Critically analyse organisations from a change management perspective including identifying what makes organisations change, major theoretical perspectives that inform the management of change

Assessment 3 Brief

Weighting 

40%

Learning outcomes

• Critically analyse organisations from a change management perspective including identifying what makes organisations change, major theoretical perspectives that inform the management of change and contextual factors that influence change interventions.
• Appraise appropriate change strategies and processes including evaluating the role of strategy and identifying and assessing a range of models and options for change.
• Critically evaluate the implementation of change management processes including factors that may affect the implementation of change and the role of human resource management.

Instructions

Complete and submit your assessment according to the Open Polytechnic’s Assessments webpage. This includes information on academic integrity, formatting, word limits and referencing.

• Include your name, student number and the assessment number.
• Number your pages.

Submission

• Submit your assessment in one file.
• Submit your work through your iQualify course.
• Emailed assessments will not be accepted.
• You will receive an automated notice advising you of your successful submission.

By submitting your assessment, you confirm that it is your own, original work.  

Overview

For Assessment 3, you will continue to consider yourself a business consultant with change management expertise.

Your task is to research and produce a strategy and implementation report for a fictional organisation – Vexilon Holdings. Your report should identify the key considerations and actions you would recommend the organisation take to support them through change.

To complete Assessment 3, read through the following appendices which support the context provided below:

• Appendix 1 – Company profile
• Appendix 2 – Change initiative summary
• Appendix 3 – Staff survey summary

Context

Vexilon Holdings is a prominent player in the industrial equipment manufacturing sector, operating out of Auckland, Aotearoa New Zealand, with a workforce of 126 employees.

The company has been in operation for 20 years and specialises in the production of highend machinery and components used in various industries such as construction, mining, and agriculture. Vexilon Holdings has established a reputation for reliability and quality in both domestic and international markets, including Australia, Southeast Asia and the South Pacific region.

Vexilon Holdings is a business owned by three partners with diverse backgrounds in engineering, finance and operations management. Sebastian Tahana, one of the senior partners, is known for his forward-thinking approach and is a strong advocate for the integration of innovative strategies to manage growth effectively.

The company’s recent surge in production was spurred by an effective marketing campaign that highlighted their innovative design and customisation capabilities, setting them apart from competitors. This has led to a significant contract with one of the leading construction conglomerates in the region, which utilises Vexilon’s equipment for major infrastructure projects. The success of this partnership has placed Vexilon Holdings on the radar of several other potential clients, with negotiations for new contracts underway.

Given the company’s current trajectory, there is a clear need for strategic change management to address the challenges that come with rapid growth.

You have been hired by Sebastian, who appreciates the value of having a business consultant with expertise in change management. However, the decision to bring in an external consultant has not been unanimous among the partners. Concerns have been raised about the potential disruption to the established company culture, leaking of proprietary information and loss of control over strategic decisions. Despite these concerns, Sebastian understands that external expertise in change management can help navigate these complex issues, ensuring that the expansion does not compromise the quality and efficiency that Vexilon Holdings is known for.

Task: Strategy and implementation report

Write a report that addresses the following points:

• Briefly identify the drivers for change for Vexilon Holdings, with reference to contextual factors affecting the change process. You may use the information given to understand the internal environment and research the external environment affecting organisations in Aotearoa New Zealand today.
• Briefly analyse the current perception of change within Vexilon Holdings.
• Suggest a change strategy to support the entire change project by identifying change models and/or methods they could use with supporting reasons. Evaluate the potential challenges or obstacles that might arise during the implementation process.
• Appraise and suggest an appropriate human resource strategy in implementing the change and explain how it could benefit Vexilon Holdings.
• Comment on how your proposed change strategy will enable people in Vexilon Holdings to adjust and sustain change.

When conducting your research, it is important to utilise both course materials and external sources. Make sure to critically evaluate the credibility and relevance of your sources.

When developing your analysis, you must include insights from major change management theories and perspectives to support and justify your arguments for all points. Where possible, use specific examples from the information provided.

If there is limited evidence available, rely on your knowledge and expertise to fill in the gaps and carry out a thorough analysis. This may involve drawing on your understanding of change management perspectives and applying them to the context of the organisation. However, avoid speculation that cannot be supported by theory or your sources.

Note: You can check the mark allocation for each component of the report in the marking schedule at the end of your assessment. Use the weight of the marking schedule as a guide for the depth of each item of the report.

(Total word count guideline: 2600 words) (90 marks)

Report structure

Below is a suggestion for how you may like to structure your report:

• Title page
• Executive summary
• Introduction o Drivers for change o Current perception of change
• Change management report o Change strategy and methods o Implementation challenges o Human resource management strategy o Adjusting to and sustaining change
• Conclusion

Note: There will be no marks allocated for the structure. This is provided as a guideline only.

Presentation and writing style

You will be allocated marks for your assessment presentation, which includes:

• clear writing style with good logical flow, using correct spelling and grammar
• use of credible, supporting sources using the APA 7th edition referencing format where appropriate.

 (10 marks)  (Assessment 3 total: 100 marks)]

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Marking schedule