1.Comprehensively evaluate theories of leadership / motivation / change management and their effective implementation in an international context.

2.Critically appreciate the management of diversity in a cross-cultural context.

Transferable/Key Skills and other Attributes.
1. Critically analyse and apply key ideas and concepts via comprehensive research relevant both to the subject area and to professional practice in the field.

2. Use terminology associated with the subject area accurately and in a way, which demonstrates sophisticated knowledge and understanding.

3. Develop and enhance individually and/or collaboratively effective written and/or oral communication skills for both specialist and non-specialist audiences.
Weighting within module: This assessment is worth 50% of the overall module mark.
Task details and instructions: Read the case study provided as Annex A to this 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 – broken out into 4 sections as per below:

1. The people management issues that potentially underpin the difficulties Jan is facing (30 marks) – 900 words.

2. 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.

3. The leadership style(s) that Jan should adopt in this process, including the reasons why (20 marks) – 600 words.

4. 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*

Useful Resources
Books:
• Bridges, W. (2009). Managing Transitions: Making the Most of Change. 3rd edn. London: Nicholas Brealey.
• Johnson, G., Scholes, K. and Whittington, R. (2008). Exploring corporate strategy. 8th ed. Harlow: Prentice Hall.
• Carnall, C.A (2007). Managing Change in Organisations. 5th edn. Harlow: Prentice Hall.
• Hayes, J. (2014). The Theory and Practice of Change Management. 4th edn. Basingstoke: Palgrave Macmillan.
Journal Articles:
• Brisson-Banks, C.V. (2009). Managing Change and Transitions: A Comparison of Different Models and Their Commonalities. Library Management, 31 (4/5), 241-252.
• Kotter, J.P. (1995). Leading Change: Why Transformation Efforts Fail. Harvard Business Review, (73) 2, 59-67.
• Schein, E. (2002). The Anxiety of Learning. Harvard Business Review, 80 (3), 100-106.
On the Internet:
• Prosci’s ADKAR model (a goal-oriented change management model to guide individual and organizational change) – free guides are available to download from:
https://www.prosci.com/adkar/adkar-model
• ‘Managing Transitions’ by William Bridges: Brief Summary of Key points;
• Online interview with Ed Schein’s learning and survival anxieties:
https://hbswk.hbs.edu/archive/edgar-schein-the-anxiety-of-learning-the-darker-side-of-organizational-learning
• TED Talk by Jenni Cross on 3 myths of behaviour change, which highlights ways in which behaviour may be altered:

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Sample Solution

This question has been answered.

Get Answer