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UUMG8300 Leading Business & Organisational Change

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Site    Security    and    Secure    Escorts    (SSSE)    is    a    company    wholly    owned    by    what    will    be    referred    to    here    as    CP    Security    Services.    The    parent    company    is    registered    in    the    UK    but    provides    a    wide    range    of    security    services    across    Europe,    including    risk    assessment    and    management,    site     security     and     secure     escort     services,     cash     transit     (armoured     vehicles)     and     high-­â€value    courier    services,    detention    centres    and    prison    escorts,    and    technical    security    systems.    SSSE    is    based    in    the    Netherlands    and    provides    manned    guard    and    secure    escort    services    across    a    range     of     sectors,     including     pharmaceuticals,     financial     services,     telecommunications,    defence     and     utilities,     to     provide     protection     from     theft,     vandalism,     industrial     espionage,    terrorism    and    attacks    from    radical    activists    motivated    by    issues    such    as    animal    rights.A     new     CEO     was     appointed     to     SSSE     and     tasked     to     grow     the     business     and     improve    profitability.    His    first    task    was    to    familiarize    himself    with    the    currentstate    of    affairs    and    identify    what    could    be    done    to    improve    the    situation.    He    spent    a    lot    of    time    out    of    his    office    meeting    people.    He    had    almost    daily    conversations    with    most    managers    at    head    office    and,    with     his     director     of     operations,     visited     clients     and     met     SSSE     staff     working     on     clients’    premises.     His     aim,     using     conversations,     observations     and     management     reports,     was     to    identify    key    issues    and    begin    to    formulate    an    agenda    for    change.    He    did    not    embark    on    this    process     with     a     ‘clean     sheet’.     When     he     joined     SSSE,     he     brought     with     him,     based     on     his    previous     experience     of     managing     similar     businesses,     his     own     subjective     model     of     how    organizations    work    and    the    key    cause-­â€and-­â€effect    relationships    that    determine    effectiveness,    and    used    this    to    direct    his    attention    and    interpret    what    he    saw,    heard    and    read    about    the    organization.He     quickly     realized     that     a     number     of     clients     were     unhappy     with     the     quality     of     service    provided    by    SSSE.    This    not    only    threatened    to    undermine    his    plan    to    grow    the    business    and    increase    margins    but    also    raised    the    possibility    that    SSSE    would    lose    existing    business    as    and    when    contracts    came    up    for    renewal.    His    initial    diagnosis    pointed    to    several    factors    that    appeared    to    be    contributing    to    this    state    of    affairs:•Staff     shortages:    Following    9/11    and    the    aggressive    tactics    employed    by    some    animal    rights    activists,    there    had    been    a    sharp    increase    in    the    demand    for    site    security.    This    was    accompanied    by    a    related    demand    for    new    recruits    to    be    more    thoroughly    vetted,    a    time-­â€consuming    process    that    reduced    supply    just    when    the    demand    for    new    staff    was    growing.•Management    style:    The    Company’s    management    style    was    top-­â€down    command    and    control.    While    this    had    been    effective    in    the    past    when    management    could    easily    impose     sanctions     for     poor     performance,    it     was     proving     less     effective     in     the     tight    labour     market.     There     was     evidence     that     it     was     having     a     negative     impact     on    motivation,     and     some     employees     were     paying     less     attention     to     performance    standards     and     were     ignoring     operating     procedures     because     they     wereconfident,    given    the    rising    demand    for    staff,    they    would    not    be    dismissed.•Management    structure:    The    number    of    supervisors    had    not    increased    in    line    with    the    number     of     new     contracts,     and     so     supervisors     were     overstretched.     This     was    exacerbated    by    the    fact    that,    in    order    to    fulfill    immediate    contractual    requirements    
for    guards    and    escorts,    supervisors    had    to    stand    in    and    personally    cover    for    staff    shortages.•Ineffective       management       information       systems:    Decision     making     was     highly    centralized     but     inadequately     supported     by     the     quality     of     available     management    information.    For    example,    managers    located    at    headquarters    did    not    have    access    to    up-­â€to-­â€date    information    on    operations,    making    it    difficult    for    them    to    schedule    work    effectively.The    CEO    shared    and    debated    this    assessment    with    senior    colleagues.    This    debate    produced    some    additional    data    and    one    minor    reinterpretation    and    provided    the    basis    for    a    searching    discussion    of    what    could    be    done    to    improve    the    situation.    One    suggestion    was    to    explore    ways    of    improving    the    performance    of    existing    staff,    but    it    was    recognized    that    before    this    possibility    could    be    pursued    there    was    a    need    for    more    information.    The    operations    director    agreed    to    co-­â€opt    a    site    supervisor    and    conduct    two    focus    groups    with    guards    and    escorts    drawn    from    several    sites.    Their    report    indicated    that    while    the    guards    anZd    escorts    raised    different    points    specific    to    their    roles,    a    number    of    common    themes    emerged.    For    example,    both    groups    indicated    that    they    often    felt    bored    on    the    job,    which    lacked    any    meaningful    challenge,     and     some     remarks     hinted     that     when     not     directly     supervised,     they     read    newspapers    or    did    puzzles    rather    than    give    their    full    attention    to    their    duties.    They    also    felt    undervalued.    They    realized    there    was    a    growing    demand    for    personnel    who    had    the    level    of    security    clearance    required    by    SSSE’s    clients,    but    they    felt    that    this    ‘scarcity    factor’    was    not    reflected    in    their    rates    of    pay.    These    findings    prompted    the    management    team    to    initiate    a    more     detailed     diagnosis     of     the     roles     people     were     required     to     perform,     with     a     view     to    redesigning    their    jobs    in    ways    that    would    improve    their    motivation    and    the    quality    of    their    work.     A     consultant     was     employed     to     facilitate     this     step     in     the     process.     He     introduced    managers    to    Hackman    and    Oldham’s    (1980)    job    characteristics    theory    and    helped    them    to    use    the    job    diagnostic    survey    to    gather    more    information.        Another    suggestion    for    improvement    was    to    take    a    detailed    look    at    the    way    the    organization    was     structured     and     the     prevailing     management     style,     and     to     consider     alternatives     that    might    address    some    of    the    issues    uncovered    by    the    initial    diagnosis.The    consultant    who    had    been    brought    in    to    help    with    the    redesign    of    the    jobs    performed    by    guards    and    escorts    was    asked    to    facilitate    a    workshop    on    organization    design.    This    led    to    the    senior    management    team    exploring    the    possible    benefit    of    introducing    team    working    on    client    sites,    with    self-­â€managed     teams     being     delegated     responsibility     for     monitoring     their     own     performance     as    well    as    executing    the    task.    Hackman’s    book    Leading    Teams    (2002)    guided    much    of    this    work.
Task    Required:Question    1:    Discuss     how     the     change     process     involves     number     of     events,     decisions     and    actions    in    the    four    types    of    theories;    teleological,    dialectical,    life    cycle    and    evolutionary,    and    are    connected    in    some    sort    of    sequence.    Your    discussion    should    also    include    how    the    four    theories    differ;a)In    terms    of    the    degree    to    which    they    present    change;    b)Extent    to    which    the    direction    of    change    is    constructed    or    predetermined;    andc)Applicationof    change    process    within    the    three    types    of    organisations;    Alpha,    Beta    and    Omega,researched    in    the    reading;    Malhotra,    N.    Hinings,    C.R.    (2015),    Unpacking    continuity    and    change    as    a    process    of    organizational    transformation.    Long    Range    Planning,    48,    1-­â€22.    Please    quote    the    relevant    texts    and    readings    to    support    your    answer    (450    words).(10    marks)Question    2:    Develop    a    list    of    possible    change    management    actions    that    could    provide    the    basis    of    how    the    change    actions    might    be    sequenced    from    start    to    finish    at    Site    Security    and    Secure    Escorts-­â€SSSE    in    planning    and    managing    the    process    of    change.    For    each    action,    identify    whether    it    should    occur    early    or    late    in    the    change    management    process    using    Table    1.1    of    Hayes    (2014),    The    Theory    and    Practice    of    Change    Management(Record    this    view    in    the    space    provided    on    the    right-­â€hand    side    of    the    Table    1.1).    Please    quote    the    relevant    texts    and    readings    to    support    your    answer    (450    words).(10    marks)Question    3:    Explain    how    according    to    the    punctuated    equilibrium    paradigm,    organizations    experience    two    types    of    change    and    not    all    organizations    are    able    to    successfully    negotiate    episodes    of    discontinuity    and    those    that    fail    to    adapt    may    drop    out    or    be    acquired    by    others.Support    your    answer    with    reference    to    the    reading;    Gersick,    C.    (1991),    Revolution    change    theories:     A     multilevel     exploration     of     the     punctuated     equilibrium     paradigm.     Academy     of    Management    Review,    Vol.    16.    No.    1.    10-­â€36.Please    quote    the    relevant    texts    and    readings    to    support    your    answer    (1000    words).(20    marks)Question    4:    Identify    and    discuss    the    type    of    change    experiencedat    Site    Security    and    Secure    Escorts-­â€SSSE.    Also    analyse    the    implications    of    your    chosen    type    of    change    for    SSSE.    Discuss    in    detail    by    quoting    the    relevant    texts    and    readings    to    support    your    answer    (1000    words).(20    marks)Question    5:    You    area    consultant    retained    by    the    CEO    of    Site    Security    and    Secure    Escorts-­â€SSSEand    have    been    tasked    to    diagnose    the    current    state    of    SSSE    with    reference    to    theissues    that    require    attention.    Identify    at    least    20    different    entries    and    record    them    using    Table    7.1    of    Hayes    (2014)    and    then     group     the     different     entries     together     which,     might     be     related     in     more     inclusive    categories    using    Table    7.2    of    Hayes    (2014).    Please    quote    the    relevant    texts    and    readings    to    support    your    answer    (450    words).    (10    marks)
Question    6:    Describe    the    rationale    you    used    for    including    or    grouping    information    in    each    category    in    the    above    table7.2    of    Hayes    (2014).    Justify    your    answer    by    referring    to    the    reading;    McFillen,     J.M.     O’Neil,     D.A.     Balzer,     W.K.    Varney,     G.H.     (2013),     Organizational     diagnosis:     An     evidence-­â€based     approach.     Journal     of    Change    Management,    Vol.    13,    No.    2.    223-­â€246and    other    relevant    texts    and    readings    (450    words).    (10    marks)Question    7:    With    reference    to    Hayes(2014)    ‘Collaborative    Modes    of    Intervening’,    which    two    or    more    of    these    modes    of    intervening    might    you    recommend    to    the    new    CEO    of    SSSE    and    why?    Also    support    your    answer    with    reference    to    the    reading:    Jansson,    N.    (2013),    Organizational    change    as    practice:    A    critical    analysis.    Journal    of    Organizational    Change    Management,    Vol,    26,    No.    6.    1003-­â€1019.    Please    quote    the    relevant    texts    and 

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Part 1  Stakeholder Strategy Development for Woolworths Group Australia  Identify the generic strategy programs available for the four stakeholders of Woolworths Group Australia identified in Assignment 1. You are to provide recommendations on most suitable strategy approach for each stak ...

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