Describe and critically analyse a past or ongoing change process in an organisation you have had experience of. Your analysis should be based on the theories and concepts covered in this module.
The assignment should be structured as follows:
Firstly, there should be a brief introduction in which the main themes, issues, and phenomena included in the case study should be mentioned. In other words, this short section should sign-post the rest of the assignment, to orient your reader in terms of what you plan to cover.
Secondly, your chosen change process – i.e. the case study you will present and analyse - must be described in a way that is informative, and highlights the key features that help your reader make sense of the case. For example, you might wish to cover the following: what were the motivations or triggers for change? What were (or are) the context and content of the change process? Who were (or are) the main organisational actors involved? What were (or are) the main barriers, as well as enablers, to the change process? Please be sufficiently detailed and rich in your description so that an outsider can understand what was or is going on.
Thirdly, you should critically review the part of the literature on the management of change that you find most relevant to the case study, after you briefly explain why this particular combination of sources/models/perspectives is indeed most relevant in this case. The objective here is not to provide a list of concepts and theories, but to offer a coherent argument that integrates reflectively the different parts of the body of work under review, given features of the change process you described in detail in the previous section. This includes acknowledging for instance points of similarity and how the different sources/models/views complement each other, but also their possible limitations, including generally and vis-à-vis understanding of cases like yours.
Fourthly, the main concepts, models, and theories reviewed in the previous section should be used to diagnose, account for, and explain the phenomena described in the case study. In this analysis section (which is, arguably, the most important), you should demonstrate your ability to tie together the conceptual and the empirical material to offer a more nuanced reading or analysis of the situation. In other words, you should be addressing questions such as: “How do the concepts, models, theories or perspectives that I reviewed earlier help me understand the change process? How should I make sense of the phenomena I have described in light of the relevant literature? What sort of practical implications does this understanding have for how the case study characters should (or might) have approached (or could approach) the issues and problems described in the case study?”
This is the most adding-value section of the assignment in which you demonstrate your ability to understand relevant conceptual material and apply it to a real-life organizational case. If your analysis is a summarised version of the case, then you are not obviously adding value. Likewise, if your analysis is a regurgitation of the conceptual material, then, again, you are not adding value. You will be adding value
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by applying the relevant concepts to the case at hand and demonstrating how those concepts shed light on the events and processes you have described in a way that a merely common-sensical interpretation of them would not. In other words, the aim of the exercise is to stimulate novel understanding, that is a fresh view on the process of change.
Finally, there should be a brief conclusion section, in which you