Discuss critically how you would bring about an identified change in an organisation (or organisational unit) you are familiar with

Your tasks:
1. Identify an organisational problem situation/ opportunity for change by diagnosing an organisations
current situation in relation to its external and internal environments.
2. Structure the problem/ opportunity from an appropriate perspective
3. Develop a problem/ opportunity statement.
4. Recommend and justify appropriate solutions
You are strongly encouraged to you the four steps above as the primary structure of your paper. Please
submit your work in MS Word (no .pdf files please)

Suggested Report Structure
(word count are only approximates)
Introduction (approximately 350 words)
Identification of problem situation/ opportunity (Task 1) (app. 600 words)
Framing/ perspectives adopted (Task 2) (app. 600 words)
Formulating the problem/ opportunity (statement) (Task 3) (no more than 100 words)
Recommend and justify appropriate solutions (Task 4) (app. 1000 words)
Conclusion (app. 350 words)


1.1. Identify a problematic situation/ opportunity for change
The problem situation/ opportunity have the potential to have meaningful impact on the organisation.
The problem situation/ opportunity is mostly organisation-based.
The argument to address the problem situation/ opportunity is of merit.
1.2. Structure the problem/ opportunity from an appropriate perspective
-The problem is framed in an effective manner that reflects the problem situation opportunity
-The perspective adopted also provides effective insights to how the problematic situation/ opportunity may be solved.
1.3. Develop a problem/ opportunity statement
-The problem is formulated in a manner consistent with the way the problem situation/ opportunity is framed.
The problem situation/ opportunity is clearly and comprehensively explained.
The problem/ opportunity is articulated in a manner that generally reveals the root cause
1.4. Recommend and justify appropriate solutions The identification of potential solutions are of merit.
The solution selected is coherent with the way the problem is formulated.
The problem solving approach/ steps are generally methodical and systematic.
The realism of the solution is of merit.
The solution is effective (e.g. addresses the root cause and does not cause another problem, balanced with what is expedient)
1.5. Critical thinking (where relevant)
Assumptions: Explicit about assumptions.
Credibility: Treatment of information/ evidence proportionate to its credibility.
Deduction: Valid arguments based on sound premises.
Induction: Accurate inference based on evidence.
Meaning: Appropriate interpretation and applications of definitions and concepts.
Observation: Accurate observation of information/ evidence (does not make inferences unnecessarily).
1.6. Application of theories, models and/ or frameworks, and undertake research.
-Draws on extensive range of appropriate models.
-Application is effective and shows evidence of synthesis of different models.
1.7. Presentation
-Written English is clear and effective and report is structured logically.
-Writing is mostly clear, concise, and well organised with good sentence/paragraph construction.
Thoughts are expressed in a coherent and logical manner. There is minimal grammar, or syntax errors per page of writing.
General consistent adherence to the referencing style/ convention employed.

Referencing Requirements:
Senior, B. and Swailes, S. (2010) Organizational Change, 4th ed., FT Prentice Hall.

Armenakis, A. A., & Harris, S. G. (2009). Reflections: Our journey in organizational change research and
practice. Journal of Change Management, 9(2), 127-142.

Armenakis, A. A., & Bedeian, A. G. (1999). Organizational change: A review of theory and research in
the 1990s. Journal of Management, 25(3), 293-315.

Appelbaum, S. H., Habashy, S., Malo, J. L., & Shafiq, H. (2012). Back to the future: revisiting Kotters
1996 change model. Journal of Management Development, 31(8), 764-782.

Beer, M., Eisenstat, R. A., & Spector, B. (1990). Why change programs dont produce change. Harvard
Business Review, November-December, 158-166.