The people management issues that potentially underpin the difficulties Jan is facing.

Assignment Brief

Read the case study at the end of this assignment brief and then complete the following tasks:

Write a report explaining why Jan may be encountering the difficulties he is facing and to make recommendations as to how he should proceed, in order to implement this change successfully. 

Your report should address the following:

• The people management issues that potentially underpin the difficulties Jan is facing (30 marks) – 900 words.
• The steps that Jan should take in the short and medium term, to get the launch of the new product back on track (40 marks) – 1200 words.
• The leadership style(s) that Jan should adopt in this process, including the reasons why (20 marks) – 600 words.
• Any decisions or support that might be needed at board level to help improve this situation (10 marks) - 300 words.

Your answer should be written as a report, with headings and sub-headings.

You should draw on and reference theories of leadership and change management*

Sample Answer

Addressing the Difficulties Faced by Jan in Implementing Change

1. People Management Issues

Jan appears to be facing several challenges which stem largely from people management issues. Below are the key problems:

1.1 Lack of Employee Engagement and Involvement

One of the most common reasons for resistance to change is lack of employee involvement. If Jan did not include key employees in the decision-making process, this could have caused feelings of exclusion and resentment. According to Kotter`s 8-Step Change Model, involving people in change initiatives helps to build a sense of ownership and commitment.

1.2 Poor Communication

Clear communication is crucial in any change process. If Jan has failed to communicate the purpose, benefits, and progress of the new product launch clearly, it is likely that employees feel uncertain and confused. This is supported by Lewin`s Change Management Model which highlights that proper communication is essential in the `unfreeze` stage of change.

1.3 Resistance to Change

Resistance is a natural response to change. Employees may fear job loss, changes to routines, or increased workload. Bridges` Transition Model explains that individuals go through an emotional transition during change, starting with endings, moving through a neutral zone, and finally reaching a new beginning. If Jan has overlooked this emotional aspect, resistance is likely.

1.4 Leadership Gaps

Jan might not be demonstrating strong leadership qualities during the change. Without a clear vision, direction, and support, teams can lose motivation. Hersey and Blanchard`s Situational Leadership Theory suggests that leaders must adapt their style based on the readiness and competence of their followers.

1.5 Low Morale and Motivation

When employees do not feel valued or listened to, morale can drop. Maslow`s Hierarchy of Needs shows that employees need to feel respected and part of a team to stay motivated. If Jan has failed to recognise achievements or address concerns, motivation would suffer.

1.6 Unclear Roles and Responsibilities

In periods of change, roles and responsibilities can become blurred. If team members are unsure of what is expected from them, this can lead to confusion and missed deadlines. Clear role definition, as highlighted in Hackman and Oldham`s Job Characteristics Model, is vital for performance.

1.7 Lack of Trust

Trust is the foundation of successful teams. If past experiences or poor communication have led to a breakdown in trust, then it is likely the employees are sceptical of Jan`s intentions. Rebuilding trust takes time and consistent behaviour.

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