19 Sep Assessment 2 Case study

Assessment 2 Case study

Type	Case study
Length	1500-word limit excluding reference list
Submission	Turnitin
Requirements	This assessment involves the analysis of a case involving organisational change. The case scenario will be uploaded to the assessment tab on blackboard on Monday August 10th. 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 MGMT862 course readings(P6) 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.

 

 

 

 

 

 

 

 

Managing Change MGMT862

Assessment 2

Anytown Art Gallery 2020

1) You are required to draw from the course readings from MGMT862 to critically analyse the planning, process, and implementation of the changes at Anytown Art Gallery.

2) Imagine you are a change consultant while you read and analyse the Anytown Art Gallery case.

3) Analyse how well the organisation managed the changes for all stakeholders in the case.

4) Identify three key aspects of the change process that might have been improved.

5) Apply relevant evidence-based research literature from the MGMT862 course readings (Study guide p.6) about: communicating with stakeholders, collaboration and engaging support, responding to resistance, organisational culture, human resource change management, leading change, negotiating conflict and change.

6) Demonstrate application of APA 6th edition referencing in-text and in the reference list.

7) Provide a copy of one of your contributions to your group’s annotated bibliography.

 

 

This assessment aims to meet the following 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

 

 

 

 

 

 

 

 

 

 

Anytown Art Gallery 2020

 

There have been problems at Anytown Art Gallery. In August 2019, the Board of Anytown Art Gallery decided two new strategic goals; to increase local patronage and increase pre-tax revenue by 15%. Social media and new ticketing technology had identified low patronage from youth and mid-life permanent residents of Anytown. While tourist visits had increased residents of Anytown no longer perceived the Art Gallery as innovative. The local competitor: Anytown Centre for Arts and Technology, offered event space for conferences and was reporting increased revenue and patronage. While the Board of Anytown Art Gallery decided the strategic goals for change, the process was to be planned and implemented by management. Unfortunately, the change process was unsuccessful. Conflict spread throughout the Art Gallery community and deeply held cultural values fuelled differences between individuals and groups. The problems were dynamic. What began as organisational change escalated to employment relationship problems threats of litigation in the courts and damage to key internal and external stakeholder relationships.

 

BACKGROUND

Anytown has a population of approximately 2 million people. The Art Gallery is one of Aotearoa New Zealand’s leading tourist attractions. Located in the country’s largest city on an isthmus overlooking a beautiful harbour in the Ngāti Whatua region, Anytown Art Gallery owns a world-famous collection of Maori and Pacific paintings and artefacts. But there have been problems implementing change at the Art Gallery since the appointment of a new CEO from New York, one year ago. The following chronology of events outlines the problems and issues.

July 2019 The Board of Anytown Art Gallery held a farewell event for the retiring Chief Executive Officer of 20yrs service and at the event announced two new strategic goals; firstly, to increase local patronage from a younger demographic and secondly to increase pre-tax revenue by 15%. The Head Curator managed the Art Gallery in the interim until the appointment of a new Director /Chief Executive Officer.

 

August 2019 Dr Diva Daga a famous installation artist from North America was appointed first woman Director and Chief Executive Officer of the. During recruitment, Dr Daga gave a presentation to staff and said, “I have a vision for outstanding curation of installations and inter-cultural collaboration with the patrons”.

 

 

 

September 2019 Dr Diva Daga started work at the Art Gallery. She rarely attended curator meetings, worked in her office with the door shut and appeared particularly dis-interested in any social contact with staff except her personal assistant. She had an abrupt manner and commented that she was busy identifying efficiencies, organisational change and finding new benefactors to help fund her ideas.

 

November 2019 The Art Gallery was struggling to increase revenue. However, a young professional audience was beginning to patronise the Galle