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Instructions on Assessment: Background of the subject topic It can be argued that organisations can generate greater effectiveness in a diverse, rapidly changing global environment by encouraging agreement on shared values and by jointly creating visions, goals, and strategies, both internally and externally. Organisations can foster trust, collaboration, equality, participation, shared values, visions, and goals which can be perceived as core strategic elements of organisational activity in a global field of action. Agreement and commitment can be maintained through dialogue by; - Focusing on common concerns, identifying shared needs, and conflict resolution amongst the key stakeholders - Encouraging self-reliance, problem solving and united action by the management practitioners, and - Sharing important experiences and producing a synergy of perception, intellect and emotion with those who are impacted most. In this way organisations can represent a more flexible, inclusive, human way of working, with increased opportunity for leading more satisfying working lives amongst their own employees. Strategic changes of various types and nature have been introduced in this regard and implemented extensively in business organisations in recent times Assignment Tasks You have already been asked to complete a range of seminar-based research and reflections on the strategic changes undertaken by HSBC over the last two decades, and the associated change management practices/problems in different contexts. This particular assignment takes the format of an assessment portfolio, comprising three main parts: PART 1: A research report, with a word limit of 1,500, on one of the particular HSBC change program implemented in the recent decades (post 1993). (40%) More specifically, you need to provide accounts in this report on the following: • Internal and external contextual factors which influenced the introduction of that particular change programme at HSBC • An outline of the management strategy used by the managers and leaders concerned to execute these strategic changes. • The actual challenges and difficulties experienced by the HSBC management team in managing these changes. PART 2: An academic report, of a 2000 word limit, evaluating the implementation and resistance of the change management approach implicated in Part 1, from one of the three stakeholders’ perspectives: HSBC management team, HSBC employees concerned, customers and the respective national government (60%) This report needs to clearly identify: • Core issues relating to the change itself and associated change management strategy at HSBC in that context. (These should be outlined against appropriate theoretical frameworks or conceptual discussions, with linkages between theoretical explanation and the practical events to be made explicit). • Specific concerns and problems drawing from a particular stakeholder’s point of view. (You must demonstrate your awareness of the practical change management issues at HSBC based on your chosen program). • Advised approaches/recommendations for overcoming resistance to change, relating to your chosen stakeholder’s concerns and any other anxieties.

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