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MANAGING CHANGE Assessment: Case study (Anytown Art Gallery 2020)
Due date: 8th SEP Length: 1500-word limit
Requirements This assessment involves the analysis of a case study involving organisational
change. The case scenario will be provided
You are required to:
1. 1) Analyse how well the organisation managed the changes for
all stakeholders in the case.
2. 2) Identify three key aspects of the change process that might
have been improved.
3. 3) Apply relevant evidence-based research literature from the
Course readings (Page 6) about: communicating with stakeholders, collaboration and engaging support, responding to resistance, organisational culture, human resource change management or leading change, negotiating conflict and change.
4. 4) Demonstrate application of APA 6th edition referencing in-text and in the reference list and provide a copy of one of your contributions to your group??s annotated bibliography.
Programme learning goals 1. Be self-aware critically reflective and ethical management professionals
2. Be effective thinkers and problem solvers
3. Be effective communicators
4. Be able to demonstrate advanced knowledge of business management professional practices.
Paper learning outcomes 1. Critically evaluate the complexity of organisational change from a range of perspectives
2. Examine and apply theories, concepts, and practices of leading and managing change in organisations
3. Analyse the role of human resource management in facilitating effective organisational change management
4. Demonstrate the importance of ethics and communication in the change process
5. Critically evaluate the outcomes of organisational change from different stakeholder perspectives.
Weekly programmed Course readings: page 6 below references for assignment
Note: MUST USE THESE PROVIDED 6 ARTICLES ONLY FOR ASSIGNMENT.

1 Resistance to change Akella, D., & Khoury, G. (2019). Resistance to organizational change in academia: a case study from Palestine investigating the under-reflected role of change agents. In R. Hamlin, A. Ellinger, & J. Jones (Eds.), Evidence-Based Initiatives for
Organizational Change and Development (pp. 361-381). Hershey, PA: IGI Global. doi: 10.4018/978-1-5225-6155-2. chpt18.
2 Stakeholders and change Baaki, J., & Cseh, M. (2019). Creating a business unit within a large sports and entertainment organization's theatre operation: reflections on the change process. In R. Hamlin, A. Ellinger, & J. Jones (Eds.), Evidence-Based Initiatives for Organizational Change and Development (pp. 483-491). Hershey, PA: IGI Global. doi: 10.4018/978-1-5225-6155- 2.chpt 29.
3 Collaboration and change D'Souza, B. J. (2019). Strength in numbers? shaping collaboration during a period of uncertainty and change. In R. Hamlin, A. Ellinger, & J. Jones (Eds.), Evidence-Based
Initiatives for Organizational Change and Development (pp. 463-471). Hershey, PA: IGI Global. doi: 10.4018/978-1-5225-6155-2.chpt 27.
4 Human resource change management Garvey, R. (2019). To what extent is culture change possible through coaching and mentoring? In R. Hamlin, A. Ellinger, & J. Jones (Eds.), Evidence-Based Initiatives for
Organizational Change and Development (pp. 111-139). Hershey, PA: IGI Global. doi: 10.4018/978-1-5225-6155-2.chpt 6.
5 Leading change Jones, J., Firth, J., Hannibal, C., & Ogunseyin, M. (2019). Factors contributing to organizational change success or failure: a qualitative meta-analysis of 200 reflective case studies. In R. Hamlin, A. Ellinger, & J. Jones (Eds.), Evidence-Based Initiatives for Organizational Change and Development (pp. 155-178). Hershey, PA: IGI Global. doi: 10.4018/978-1-5225-6155-2.chpt 8.
6 Negotiation of conflict and change Greenwood, G. A., & Ward, C. (2019). Delivering organizational change in partnership with trade unions: interest-based negotiation (ibn) strategies. In R. Hamlin, A. Ellinger, & J. Jones (Eds.), Evidence-Based Initiatives for Organizational Change and
Development (pp. 387-397). Hershey, PA: IGI Global. doi:10.4018/978-1- 5225-6155-2. chpt19.

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