The goal of this project is to provide a plan for organisational development and change in a specific organisational context, from the perspective of change agent/organisation consultant.

The goal of this project is to provide a plan for organisational development and change in a specific organisational context, from the perspective of change agent/organisation consultant.

The focal context for this final project can either be:

Option 1 – an organisation you are familiar with/currently work for (or have recently worked for) OR:

Option 2 – the integrative Case Study (See your Moodle Page for the full text of the case).

Please note that if you select Option 2, you must clearly indicate that your project will be based on the Specified Case as provided. You must cite the full reference of the case. No other case will be marked.

If you select Option 2, you must consider all organisational details as relevant and important, but you must devise and argue your own change process rather than mimicking any processes that might be included in the case study. In other words, use the case study simply to provide you with a context for devising and presenting your own change program.

Your project structure, including its outline, should comprise two major sections.

Section 1 – Summary of the Case Context: In this section, you should summarise key relevant features regarding your case context.

If your context fits Option 1, relevant features could include: a brief description of the organisation and its purpose/mission, a picture of the organisation’s structure and of your role/location within that structure, a summary of the size and complexity of the organisation, and a brief history that gives a background for the diagnosis of the problem or need to be addressed by the change process.

If your context fits Option 2, relevant features could include: a description of the organisation and its purpose/mission, a description of the organisation’s structure, a summary of the size/complexity of the organisation (if such details are available or can be deduced based on the case description), and a description of the organisation and its purpose/mission.

Section 2 – The Development/Change Plan and Process: Irrespective of the Focal Context Option chosen, your proposed plan and process must draw upon a wide range of appropriate and relevant unit concepts and processes (remember, this project assesses the entire unit) and must include the following five (5) sub-sections:

1.Identification (diagnosis) of the problem to be addressed along with the symptoms you see to be reflecting the need for change;
2.a discussion of how you would approach this change task as a chnage agent or management consultant.
3.a discussion of the planned change process/ways of the interventions you would argue for;
4.a discussion of how readiness would be created; and
5.a brief discussion of how you would evaluate the change effort and learn from unanticipated outcomes.
In Section 2, you should link your discussions and proposals back to relevant organisational examples and/or case material (as relevant for your chosen option). It should be clear both what and why you are proposing various activities and processes.

Remember, you are showcasing your involved knowledeg base as a change agent. It might be useful to think of this final project as an activity you might undertake to convince an accrediting organisation or a potential client organisation of your prowess in managing change.

Your project will be marked according to the following criteria, irrespective of the option you choose:

For Section 1 [contributes 10% to your overall mark]:

•Clarity of Contextual Summary – how clearly you summarise relevant contextual details (comprises 5% of your mark); and
•Completeness of Contextual Summary – how comprehensive your contextual summary is in terms of relevant background detail (comprises 5% of your mark).
For Section 2 [contributes 90% to your overall mark]:

•Soundness of the Proposed Programme – the soundness of your proposed program in terms of being able to convince the reader that the programme looks well-thought out, appropriate to the context and problem and has a chance of success (comprises 15% of your mark);
•Breadth of Considerations in Designing the Programme – how comprehensive the change programme is in dealing with various important change issues and processes (comprises 15% of your mark); and
•Adequacy of Detail in the Five Sub-sections – how appropriately you employ, at a detailed level, various concepts and illustrations/examples/short stories/narratives to inform your program design, as reflected in each of the five sub-sections (comprises 12% of your mark for each sub-section for a total of 60%).

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