Unit 3: Strategic Change Management
This unit provides the learner with the understanding and skills to support active engagement in the process of strategic change management. Learners will develop an understanding of the models of strategic change and the role that stakeholders play in this process. They will then examine the need for change in a selected organisation and plan the implementation of a model for change.
Unit code: J/602/2062
QCF Level 7: BTEC Professional
Credit value: 10
Guided learning hours: 30
QCF Level 7: BTEC Professional
Credit value: 10
Guided learning hours: 30
Unit Aim
This unit provides the learner with the understanding and skills to support active engagement in the process of strategic change management.
Unit Introduction
Alvin Toffler’s famous comment ‘There is only one constant today and that is change’ was made some decades ago, but now change itself is changing at a fast
rate. The phenomenal pace of change in countries such as China and India is impacting on older, established economies in the western world. With such change
comes uncertainty and insecurity. Organisations, even those in the public sector where ‘steady state’ was ever the watchword, can no longer sit back. All
organisations are being increasingly challenged by change. Consequently, they need to understand the issues that drive the need for change in their own
organisations. This means that organisations need to have a proactive approach to strategic change management.
Strategic change management is most effective when an organisation actively seeks the participation of all relevant stakeholders. A change management strategy will be effective only if it has the support of all stakeholders. If they are to have a sense of ownership, stakeholders need to have the opportunity to contribute to the development of the change strategy.
Strategic change impacts on the human resources structure of the organisation and this often means a restructuring of the workforce or changes in working practices.
Almost inevitably, change will generate resistance from some, particularly those who feel that the change will have no positive benefits for them. Other people may
resist change simply because they prefer the status quo. Organisations need to ensure that they have strategies in place to manage resistance to change and this
should be part of the overall model that they adopt for managing the change. Once in place, progress towards change will need to be monitored.
Learners will develop an understanding of the models of strategic change and the role that stakeholders play in this process. They will then examine the need for change in a selected organisation and plan the implementation of a model for change.
Learning outcomes and assessment criteria
1. Understand the background to organisational strategic change
2. Understand issues relating to strategic change in an organisation
3. Be able to lead stakeholders in developing a strategy for change
4. Be able to plan to implement models for ensuring ongoing change
This unit provides the learner with the understanding and skills to support active engagement in the process of strategic change management.
Unit Introduction
Alvin Toffler’s famous comment ‘There is only one constant today and that is change’ was made some decades ago, but now change itself is changing at a fast
rate. The phenomenal pace of change in countries such as China and India is impacting on older, established economies in the western world. With such change
comes uncertainty and insecurity. Organisations, even those in the public sector where ‘steady state’ was ever the watchword, can no longer sit back. All
organisations are being increasingly challenged by change. Consequently, they need to understand the issues that drive the need for change in their own
organisations. This means that organisations need to have a proactive approach to strategic change management.
Strategic change management is most effective when an organisation actively seeks the participation of all relevant stakeholders. A change management strategy will be effective only if it has the support of all stakeholders. If they are to have a sense of ownership, stakeholders need to have the opportunity to contribute to the development of the change strategy.
Strategic change impacts on the human resources structure of the organisation and this often means a restructuring of the workforce or changes in working practices.
Almost inevitably, change will generate resistance from some, particularly those who feel that the change will have no positive benefits for them. Other people may
resist change simply because they prefer the status quo. Organisations need to ensure that they have strategies in place to manage resistance to change and this
should be part of the overall model that they adopt for managing the change. Once in place, progress towards change will need to be monitored.
Learners will develop an understanding of the models of strategic change and the role that stakeholders play in this process. They will then examine the need for change in a selected organisation and plan the implementation of a model for change.
Learning outcomes and assessment criteria
1. Understand the background to organisational strategic change
2. Understand issues relating to strategic change in an organisation
3. Be able to lead stakeholders in developing a strategy for change
4. Be able to plan to implement models for ensuring ongoing change
L7 Spring 2015 Cohort:
Welcome to Year 2015. This is a year of BIG possibilities. Walk into it with confidence.
This week you will focus on various views and definitions of organisation, organisational culture, and change.
Welcome to Year 2015. This is a year of BIG possibilities. Walk into it with confidence.
This week you will focus on various views and definitions of organisation, organisational culture, and change.
Reflection Questions For Discussion On Tuesday, January 20
WEEK 2 & 3 REFLECTIVE QUESTION – CLASS ASSIGNMENT Please reflect on and answer the following for the Class Assignment Due Date: Jan 20 & 27. Post your answers as well as respond thoughtfully to your peers’ post on iTutor UNIT 3 Class Thread: WEEK 2 (Jan 20) AND Week 3 (Jan 27) Class Work: How can leaders use each of the given Change Management Model to lead organizational change initiatives efficiency? Make Reference the Calm Seas Case in your answer. Week 2: Discuss Kotter’s, Lewin’s, McKinsey’s and Kubler’s Change Models. Week 3: Discuss Prosci’s, Burke-Litwin’s, action research and gap analysis. Change Management Models. Click the link to access the webpage. Kotter And ADKAR Models Of Change: http://www.washington.edu/research/rapid/resources/toolsTemplates/managing_change_handout.pdf Lewin And ADKAR Change Management Models: http://www.change-management-coach.com/change-management-models.html McKinsey's 7s Model McKinsey 7s: http://www.strategicmanagementinsight.com/tools/mckinsey-7s-model-framework.html Kubler Ross 5 Stages Change Management Model: http://www.change-management-coach.com/kubler-ross.html Prosci's Change management ADKAR: http://www.change-management.com/tutorial-adkar-overview-mod2.htm Action Research: http://cadres.pepperdine.edu/ccar/define.html GAP Analysis: http://www.mccd.edu/organizations/student/Gap%20Analysis.pdf How to produce A Gap Report: http://smallbusiness.chron.com/write-gap-analysis-report-55720.html
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Term Paper 1
TASK ONE: Conduct a research on the background to organizational strategic change AND Prepare a Report of the findings and recommendations to your clients. In the report you will: 1.1 discuss models of strategic change 1.2 evaluate the relevance of models of strategic change to organizations in the current economy 1.3 assess the value of using strategic intervention techniques in organizations Assignments For The Week Of January 19 - 23, 2014 Ac 1.1 Discuss Different Models Of Strategic Change Ac 1.2. Evaluate the relevance of models of strategic change to organizations in the current economy Requirement: 380 – 500 Words each question = 1 ½ Pages x 2 (Term Paper) SUBMISSION DEADLINE: JANUARY 27 AT 7PM The Term Paper Analysis And Discussion should focus on the following: Change Management Models e.g. John P Kotter's eight steps to successful change; McKinsey’s 7S (strategy, structure, systems, shared values, skills, style, staff) framework; Kurt Lewin’s change management model - unfreeze, transition and refreeze; Kübler-Ross five stages transition (grief) cycle; Prosci’s five building blocks ADKAR (awareness, desire, knowledge, ability, reinforcement) model; Burke-Litwin’s causal change model; action research; gap analysis. PAY ATTENTION: Term Paper Instructions: 1. Citations should reflect at least the two main recommended texts provided for the unit and other selected sources. 2. Use no less than 5 sources of literature for each assessment criteria. 3. Pay attention to proper referencing and grammar. Cite the figures and tables included. 4. Your answers must be linked to your work case and real scenario. Here are readings recommended for Ac 1.1.:
1) Change Management, Olaf Passenheim Create A Culture Of Change (p 8-9) & Responsibility for managing change (p 13 - 26)
2) Managing Through Change, MTD Training
Introduction (p. 8-11) Adaptation To Change: Lewin’s Model (p12-18)
3) The Change Models
Lewin, Kotter, ADKAR, Kubler Ross, McKinsey, Action Research And Gap Analysis |