

Target feedback time and date:

 

 

Assignment task

You must answer 2 of the 4 questions only.

1 from section A, and 1 from section B. 

There is no minimum word count 

2,000 word limit cap

 

This assignment has been designed to provide you with an opportunity to demonstrate your achievement of the following module learning outcomes:

LO 2

Critically evaluate change management theory, strategies and tactical options

LO 3

Synthesise unplanned and planned change and organisational development approaches

LO 4

Critically assess the key areas of organisational and individual resistance to change

LO 5

Understand change within the context of organisational leadership, business strategy and globalisation

 

Task requirements

This submission contains FOUR QUESTIONS 
Answer ONE from Section A and ONE from Section B

SECTION A

Question 1:

There is now a considerable body of research focused on the advantages and disadvantages of organisations appointing diverse senior leadership teams. This shows that while there are considerable, potential benefits, the approach can be risky. Highly diverse teams can sometimes be dysfunctional in the way that they operate.

What potential advantages can accrue for an organisation when its senior team is made up of people from diverse backgrounds and with diverse characteristics and what practical steps would you recommend are taken by organisations looking to ensure that a more diverse senior leadership team operates functionally and not dysfunctionally?

Question 2:

Research on change management demonstrates that a fundamental problem for managers is the strong tendency that most people have to be suspicious of significant change when it is first proposed. They also tend to be resistant to its introduction and sometimes to try to prevent this.

Explain why employees often resist change when it is introduced in a workplace, and recommend ways in which managers can reduce the extent of such resistance and its effectiveness.

SECTION B

Question 3:

You attend a business seminar at which a speaker argues that all the major change management models that have been published (Lewin, Rodgers, Kotter, CIPD etc) are fundamentally flawed because they assume that change is something that organisations can plan for and control. She thinks this is ‘rubbish’. In fact most change in organisations is unplanned. Things continually happen which are neither expected, nor planned for or even desired, but a response is required nonetheless.

Explain how far you agree with this critique of mainstream research into effective change management and the models these researchers have published. Draw on examples from your reading, experiences and observations to justify your argument.

Question 4:

Strategy in relation to business performance relates to the long-term direction and scope of an organisation. The ultimate purpose of strategy is to secure and sustain the competitive advantage of an organisation, where the ‘rational’ and ‘emergent’ models of strategy are the two dominant approaches to the process.

Drawing upon research describe and analyse what is meant by the ‘emergent’ approach to strategy and critically review it in an organisational context.

                                     

Referencing and research requirements

No referencing requirements. Work must still be underpinned by relevant theory and literature where appropriate

 

How your work will be assessed

Your work will be assessed on the extent to which it demonstrates your achievement of the stated learning outcomes for this assignment (see above) and against other key criteria, as defined in the University’s institutional grading descriptors. This is in line with normal exam marking practices.

 

Submission details

You have  hours to complete your answers and submit online via the virtual submission point. Late submissions will be subject to a 40% cap

LO 3

Synthesise unplanned and planned change and organisational development approaches

LO 4

Critically assess the key areas of organisational and individual resistance to change

LO 5

Understand change within the context of organisational leadership, business strategy and globalisation


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