59445 – MANAGING CHANGE Assessment: Case study (Anytown Art Gallery

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MANAGING : Case ( Art 2020)Due date: 8th SEP Length: 1500-word limitRequirements This involves the of a case study involving organisationalchange. The case scenario will be providedYou are required to:1. 1) Analyse how well the organisation managed the changes forall stakeholders in the case.2. 2) Identify three key aspects of the change process that mighthave been improved.3. 3) Apply relevant evidence- research literature from theCourse 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 ??s annotated bibliography.Programme learning goals 1. Be self-aware critically reflective and ethical management professionals2. Be effective thinkers and problem solvers3. Be effective communicators4. Be able to demonstrate knowledge of business management professional practices.Paper learning outcomes 1. Critically evaluate the complexity of organisational change from a range of perspectives2. Examine and apply theories, concepts, and practices of leading and managing change in organisations3. Analyse the role of human resource management in facilitating effective organisational change management4. Demonstrate the importance of ethics and communication in the change process5. Critically evaluate the outcomes of organisational change from different stakeholder perspectives.Weekly programmed Course readings: page 6 below references for assignmentNote: 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- Initiatives forOrganizational 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- 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-BasedInitiatives 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 coaching and mentoring? In R. Hamlin, A. Ellinger, & J. Jones (Eds.), Evidence- Initiatives forOrganizational 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). 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- 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- negotiation (ibn) strategies. In R. Hamlin, A. Ellinger, & J. Jones (Eds.), Evidence- Initiatives for Organizational Change andDevelopment (pp. 387-397). Hershey, PA: IGI Global. doi:10.4018/978-1- 5225-6155-2. chpt19.

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