Imagine you are employed in an organisation (or consulting to one) and are asked to undertake a report exploring how best to manage a change process. The report should provide an assessment of how a given problem can be addressed through an organisational change process. This will contain a description of the change that is to be undertaken (in the future) and an assessment of the likely issues that this will raise (as predicted in theories of change management) and how these can be addressed.
The assessment is a report – and the audience are the senior managers of an organisation undergoing a change process. It should be directed to this audience. However the report should explain the choice of change process to be implemented using critical thinking and should refer to academic references. The word limit is 2000 words.
It must be a real case.
Firm cannot be used: Celltech, Amgen, Sanofi, BMW, Chrysler, Ford, BT
All extra information are in the materials.
Specific articles (these may be helpful depending on the focus of your assessed essay)
Beer M. and Nohria N. (2000) ‘Cracking the code of change’ Harvard Business Review (May-June): 133-141
Beer M. R.A. Eisenstat, and B. Spector (1990) ‘Why change programs don’t produce change’ Harvard Business Review November
Clegg, S. et al (2008) Managing and Organizations: An Introduction to Theory and Practice (2nd ed). SAGE
Coch, L and French, J R P (1948): ‘Overcoming resistance to change’, Human Relations, Vol 1, No 4, pp512-32
Dale, B (ed) (1999): Managing Quality (3rd Edn). Oxford: Blackwell
Garvin, D. and M. A. Roberto (2005) ‘Change through persuasion’ Harvard Business Review February pp.1-8.
Geels, F. (2005) The Dynamics of Transitions in Socio-technical Systems: A Multi-level Analysis of the Transition Pathway from Horse-drawn Carriages to Automobiles (1860–1930) Technology Analysis & Strategic Management Vol. 17 (4), 445–476
Hammer, M and Champy, J (1993): Re-engineering the corporation. Nicolas Brealy, London
Johnson, S (1998): Who moved my cheese? An Amazing Way to Deal with Change in
Your Work and in Your Life London: Vermillion
Kegan R. and L. L. Lahey (2001) ‘The real reason people won’t change’ Harvard Business Review pp.85-92
Kim W.C. and R. Mauborgne (2003) ‘Tipping point leadership’ Harvard Business Review April.
Kotter, John P. (1995) ‘Leading change: why transformation efforts fail’ Harvard Business Review March-April 1995 pp.59-67
Lindblom, C E (1959): ‘The Science of Muddling Through’, Public Administration Review 79-88
Meyerson, D. & Martin, J. (1987) ‘Cultural change: an integration of three different views’. Journal of Management Studies, 24,623-647
Quinn, J B ((1980): ‘Managing Strategic Change’, Sloan Management Review
Shein, E. (1990) ‘Organizational culture’, American psychologist, 45, 2, pp.109-119
Smircich, L. (1983) ‘Concepts of culture and organisational analysis’, Administrative Science Quarterly, 28, pp.101-115
Teece, D and G. Pisano (1994): ‘The Dynamic Capabilities of Firms: An Introduction’, Industrial and Corporate Change, Vol 3, No 3, 537-56
Verbong, G. and F. Geels (2007) The ongoing energy transition: Lessons from a socio-technical,multi-level analysis of the Dutch electricity system (1960–2004) Energy Policy 35, 1025–1037
Willmott, H. (1993) ‘Strength is ignorance: slavery is freedom’, Journal of Management Studies, 30, 4, 515-552
