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Part 1:For an organization that you know well, what are the main reasons why it has attempted to make changes to products, services, systems and/or structure?

* When you completed Activity 1.1, did you list anything that falls under any of the following headings?
• changing customer requirements and changing demand for products/services;
• regulatory changes;
• trade union activity;
• actions by competitors;
• business performance (falling incomes or revenues);
• economic climate;
• advances in technology that affect production systems or products;
• production costs (materials, labor);
• the growth of e-commerce and use of the Internet;
• competition from other countries.

* Take the list you made when doing :

Activity 1.1 and categorize each factor according to whether you consider it to stem from political, economic, technological or socio-cultural forces.

2/ To what extent are Dunphy and Stace's four types of change helpful in working with ‘real-life' examples of change? Illustrate your answer with examples from organizations you know well.


1/ Give examples of environmental forces for change that are likely to affect significantly, the way organizations operate over the next ten years. Justify your choices.

2/Define the following terms:

- Smooth incremental change,
- Discontinuous change,
- Frame-breaking change
- Convergence change

3/Identify the different characteristics of Greiner's phases of growth (change)

4/Discuss the relationship between strategy and structure,

5/ determine the dimensions of structure

6/explain how cultural differences impact upon organizational change

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Part 1:

There have been changes in the product, services and the system of McKinsey by expanding into the new geographies and to examine the leadership time. The new stored are for the suburban customers, including the clothing, warehouse and electrical appliances. The stores tend to offer the lower prices than the old ones. The company has planned about new stores and not seeking for any replication to the culture or processes. It has been working on the distribution centers and store designs with modifying the existing systems that have been able to create a different customer experience. The company also made the changes due to the good product launch and product development from loyalty programs to support the products. The analysis of product and services are for building the organization with collaboration and uniting to the cross-functional launch across functions and geographies.

Considering the completion of Activity, some of the changes were determined under:

a. Changing demands for products
b. Actions by competitors
c. Economic Climate

The changes in the activity could be stemmed under

Political Changes: The changing demands of the competitors with the problems of the health and safety requirements, consumer protection laws, needs to work on the tax regulators with corruption levels. The creation of global bodies needs to handle operations with government interfering with economy with taxation policies with international trade laws, with even environmental laws.

Economical Changes: The economical changes includes the prevailing with interest rates of market and then directly affecting the business profit. The economic changes have a major impact on business profit. The economic factors includes the micro and the macroeconomic factors like the taxation and the expenditure policies.

Social and Cultural Forces: Apart from this, the company has been facing the issues about the age, gender and the population growth. The rate of employment, and health statistics have to be taken care of depending upon the product sales and services, and so is the business profit.

2/ The styles of change management includes the collaborative style where the larger scale of participation comes from employees. Hence, example: McKinsey is involved in making the decisions where the employees are important people who help in making the changes.

Consultative style: The consulting of employees before implementing the changes and involving the processes of setting goals in a particular expertise area. The example is Google, where the employees are involved before handle the changes in organization.
Directive Style and the Coercive style: Here, the leadership involves the participation to make the decisions for the organizational future. It involves the parties and managers in process like McKinsey to build the collaboration and cross-functional launch that combined the technical, commercial and the regional stakeholders for product development processes.


Answer 1: Some of them are:

a. The environmental policies which includes the business regulations, laws and the policy mechanisms.
b. Changing climate: There are increased issues of the global warming and the problems in operating the weather conditions.
c. Green Agenda: The business is impacted in the market environment. The green agenda holds the plan about where the enterprise has to focus on different operations with the minimized negative impact for the local and the global environment.
d. Pollution: This impacts the business strategies with major environmental events. The organizations need to monitor the events through contingency.
e. Availability for the different resources: The factors are depending upon how the business and corporations have natural resources, with producing ability.
f. Recycling: The greener environment, with cost of dumping waste in the landfills has been seen to be increasing.

Answer 2:

Smooth incremental change: The change which is systematic and predictable. The example is about the redesigning of the products to keep them with competition and handling the organizational structure.

Discontinuous change: The change is rapid through the shifts seen in the business strategy, culture and the structure. There are examples of privatization like Eskom.

Frame-breaking change: The planning is about handling the changes and bringing the prime responsibility to alters the operational structure. It includes the changes for the processes, people and technology. The organization need to adapt with the changes and the goals in a planned manner with designing and structural innovation implementation. The new policies and the goals are for handling operations with climate and style. The aspects are interrelated, technology and task (Antonsen, 2017).
Convergence change: They are about the references about merging the distinctive services with communication over the telephone. The challenge is about the broken concepts which needs to be set in a uniform manner and not consistent in the direction.

Answer 3:



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The model highlights on the control centric, and the rigid sectors, where the stage includes:

a. Creativity: The phase is about creating product and market. The managerial problems tend to occur, and they might not be for the job. Hence, the confusion could lead to the issues.

b. Direction stage: The crises of leadership and organizational growth through direction. There are crisis in autonomy where the problem occurs with ineffectiveness and being more complex or diverse (Islam et al., 2015).

c. Delegation Stage: The decentralization with field managers running their show without coordinating any planning or the technology.
d. Coordination stage: This is through the results which are complaining about the uncooperative line managers and the crisis of the red tape are there.

e. Collaboration stage: The problem in behavior and formal systems or procedures. The actions need to be determined for the teams and skillful confrontation of the interpersonal differences.

Answer 4:

The strategy is about ensuring to meat the objectives in the competitive world. The internal resources are connected with specifications for forming within organization.

The structure is important for handling the critical role to accomplish the strategy. The aspects are inter-linked for achieving the results. The example is about how Coca Cola is able to operate in the multi-divisional structure where the company has been handling the global business as per the different regions (Mohelska et al., 2015). The geographical operating segments are based on Strategic Business Units and SBU are handling the products related to it. The strategy is about focusing on the profits and taking independent decisions about the approval for competition in the local environment.

Answer 5:

The dimensions of the organizational structure are the specialization, standardization, formalization, centralization and configuration. There are different component analysis to work with line control of workflow and handling the supportive components. The centralization is about the decision with decisions about the tasks and activities. The specialization is about the tasks and activities as per the skills and capability. Decentralization is based on the innovation capabilities with formalization with the employees following the rules to define the job activities for achieving the tasks. The policies, procedures and regulations are determined through the different forms of specific organization with behaviors under the particular circumstances. The centralization includes the distinct aspects of the organizational structure with theory and evidence. The focus is on the structural property with formalization that relates to the degree of the written rules and neutralizing the attributes determined for the organizational structure. The standardization is about the management of the recurring problems and centralization involves the locus of authority to properly make the different decisions (Zingg et al., 2015). It helps in indicating the concentration level with power of decision making for the top management.

Answer 6:

The cultural changes are for promoting the open and collective process of making decisions. It includes the changes which is uncertainty. Some of the things that can be enforced are:

a. The decisions are made about analyzing the change in success. The plan is about ensuring the costs and ROI which is justifiable.
b. The benefits of change are also involved with the training to determine and achieve the change implementation plan.
c. Convincing the stakeholders is hard and so it depends on the customization level which is always for the best. There are constructiveness, passiveness and aggressiveness for not only planning but also monitoring the changes.
The managers need to focus on the conceptual and the practical framework which needs to be worked for the dynamic processes effectively.

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