Make life easy for your marker. Set out your report in the sections asked for in the question
Please read this note in conjunction with the guidance set out in the Assessment Booklet.
Key points:-
•There are several important differences between the work you did on your TMAs and what is required for the EMA. These are:
The topic of change management requires you to use not just concepts from Chapter 14 of the textbook, Managing and Managing People – you are expected to use at least one concept, and preferably more, from earlier topics in the course.The EMA report is longer: 2,500 words, this means you need to include much more detail and application of course ideas!
EMA – Part 1
Identify a change management situation or problem where you have, or have had, control or influence over how the change is being managed, was managed, or will be managed. This will normally be in the organisation, orthe part of the organisation in which you work or previously worked. Write a report of no more than 2,500 words in which you:
1 Identify and describe the change situation in management terms
(10 marks)
2 Analyse the change situation and draw conclusions from your analysis
(35 marks)
3 Set criteria for a solution and make recommendations, setting out their
advantages, disadvantages and implications (20 marks).
Marks of up to 5% can be awarded for presentation. The total maximum mark for Part 1 of the EMA is 70%.
Guidance on Part 1: the report
You are required to identify a change process in your own workplace which you are responsible for managing or have an influence over how the changeis managed. The situation you choose is likely to be:
. a recent change that could have been managed more effectively
. a change that is in progress now
. a change which is due to happen soon and where the course of action hasyet to be decided
. a change you would like to make in the near future.
Whichever situation you choose, your task is to take a problem-solving approach to the management of the people aspects of the change. You will need to consider:
the feasibility and the scope of the change
resistance to it
operational change strategies available to you and which are appropriate to the context of your change
issues such as communication, motivation, leadership, roles, the need to redesign a job or jobs, leadership and culture.
Make sure that the change you have identified has scope for analysis and effective ways of managing it and that you start you report from the point that the decision to change has already been taken i.e. do not analyse the reasons for the change
Your analysis must use relevant concepts on managing change from Chapter 14 of the course textbook.When applying change management concepts and other concepts from the course, you will need to select the most relevant ones and apply them to the change problem in some detail. You may like to consider –
-Types of change
-Planned / emergent change
-Agreement uncertainty matrix
-Disturbance / risk
-Leavitt’s diamond
-Force field analysis
-Change strategies
-Causes of resistance
-Strategies to overcome resistance
-Model’s for a planned change
-Change equation
In addition, you are asked to draw on concepts from across the course so, for example, in showing why the change was necessary you may want to offer a STEEP or SWOT analysis. In suggesting strategies you may find it useful to look at communication and perhaps the organisation’s culture. These are just suggestions, much will depend on your choice of scenario.
Checklists
Introduction
Make sure you have:
. provided a clear and thorough description of the organisation and your role for a reader who is not your tutor
-the change problem or situation
. used management vocabulary
. explained why this change problem or situation is important
. set out to whom it is important and how it affects other people
. described your own role in the change situation
. described any complexities of the change situation and any
ambiguities
. stated any relevant assumptions
. recognised that other people may perceive things differently from the way you do
. recognised the relevant course themes (ethics, sustainability and
climate change); ethical issues are more likely to exist in a change management situtation
. used course concepts where appropriate.
In the first main section of your report (analysis and conclusions), make sure you have covered:
Analysis
. applied relevant B628 change management concepts toyour analysis of the situation
. used at least one relevant concept from other parts of the course
. explained why your chosen concepts are relevant (and why others
might not be)
. stated any assumptions
. recognised any course themes relevant to your analysis and
explained how they affect managing the change
. considered any limitations of the course concepts that you have
applied in your analysis
. explained any gaps or weaknesses in your analysis.
Conclusions
. ensured that the conclusions are based only on the content of your
analysis
. presented an overall picture which can reasonably be derived from
the analysis
Recognised the gaps in your analysis
. made clear which are the major and minor issues
In the second main section of your report (criteria for solution,recommendations, advantages, disadvantages and implications) makesure you have:-
. set out the criteria for a solution
. identified any assumptions you are making in putting forward your
recommendations
. checked that all recommendations follow logically from the analysis
and conclusions
. checked that your recommendations are SMART
. recognised any organisational constraints you may encounter if you
implemented these recommendations
-detailed assumptions
. made explicit links to B628 change management concepts
and relevant concepts from other parts of the course
. made specific mention of the advantages, disadvantages and
implications of your recommendations
. recognised any links to course themes such as sustainability, ethical
implications of your proposals and possibly climate change
. considered how any disadvantages and/or negative implications
could be overcome and made SMART proposals to do that.
Presentation
A maximum of 5% of the marks for the EMA can be allocated to
presentation.
To gain maximum marks for presentation, make sure you have:
. structured your report according to the general guidance in Section 5
. written clearly
. used management vocabulary
. used meaningful headings and subheadings consistently
. checked that there is a logical progression of ideas through your report (that is, each section follows logically from the one before
. checked that diagrams and tables are clear and easy to follow
. referred to diagrams and tables you have included
. used labels or titles for diagrams and tables
. included academic citations in the text where necessary
. included full references at the end of your report
General points
a) Be careful in your choice of situation. It is vital that you draw on concepts from the final section of the course. (see above)Consider the focus of your situation, not so wide that you cannot cover it in the word count, not so narrow that you cannot apply a range of course ideas.
b)Make life easy for your marker. Set out your report in the sections asked for in the question and make sure that they are clearly labelled with sub headings. In your portfolio show clearly which activities are which, using the template provided will ensure that you present your work in line with module requirements. Remember that this will not be marked by me and your marker won’t have had the luxury of looking at your activities as you carry them out so you must include copies of postings on the TGF. Use the EMA activities template to help you present your work effectively.
c) As with your TMAs, remember that this is an assessment of your learning, not of your working practice, and that it is vital that you evidence that learning by demonstrating your ability to apply course concepts in your answer!
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