MBA687 ModuleFour VideoCheck-In Guideline

9/10/22, 5:48 PM MBA 687 Module Four Video Check-In Guidelines and Rubric – MBA-687-Q1962 Leading Organizational Change 22TW1

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MBA 687 Module Four Video Check-In Guidelines and Rubric

Overview

In this course, the learner-faculty connect video check-in assignments will be used for discussing the Milestone One, Milestone Two,

and project guidelines. These are private conversa�ons between you and your instructor, and you may validate your understanding

of the concepts presented and the requirements of the milestone and project ac�vi�es.

In Milestone Two, you are required to create a change management plan for the U.S. branch of the so�ware solu�ons provider

headquartered in Singapore. You are encouraged to reach out to your instructor so you can address any concerns and ques�ons

prior to the week when you are required to submit Milestone Two.

Prompt

In this mentor-focused video check-in, you will look at the Milestone Two Guidelines and Rubric and have an asynchronous

discussion with your instructor regarding the points men�oned below.

Record a short video sharing your understanding of the guidelines to be followed for Milestone Two. Consider the following

ques�ons:

What could be an internal communica�on issue in the U.S. branch?

What are the top two roles of strategic internal communica�on for successful change ini�a�ves?

What are the influen�al roles that managers play to address any issues in the U.S. branch?

How can managers support employee engagement?

If you have any ques�ons or require addi�onal support from your instructor, clearly communicate your needs to your instructor.

Guidelines for Submission

Submit this assignment as a 3- to 5-minute video through the Bongo pla�orm.

If you are not able to record a video, you should reach out to your instructor and discuss submi�ng the assignment in an alterna�ve

format.

Criteria Exemplary (100%) Proficient (90%) Needs Improvement

(70%) Not Evident (0%) Value

Internal Communica�on

Issues

Exceeds proficiency in an excep�onally clear, insigh�ul, sophis�cated, or crea�ve manner

Iden�fies the internal communica�on issue in the U.S. organiza�on clearly

Shows progress toward proficiency, but with errors or omissions; areas for improvement may include the iden�fica�on of at least one internal communica�on issue in the U.S. organiza�on

Does not a�empt criterion

30

Module Four Video Check-In Rubric

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Strategic Internal Communica�on

Roles

Exceeds proficiency in an excep�onally clear, insigh�ul, sophis�cated, or crea�ve manner

Discusses the top two roles of strategic internal communica�on clearly

Shows progress toward proficiency, but with errors or omissions; areas for improvement may include iden�fica�on of at least one of the top roles of strategic internal communica�on clearly

Does not a�empt criterion

30

Influen�al Roles of Managers

Exceeds proficiency in an excep�onally clear, insigh�ul, sophis�cated, or crea�ve manner

Discusses the influen�al roles that managers play to address any issues in the organiza�on; able to discuss how managers can support employee engagement

Shows progress toward proficiency, but with errors or omissions; areas for improvement may include iden�fying and discussing at least one managerial role to address a specific issue in the organiza�on, and iden�fying how managers support employee engagement

Does not a�empt criterion

40

Total: 100%

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9/10/22, 5:48 PM MBA 687 Milestone Two Guidelines and Rubric – MBA-687-Q1962 Leading Organizational Change 22TW1

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MBA 687 Milestone Two Guidelines and Rubric

Scenario

Congratula�ons! As an HR consultant hired to resolve issues of communica�on and employee disengagement at the U.S. branch of

the Singaporean so�ware solu�ons organiza�on, you impressed the leadership team.

You submi�ed a change readiness report as Milestone One and highlighted the importance of stakeholders and change

implementers. The VP and the management team also appreciated your proac�ve presenta�on on employee engagement. Next, you

submi�ed a report on the various change management models and jus�fied your recommenda�on of one of those models.

With each of these submissions, you prepared the VP and the leadership team for your recommended change management plan. It

is now �me for you to deliver the change management plan to the VP. This document is a significant component of the change

management kit you are crea�ng because it outlines individual and organiza�onal ac�vi�es that require change implementa�on.

Through the change management plan, you will iden�fy stakeholders of significance, outline strategic goals, and recommend steps

and strategies to implement the organiza�onal changes required.

Prompt

Create a report to cover the pre-implementa�on and implementa�on phases of the change management plan in the course

scenario. Refer to the Case for Change Guide to ensure relevant organiza�onal data is considered.

Specifically, you must address the following rubric criteria:

Iden�fy two key stakeholders or sponsor roles for the change process from the Singapore headquarters and the U.S. branch.

Refer to the Leaders’ Self-Evalua�ons document for addi�onal context.

Discuss the significance of each stakeholder’s role in gaining buy-in, acceptance, and support for change across

departments.

How can each stakeholder improve the change ini�a�ves’ likelihood of success (for example, by ac�ng as opinion

leaders, connectors, counselors, and journalists)?

Iden�fy strategic goals that align with the change management plan and provide ra�onale. Consider the following in your

response:

Refer to the Vision, Mission, and Strategic Goals; U.S. Branch Overview; and Leaders’ Self-Evalua�ons.

Ensure there is alignment with the change management plan and the strategic goals of the organiza�on (Singaporean

headquarters and U.S. branch).

Research emerging trends that could influence employees of the U.S. branch.

Explain how improvements to organiza�onal systems can ensure successful and sustained behavioral change.

Refer to the Exit Interviews to iden�fy the areas of change.

What are the processes, procedures, or policies that need improvement?

How will these improvements impact the behavioral change of employees at the U.S. branch?

Recommend at least two enhancement strategies for team collabora�on.

Refer to the Exit Interviews and Leaders’ Self Evalua�ons to iden�fy the problems of team collabora�on.

What are the reasons for lack of collabora�on between team members across both loca�ons of the organiza�on?

How can an individual performer become a team player to improve team collabora�on?

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How should leadership behavior change to build trust?

Determine a change management model that can be used at the U.S. branch and provide jus�fica�on.

Based on your evalua�on of the challenges that the U.S. branch is currently facing, choose from the following change

management models:

Ko�er’s change management model, Lewin’s change management model, or ADKAR change management

model

How would you use this model at the U.S. branch?

Describe the steps needed to implement the change management model at the U.S. branch. Support your response with

research.

How would you mi�gate and remove any roadblocks in the change management process?

What are your plans to deal with the impact of planned and/or unplanned changes and any con�ngencies?

What milestones need to be accomplished for change implementa�on to succeed?

How would you measure the success of your change management plan?

Guidelines for Submission

Submit your report as a 7- to 9-page Word document with 12-point Times New Roman font, double spacing, and one-inch margins.

Sources should be cited according to APA style. Consult the Shapiro Library APA Style Guide for more informa�on on cita�ons.

Criteria Exemplary (100%) Proficient (90%) Needs Improvement

(70%) Not Evident (0%) Value

Key Stakeholders Exceeds proficiency in an excep�onally clear, insigh�ul, sophis�cated, or crea�ve manner

Iden�fies key stakeholders or sponsors for the change process

Shows progress toward proficiency, but with errors or omissions; areas for improvement may include iden�fying at least one key stakeholder

Does not a�empt criterion

5

Stakeholders’ Role Significance

Exceeds proficiency in an excep�onally clear, insigh�ul, sophis�cated, or crea�ve manner

Discusses how the key stakeholders or sponsors can play a role in ensuring the success of the change ini�a�ve

Shows progress toward proficiency, but with errors or omissions; areas for improvement may include discussing at least one instance of a stakeholder playing a role in ensuring the success of the change ini�a�ve

Does not a�empt criterion

5

Strategic Goals Exceeds proficiency in an excep�onally clear, insigh�ul, sophis�cated, or crea�ve manner

Clearly outlines strategic goals for the change management plan that are aligned to the organiza�on’s strategic goals

Shows progress toward proficiency, but with errors or omissions; areas for improvement may include iden�fying goals for the change management plan

Does not a�empt criterion

20

Improvements to Organiza�onal

Systems

Exceeds proficiency in an excep�onally clear, insigh�ul, sophis�cated, or crea�ve manner

Explains how improvements made to certain organiza�onal systems or processes can ensure that changes are successfully implemented and sustained

Shows progress toward proficiency, but with errors or omissions; areas for improvement may include explaining how improvements made to certain organiza�onal systems or processes

Does not a�empt criterion

5

Milestone Two Rubric

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sustained systems or processes can ensure that changes are successfully implemented and sustained

Enhancement Strategies for

Team Collabora�on

Exceeds proficiency in an excep�onally clear, insigh�ul, sophis�cated, or crea�ve manner

Recommend strategies to improve team collabora�on by encouraging individual performers to become team players and building trust in leadership

Shows progress toward proficiency, but with errors or omissions; areas for improvement may include recommending at least one strategy to encourage employees to become team players, or recommend at least one strategy to build trust in leadership

Does not a�empt criterion

5

Change Management

Model

Exceeds proficiency in an excep�onally clear, insigh�ul, sophis�cated, or crea�ve manner

Determines the change management model and explains how it will be used

Shows progress toward proficiency, but with errors or omissions; areas for improvement may include determining the appropriate change management model and explaining how the model will be used

Does not a�empt criterion

20

Implementa�on Steps

Exceeds proficiency in an excep�onally clear, insigh�ul, sophis�cated, or crea�ve manner

Describes the implementa�on steps for change management planning, which includes the removal of roadblocks, con�ngency planning, and milestones or measures for success of the plan

Shows progress toward proficiency, but with errors or omissions; areas for improvement may include implementa�on steps for change management planning, which includes the removal of roadblocks, con�ngency planning, and milestones or measures for success of the plan

Does not a�empt criterion

20

Ar�cula�on of Response

Exceeds proficiency in an excep�onally clear, insigh�ul, sophis�cated, or crea�ve manner

Clearly conveys meaning with correct grammar, sentence structure, and spelling, demonstra�ng an understanding of audience and purpose

Shows progress toward proficiency, but with errors in grammar, sentence structure, and spelling nega�vely impac�ng readability

Submission has cri�cal errors in grammar, sentence structure, and spelling, preven�ng the understanding of ideas

10

Cita�ons and A�ribu�ons

Uses cita�ons for ideas requiring a�ribu�on, with few or no minor errors

Uses cita�ons for ideas requiring a�ribu�on, with consistent minor errors

Uses cita�ons for ideas requiring a�ribu�on, with major errors

Does not use cita�ons for ideas requiring a�ribu�on

10

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Total: 100%

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