Pearson BTEC Levels 4 and 5 HND in Business Management Assignment Answer
- Topic: Unit 17 – Assignment Understanding & Leading Change
- Document Type: Assignment Help
- Number of Words: 3000
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Understanding and Leading Change
Unit code A/508/0529
Unit level 5
Credit value 15
TQT 150
Introduction
The aim of this unit is to prepare students to anticipate, plan and deliver organisational change. In addition students will be able to predetermine appropriate and timely interventions required to maximise the benefits and minimise the risk of organisational change.
Unit abstract
On successful completion of this unit students will have developed sufficient knowledge and understanding of leadership in the context of organisational change to make an effective and immediate contribution to the way in which an organisation determines and responds to change drivers. Students will also be in a strong position to contribute to change initiatives as well as to consider the strategies required to change resistors.
Learning outcomes
On successful completion of this unit a learner will:
- Compare ways in which change impacts on an organisation’s strategy and operations
- Evaluate the influences that drivers of change have on organisational behaviour.
- Determine how barriers to change influence leadership decision-making.
- Apply a range of leadership approaches to a change initiative.
Unit content
LO1 Compare ways in which change impacts on an organisation’s strategy and operations
Change as a constant requirement:
What is change in a business context?
How does position and perception influence a view of change as negative or positive?
Types of organisational change:
To include structural and strategic, and people and processes
Drivers of change:
Consideration of internal and external drivers which could be based on a PEST and/or SWOT analysis
Dealing with change:
To include planned and emergent change, strategies for change and the Bohner and Arnold Change Impact Analysis
LO2 Evaluate the influences that drivers of change have on organisation behaviour
Change and the impact on organisational behaviour:
Considering the psychological impact of change on people
How change impacts on team dynamics and how people are led and managed.
Recognising drivers of change:
Using analytical tools such as PEST and SWOT
Selecting the most significant drivers in a given context
Responding to drivers of change:
Using systems theory and continuous improvement models to predict and proactively plan for change
Using the Burke-Litwen model to make the change process efficient and effective
LO3 Determine how barriers to change influence leadership decision making
Initiated or imposed change:
Deciding to be pre-emptive and proactive or responsive and reactive will be based on the situation and the nature/scope of the change.
Adaptive and constructive change
Barriers and resistance to change:
Using a force field analysis to understand likely opposition and support for change in a contemporary context
Schein’s organisational culture model, self-efficacy perceptions and situational resistance when determining barriers
Leadership and decision-making:
Doing the right thing is important when dealing with change as change mostly affects people. Decisions should be considered with this in mind.
LO4 Apply a range of leadership approaches to a change initiative
Situational leadership:
The context of a task/activity/challenge determines the appropriate leadership style/approach.
Initiating change:
Where change is initiated then leaders have more control, more time and, therefore, more opportunity to select the best approach to apply.
When change is imposed then these opportunities are reduced or even negated.
Change theories, concepts and models:
The key theories, concepts and models, including Kotter’s 8-step Change model, Lewin’s change management model, change through strategic communication, change and movement through leadership, the principles of change leadership.
Learning outcomes and assessment criteria
| PASS | MERIT | DISTINCTION |
| LO1 Compare ways in which change impacts on an organisation’s strategy and operations |
LO1 & 2 |
|
| P1 Compare different organisational examples where there has been an impact of change on an organisation’s strategy and operations.
|
M1 Assess the different drivers for change in each of the given examples and the types of organisational change they have
affected. |
D1 Draw conclusions and
recommendations with valid justifications for planning effectively for change and applying change impact analysis. |
| LO2 Evaluate the influences that drivers of change have on organisational behaviour | ||
| P2 Evaluate the ways in
which internal and external drivers of change affect leadership, team and individual behaviours within an organisation.
P3 Evaluate measures that can be taken to minimise negative impacts of change on organisational behaviour |
M2 Apply appropriate theories and models to critically evaluate
organisational response to change. |
|
| LO3 Determine how barriers to change influence leadership decision-making | ||
| P4 Explain different barriers for change and determine how they
influence leadership decision-making in a given organisational context. |
M3 Use force field analysis to analyse the driving and resisting
forces and show how they influence decision-making |
D2 Critically evaluate the use of force field analysis in the context of meeting organisational objectives. |
| LO4 Apply a range of leadership approaches to a change initiative. |
|
|
| P5 Apply different leadership approaches to dealing with change in a range of organisational contexts
|
M4 Evaluate the extent to which leadership approaches can deliver
organisational change effectively applying appropriate models and frameworks. |
D3 Critically evaluate the
effectiveness of leadership approaches and models of change management |
Links
This unit links to the following related units:
Unit 4: Management and Operations
Unit 12: Organisational Behaviour
Unit 20: Employee Relations
Unit 21: Strategic Human Resource Management
Unit 35: Developing Individuals, Teams and Organisations
Unit 36: Human Resources – Value and Contribution to Organisational Success
Location on Higher Education Learning Platform (HELP) and The LMS
These units are accessible when you login to your college HELP account, under the HND Business section.
Scheme of Work
| Teaching Weeks
(Please follow reading week/tutorial week/Christmas and Easter break of the cohort) |
Specification Area & Delivery Plan | Learning outcomes | Method of Assessment | Resources & Equipment
|
Teacher update/Skills Development |
| 1. | 1. Introduction to unit.
Topic: Change and organisational change What is change in a business context? How does position and perception influence a view of change as negative or positive?
Types of organisational change: To include structural and strategic, and people and processes
|
LO1. Compare ways in which change impacts on an organisation’s strategy and operations
P1 Compare different organisational examples where there has been an impact of change on an organisation’s strategy and operations.
M1 Assess the different drivers for change in each of the given examples and the types of organisational change they have affected D1 Draw conclusions and recommendations with valid justifications for planning effectively for change and applying change impact analysis (LO1 & LO2) |
· Class discussion
Students identify an article or research paper related to change in the business context and organisational change present a summary of thearticle/paper. Discussion with the class followed by video clips Group discussion Types of organisational change such as planned and/emergent change Q & A session Presentation of Home work · |
· Edexcel BTEC Levels 4 and 5 Higher Nationals specification in Business
· PowerPoint presentations supported by hand-outs for students |
KU1,3 KU3, 9 |
| 2. | Drivers of change:
Consideration of internal and external drivers which could be based on a PEST and/or SWOT analysis
How to deal with change: To include planned and emergent change, strategies for change and the Bohner and Arnold Change Impact Analysis
|
LO1. Compare ways in which change impacts on an organisation’s strategy and operations
P1 Compare different organisational examples where there has been an impact of change on an organisation’s strategy and operations.
M1 Assess the different drivers for change in each of the given examples and the types of organisational change they have affected D1 Draw conclusions and recommendations with valid justifications for planning effectively for change and applying change impact analysis (LO1 & LO2) |
· Class activities based on group tasks
· Presentation
· QA session Sample activities: • Identify published research papers relating to organisational change and present key pointers to theclass. • Discussion activity over different published papers. • Research activity–identify an article or research paper relating to planning effective change and how to apply change impact analysis (CIA). . Sample activities: • Students identify several factors that impact on organizational change strategies and CIA • Group activity – research to present examples to demonstrate different drivers of change in a chosen scenario.
|
· PowerPoint presentations supported by hand-outs for students
· Group link through college portal. |
TS6, CS4 & KU7 |
| 3. | Topic: Change and the impact on organisational behaviour:
Considering the psychological impact of change on people
How change impacts on team dynamics and how people are led and managed.
Topic: Recognising drivers of change: Using analytical tools such as PEST and SWOT
Selecting the most significant drivers in a given context
|
LO2. Evaluate the influences that drivers of change have on organisational behaviour
P2 Evaluate the ways in which internal and external drivers of change affect leadership, team and individual behaviours within an organisation.
P3 Evaluate measures that can be taken to minimise negative impacts of change on organisational behaviour M2 Apply appropriate theories and models to critically evaluate organisational response to change D1 Draw conclusions and recommendations with valid justifications for planning effectively for change and applying change impact analysis (LO1 & LO2) |
Class research finding report on how internal and external drivers of change
· activities based on group tasks- · Presentation · How change impact on leadership, team and individual behaviours within an organisation |
· Assignment brief.
· PowerPoint presentations supported by hand-outs for students |
CS1, 6 & 7 |
| 4. | Assignment Brief.
Responding to drivers of change using various models/frameworks: Using systems theory and continuous improvement models to predict and proactively plan for change
Using the Burke-Litwen model to make the change process efficient and effective
|
LO2. Evaluate the influences that drivers of change have on organisational behaviour
P2 Evaluate the ways in which internal and external drivers of change affect leadership, team and individual behaviours within an organisation.
P3 Evaluate measures that can be taken to minimise negative impacts of change on organisational behaviour M2 Apply appropriate theories and models to critically evaluate organisational response to change D1 Draw conclusions and recommendations with valid justifications for planning effectively for change and applying change impact analysis (LO1 & LO2) |
· Q & A session
Class research finding report on appropriate theories and models to critically evaluate organisational response to change · .
· activities based on group tasks · Presentation on application of Change Impact Analysis (CIA) and its justification Home work |
· Assignment brief.
· PowerPoint presentations supported by hand-outs for students |
CS1, 6 & 7 |
| 5. | FORMATIVE ASSESSMENT I
|
LO1 & 2: Topic: LO1 & LO2
LO1 Compare ways in which change impacts on an organisation’s strategy and operations LO2 Evaluate the influences that drivers of change have on organisational behaviour
|
· Group discussion
· Q&A
· Presentation |
· PowerPoint presentations supported by hand-outs for students
· Assignment guidance notes
|
TS6, CS2, AS2 & KU1, 6 |
| 6. | Topic: Initiated or imposed change:
Deciding to be pre-emptive and proactive or responsive and reactive will be based on the situation and the nature/scope of the change.
Adaptive and constructive change
Topic: Barriers and resistance to change: Using a force field analysis to understand likely opposition and support for change in a contemporary context
Schein’s organisational culture model, self-efficacy perceptions and situational resistance when determining barriers
|
LO3 Determine how barriers to change influence leadership decision-making
P4 Explain different barriers for change and determine how they influence leadership decision-making in a given organisational context.
M3 Use force field analysis to analyse the driving and resisting forces and show how they influence decision-making
D2 Critically evaluate the use of force field analysis in the context of meeting organisational objectives. |
· Q & A session
· Team discussion · Presentation on different barriers for change
Group Discussion and presentation: on How barriers to change influence leadership decision-making within an organisation
Home work |
· PowerPoint presentations supported by hand-outs for students | KU7, AS3 &CS2 |
| 7. | Topic: Barriers and resistance to change:
Using a force field analysis to understand likely opposition and support for change in a contemporary context Schein’s organisational culture model, self-efficacy perceptions and situational resistance when determining barriers
Topic: Leadership and decision-making: Doing the right thing is important when dealing with change as change mostly affects people.
Decisions should be considered with this in mind.
|
LO3 Determine how barriers to change influence leadership decision-making
P4 Explain different barriers for change and determine how they influence leadership decision-making in a given organisational context.
M3 Use force field analysis to analyse the driving and resisting forces and show how they influence decision-making
D2 Critically evaluate the use of force field analysis in the context of meeting organisational objectives. |
· Team discussion
· Presentation The use of force field analysis to analyse the driving and resistance of change within an organisation
Q & A session |
· PowerPoint presentations supported by hand-outs for students | CS5, TS3 & CS6 |
| 8. | Topic: Situational leadership:
The context of a task/activity/challenge determines the appropriate leadership style/approach.
Topic: Initiating change: Where change is initiated then leaders have more control, more time and, therefore, more opportunity to select the best approach to apply.
When change is imposed then these opportunities are reduced or even negated.
|
LO4 Apply a range of leadership approaches to a change initiative.
P5 Apply different leadership approaches to dealing with change in a range of organisational contexts
M4 Evaluate the extent to which leadership approaches can deliver organisational change effectively applying appropriate models and frameworks.
D3 Critically evaluate the effectiveness of leadership approaches and models of change management
|
· Group discussion in Class and presentation
· How different leadership approaches to dealing with change Q & A session
Home work |
· PowerPoint Presentation
· Online business articles · Articles & journals covering Change in the business context and change management |
KU2, CS1 & CS3 |
| 9. | Topic: Initiating change:
Where change is initiated then leaders have more control, more time and, therefore, more opportunity to select the best approach to apply.
When change is imposed then these opportunities are reduced or even negated Topic: Change theories, concepts and models: The key theories, concepts and models, including Kotter’s 8-step Change model, Lewin’s change management model, change through strategic communication, change and movement through leadership, the principles of change leadership
|
LO4 Apply a range of leadership approaches to a change initiative.
P5 Apply different leadership approaches to dealing with change in a range of organisational contexts
M4 Evaluate the extent to which leadership approaches can deliver organisational change effectively applying appropriate models and frameworks.
D3 Critically evaluate the effectiveness of leadership approaches and models of change management
|
· Group discussion and presentation
How different leadership approach can effectively bring about organisational change using appropriate models and frameworks
Q & A sessions
Home work |
· Lecture notes
· PowerPoint · Printed articles on business and organisational change. |
KU1, 4 & AS2 |
| 10. | FORMATIVE ASSESSMENT II
|
LO3 & 4: Topic: LO3 & LO4
LO3 Determine how barriers to change influence leadership decision-making
LO4 Apply a range of leadership approaches to a change initiative |
· Class discussion
· Individual feedback |
· Assignment guidance notes
· Printed articles |
TS4, 5, 6 &10
CS3, KU6, CS7 & TS4 |
| 11. | Revision classes & Feedback on draft work produced |
LO1, 2, 3 & 4 (P1-5) |
· Students’ input for written element of Unit 17 assignment | · PowerPoint presentations
· Assignment brief
· Feedback sheet |
CS3, KU6, CS7 & TS4 |
| 12. | Revision classes &formative Feedback on draft work produced | LO1, 2, 3 & 4 (P1-P5) | · Students’ input for written element of Unit 17 assignment | · PowerPoint presentations
· Assignment brief · Feedback sheet |
TS4, TS10 & TS8 |
| 13. | Formative and Summative Feedback | LO1, 2, 3 & 4 (P1-P5) | · Assignment scripts
|
· Guidance notes
· Feedback forms |
TS4, TS10 & TS8 |
| 14. | Summative Feedback | LO1, 2, 3 & 4 (P1-P5) | · Assignment scripts
|
· Guidance notes
· Feedback forms |
TS4, TS10 & TS8 |
ASSIGNMENT SUBMISSION SCHEDULE
| WEEK | Type of Assignment | Contents |
| 4 | Formative | TBA |
| 8 & 12 | Formative | TBA |
| 13 & 14 | Summative | TBA |
TBA-To be Advised
Summary Grades & Assessment Methodologies
The teaching team is of the view that the use of a wide range of appropriate assessment methodsprovides alternative learning opportunities for many students with differing abilities to demonstratetheir ability.
Assessment methods include portfolio, case studies, group and individual presentations. FormativeAssessment takes place throughout the semester in the form of individual and group presentations,Q&A, individual task and personal tutorial.
Summative assessment takes place at the end of the semester with preparation of assignment and followed by individual feedback.
Cognitive skills are developed through lectures, tutorials, group discussions and independent study.This module is 100% assignment based.
Grades are awarded: Pass, Merit or Distinction
Summary Grades
| In order to achieve a pass | All learning outcomes and associated assessment criteria have been met |
| In order to achieve a merit | Pass requirements achieved
All merit grade descriptors achieved |
| In order to achieve a distinction | Pass and merit requirements achieved
All distinction descriptors achieved |
Recommended Resources
LEWIS, L. K. (2011) Organizational Change: Creating Change Through Strategic Communication. Chichester: Wiley-Blackwell.
MEE-YAN, C-J. and HOLBECHE, L. (2015) Organizational Development: a
Practitioner’s Guide for OD and HR. London: Kogan Page.
NORTHOUSE, P. G. (2010) Leadership Theory and Practice. 5th Ed. London: SAGE.
PENDLETON, D. and FURNHAM, A. (2012) Leadership: All You Need to Know.
London: Palgrave Macmillan.
STANFORD, N. (2013) Organization Design: Engaging with Change. 2nd Ed.
London: Routledge.
Journals
Journal of Change Management
Journal of Organisational Change Management
Leadership
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