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Essay Available:
Pages:
8 pages/β‰ˆ2200 words
Sources:
Check Instructions
Style:
Harvard
Subject:
Management
Type:
Case Study
Language:
English (U.S.)
Document:
MS Word
Date:
Total cost:
$ 34.56
Topic:

Planning and Management of Change and Theories of Leadership for Atterley-JLP Merger

Case Study Instructions:

In this report you will be required to evidence the following:

Task 1: Evaluate theories of leadership with reference to culture issues and the barriers that management must prepare to face whilst implementing this change. (40%)

 Task 2: With reference to the case scenario, analyse the effectiveness of ProSci’s ADKAR model and Kubler-Ross’ Change Curve suggesting ways of practically managing the change for achieving the desired success. (50%)

Report presentation and referencing (10%)

 Learning outcomes assessed 

Explore and critically appraise strategies and methods used for the planning and management of change

Develop a plan to effectively manage a specified change.

ASSESSMENT CRITERIA

Ensure you use the correct report format:

• Cover page with index

• Executive summary (a ‘summary’ of the key recommendations for the CEO)

• Introduction

• Tasks – main body including analysis and evaluation

• Conclusion

• Recommendations

• References

• Appendices

Please note:

• The word count should be 2500 words (+/- 10%)

• You may include appropriate graphics to support your points if you consider they will add value to your answer

• This is not to be written as an ‘essay’

• Cover page, Exec Summary, References and Appendices are NOT included in the word count)

• You must use academic theory and other robust sources to support your text, and any theory used should be applied to the context of the scenario

• You must use in-text citations to evidence your work, in addition to producing a full list of references in the bibliography. All of these should conform to

Harvard Referencing format.

• The bulk of this text should be your own original work and should not be excessively paraphrased.

Marks will be awarded as follows:

• A poor answer (39% and below (Fail) misses the point of the task and fails to address the requirements listed in the brief, either entirely or to a significant degree. Expression is simplistic and vague. The answer is unstructured and also fail to use any academic support, with no citations or reference list in evidence. Answer demonstrates no analysis question and is simply a templated solution taken from other sources. Answer lacks significant originality

• A basic answer (40 – 49%) addresses some of the issues and demonstrate limited knowledge of appropriate theory, but at a superficial level. It demonstrates difficulties with structure and contains some gaps in understanding. Expression lacks maturity and use of professional terminology. The material is not arranged in a user friendly, logical format. The delivery system of the programme is be unclear and there are minor inaccuracies in any financial information

• A satisfactory answer (50-59%) addresses a large amount of the questions and demonstrate a sound, basic knowledge of theory, but with some minor omissions in content and minor inaccuracies in expression. Structure is largely logical. There is an attempt to analyse and evidence that the solution has been tailored to a fair degree. Use of theory and evidence is reasonably good but with room left to strengthen the credibility.

• A good answer (60-69%) adopts a logical structure and address almost all of the questions using virtually all appropriate theory that relates. Knowledge appears be sound. The report is supported by a good variety of robust academic and industry sources. Omissions and inaccuracies are minor. Analysis and evaluation is done well, but lacks some depth, detail and sophistication.

• An excellent/outstanding answer (70%+) identifies all the key issues within the question and make extensive use of appropriate theory in providing a credible solution. Structures is logical and the proposal easy to follow and digest. Relevant theory and industry practice is used to produce wellsupported recommendations. Grammar and academic skills is of a high standard, and analysis and evaluation is consistently delivered throughout, with sophisticated use of materials. An extensive range of sources have been uses in a highly sophisticated manner.

• An exceptional answer (80%+) Faultless work in terms of presentation and academic skills, and the overall credibility of the proposal is extremely high, to the extent that it might be used as a template for a future industry document.

The level of detail included in the plans and schematics is exceptional without being overcrowded or confusing.

Case Study Sample Content Preview:

Leadership and Change
Name
Course
Institution
Date
Abstract
The Atterley-JLP merger will require strategic inputs to be concluded successfully. The primary challenge for the merger is the cultural differences between the organizations. While JLP is an established organization whose operations are affected by the regulations to contain the COVID-19 pandemic, Atterley is an emerging organization in an online niche that is not exhausted. While the merger will likely benefit both organizations, they must forge a change management plan that works for both. The plan should focus on key factors that include CAB functionality analysis, data access, process automation, and a smooth approval process. The leaders will also need to choose new styles for the implementation of the merger. The key characteristics of the management theory and the contingency theory of leadership make them ideal for this merger. Ultimately, the ADKAR tool should guide the merger process as it defines the stakeholder inputs and their roles in the merger process. Bearing the value of emotional stability in the change process, the leaders should also consider the inputs of the Kubler-Ross change curve.
Leadership and Change
Implementing mergers is one of the biggest challenges that business leaders can face in the current operational settings. At least 70% of mergers and acquisitions fail within their first year of operation. Such a high possibility for failure demands a strategic approach to any attempt towards a merger. The planned merger between Atterley and John Lewis Partnership (JLP) should bear a glimpse of the challenges that mergers can trigger. The proposed merger stands at the brink of failure if proper strategies are not included to circumvent the problems. From the case, it is notable that the two companies do not have many similarities in their operations and cultures. Atterley stands in the right position to succeed as a stand-alone entity. However, with the competitiveness of the industry, it needs the size and ability to keep its growth. A merger between the two organizations will be successful after a proper analysis of its strengths, weaknesses, opportunities, and threats and employing the right resources and leadership strategies to accompany the changes.
Planning and Management of Change
Planning and managing the possible outcomes of a merger begins with the identification of the possible outcomes. Such an analysis comes with the assessment of factors that can fuel or impede the implementation of the change. In the Atterley-JLP case, planning and management for change should emphasize five key factors. Primary among the factors is the approval process. The approval status for both companies plays a primary role in ensuring smooth changes in operations. In this case, both organizations bear significant differences in their value chains. While JLP has operated majorly through physical customer interactions, Atterley emphasizes online activities. While analyzing the approval process, the stakeholders must understand the scope of the operational differences before planning synchrony. Planning synchrony in a change process accommodates strategic analysis of the organization and structuring how each organization can complement t...
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