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STAFFORDSHIRE
UNIVERSITY

affiliation with
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GULF COLLEGE

GULF COLLEGE - MUSCAT - SULTANATE OF OMAN

UNDERGRADUATE BUSINESS PROGRAMME
ACADEMIC YEAR: 2016- 2017
FIRST SEMESTER
FRONT COVER
ASSIGNMENT

Module Title: Managing and Leading Change

Module Code: BSB10178-6

Method of Assessment: Individual Case Study & Critical Review of Refereed Journal

Weighting:

Module Credits: 15

Individual Case Study

60%

Critical Review

40%

Level: 6

Morning/Evening Session: Both

Additional Information (if any):

Version I

Teaching block: 1

Examiner: Dr. Rowena A. Lunar

Module Name

Managing and Leading Change

Module Code

BSB10178-6

Module Leader

Dr. Rowena A. Lunar

Weighting

Case-Based Assignment (60%)

(40%)
Critical Review

Submission Date

January _ _ _ _ _ _-'. 2017

You should hand in one copy of your assignment by the time and date mentioned above
to the appropriate 'hand-in location' at the Gulf College. Fill in the front cover (staple
together with your assignment). MAKE SURE that you fill in all the relevant details on this
form . An acknowledgment will be given to you upon receiving your assignment. This is
your receipt, keep it.

You can submit work by post, but you must send it recorded

delivery, it must be postmarked two days before the deadline date and a copy must be
kept by you in case it is lost in the post. Faxed assignments will not be accepted.

Assignments must be submitted by the due date.

The only circumstance in which

assignments can be submitted late is if an extenuating circumstances form is submitted at

the same time. In these circumstances, if you wish to request a late submission beyond
the coursework submission deadline, you should complete the extenuating circumstances
application and submit it with your late submission of work of the Faculty Office within, at
the latest five working days of the original deadline for submission.

Maximum Word Length: Case-Based Assignment (60%) 2,000 words and Article
Critique (40%) 800 words
State the number of words used at the end of your assignment. You may include
diagrams, figures etc. without word penalty. A sliding scale of penalties for excess length
will be imposed according to the amount by which the limit has been exceeded.

1-10%

excess no penalty

11 -20%

excess 10% reduction in the mark

21-30%

excess 20% reduction in the mark

31%+

excess the work will be capped at a pass i.e. 40%.

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NB. None of the above penalties will be used to change a student mark which is above
the pass mark, to one that is below the pass mark. Therefore, the maximum penalty for
exceeding the word limit will be a reduction to a pass grade.
Passing requirement

0- 39%

Fail

40% +

Pass

70% +

First Class

This assignment should meet the following learning outcomes:

1. Develop and articulate a critical knowledge understanding and analysis of
change and the management of change situations.
2. Demonstrate the ability to apply relevant change theory to practice using
appropriate techniques of inquiry.
3. Analyse and critically evaluate aspects of change and leadership theory and
practice under investigation.
4. Effectively communicate an appropriate solution to a particular change
management and leadership case under investigation.
Assessment Details:
Assessment 1: Case-Based Assignment (2,000 words- 60%)
Assessment Tasks:
1.

Introduction - provide a concise discussion on the definition and concepts of

change management; background of the case; and objectives of the assignment.

2.

Content and Analysis

2.1 If you were a change agent, critically analyse and evaluate the type and
appropriateness of change initiated by Unilever's global brand development
director.
2.2 As a change agent, decide and explain which theory of change and leadership
theory can be adopted to drive success in the case situation.
2.3 Critically evaluate and explain the pros and cons of the new strategy being
adopted by Liptons.
2.4 Develop a Communication Plan that will continuously guide Unilever to
effectively implement and lead its change management programme. Present the

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plan in tabular form with textual explanation. (Follow the format specified in
Annex A)
ANNEXA

3.

Conclusion - draw conclusion from analyses and findings and emphasise what
should be done differently in the case.

4.

References - Implement Harvard style of referencing from at least 15 references

not older than 2006 from varied sources.

Case:
Lipton
By Ralf Seifert and Aileen lonescu-Somers
The story.
When Michiel Leijnse became Unilever's global brand development director in 2005, his
brief included refreshing the high-profile Lipton tea brand.
Mr Leijnse - who had worked on Unilever's Ben & Jerry's, the pioneering sustainable
ice-cream brand - and his team soon realised there was an opportunity to win market
share by making the brand 100 per cent guaranteed environmentally and socially
sustainable. They also realised the move could include other well-known Unilever
brands, such as PG Tips and Lyons.
The challenge.
To be credible with consumers, the move meant certifying the plantations where Lipton
tea came from as sustainable, converting the whole supply chain to sustainable
methods, and telling consumers about the change - more or less all at the same time.

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Lipton's is a mainstream brand with such a large global market share that making it
totally sustainable would potentially affect world tea markets.
The strategy.

First, Unilever sought third-party certification of plantations. Potential partners were

assessed according to factors such as recognition by consumers , capacity, and flexibility
to certify large and small suppliers, ability to work with local organisations to train
employees, and ability to recruit and train teams of regional auditors.
Unilever picked the Rainforest Alliance, a US-based international non-governmental
organisation set up to conserve biodiversity and ensure sustainable livelihoods.
Rainforest Alliance certification requires meeting standards in worker welfare, farm
management and environmental protection.
Then Unilever publicly announced two targets : all Lipton Yellow Label and PG Tips tea
bags sold in Western Europe would be certified sustainable by 2010; all Lipton tea sold
globally would be certified by 2015.
What happened.

Unilever and the Rainforest Alliance started with big tea estates in Kenya, where
sustainability initiatives had long been under way. Some big Kenyan suppliers had good
standards and could be certified easily.
But when the initiative moved on to work with smallholders in other countries, the team
discovered that conditions for rollout differed in complexity from country to country.
Supply bases were sometimes more fragmented , and legal frameworks varied . It
became critical to adapt procedures to the varying contexts and to develop a network of
additional partnerships with experienced local organisations.
In Argentina , for example, Unilever and the Alliance teamed up with local organisation
Imaflora, a non-profit that promotes conservation , to help deal with about 6,500 loosely
organised farmers who had little experience in applying best practice in agriculture.
Once the certified tea started to appear on the shelves, first in Europe and then the US,
consumer campaigns got under way. As Mr Leijnse noted: "Where a link between the
brand and certified sustainable tea could be made, sales and market share went up."
Unilever also discovered that the sustainably produced tea appealed to new consumers
- in Italy, for example, it attracted younger customers.
The effects were felt inside and outside Unilever. Internally, the expansion to other
markets accelerated as marketing teams in Japan, Australia and the US introduced
certified tea ahead of schedule.

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Externally, meanwhile, a surge in demand for certified tea was taking place, thanks to
the involvement of the Ethical Tea Partnership. The ETP had been set up by the industry
in 1997 to improve supply chain issues. The ETP and the Rainforest Alliance decided to
collaborate in 2009, to build capacity within the industry for a move to certified
sustainable production. Other tea producers began to negotiate certification targets too.
The lessons.
Unilever learnt that, while challenging, identifying the right partners and adapting to local
contexts are both vital.
Thanks to its proactive stance on achieving sustainability in tea, Unilever showed that
implementing a mainstream initiative is possible, while also reaping financial and
reputational benefits.
Assignment Assessment Criteria

..

- ..
.,', ..
." ;::'~Topic" i,f: . ' '.j.'.
Desc~iption' ..
.., ' r "
- ,".
Define & discuss change management
I
Background of the case
Introduction
Objectives of the Assignment
~

2
Content and
Analysis

,~

.,

Weight

15

1. Critical analysis and evaluation of the type and

appropriateness of change initiated by the
Unilever's Global Brand Development Director.

20

2. Explanation on the chosen theory of change and

leadership theory that can be adopted to drive
success in the case situation .

15

3. Critical evaluation and explanation on the pros and

cons of the new strategy being adopted by Liptons.

10

4. Development of a Communication Plan that will

20

Unilever to
effectively
continuously guide
implement its change management programme.
Presented in a tabular format with textual
explanation.

3
Conclusion

4
References
Total

Conclude the analyses and findings and emphasise

what should be done differently in the case.

10%

Implementation of Harvard Referencing (minimum of

15 references year 2006 and above from varied
sources).

10%
100%

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Outline for
Managing & Leading Change
Long Assignment - Case Analysis - 60%
(Write in an essay forma!. Word limit: 2000 (minimum) to 2200 (maximum) words.)
I.

Introduction (300 words)

1.1 Change Management (define with proper citation; discuss briefly)
1.2 Background of the Case (Give important data and key information; identify the
needs, problems or concerns in the case that needs to be addressed; and trace
the root cause of it.
1.3 Objectives of the Assignment (refer to the tasks required for the case
assignment)

II.

Content and Analysis (1, 550 words)

2.1 Identify the type of change that was initiated by the Unilever global brand
development director and analyse & evaluate its appropriateness to the
case situation. (support analysis and evaluation with proper relevant citations)
2.2 Decide and explain which theory of change and theory of leadership can be
adopted to drive success in the change situation. (support decision and
explanation with proper relevant citations)
2.3 Evaluate and explain the pros and cons of the new strategy being adopted
by Liptons. (support evaluation and explanation with proper relevant citations)
2.4 Develop Communication Plan for continuous effective implementation of
change management programme in Unilever. (presented in a tabular form
provided in the assignment with textual explanation below).
Example:

Market Share
Report

Sales Report

To provide
partners and
suppliers
update on
customer
demands.

Weekly

Yes

Yes

Email

Weekly

Yes

NA

EmailNideo
Conference

(Write textual explanation below this tabular format)

Assessment 2: Refereed Article on Change Management (800 words- 40%)

Assignment Tasks (Article Critique)

1.

Write a summary of the article by identifying and explaining the author's idea and
perspective and the audience. Include direct quotes from the article to illustrate
your points.

2.

Select theories/concepts of leading and managing change that are applicable to

the article with articulated critical understanding.

3.

Make a critical review of the article. Evaluate the strengths and weaknesses of
the opinions of the author and discuss both the positive and negative points
based on your overall judgment.

4.

Discuss your own point of view on how change can be implemented based on
your evaluation. Relate your critical analysis to any of the theoretical models of
change .

5.

Conclude the key pOints and reasons identified during the critical evaluation.

6.

Implement Harvard Style of Referencing from at least 15 references with year not
older than 2006 from varied sources.

Instruction: Below is a refereed article with its corresponding link for you to do critical
analysis and critiquing. To illustrate your point, bring in references to provide evidence
in support of your critique.
SUCCESSFUL CHANGE MANAGEMENT INVOLVES THE EMPLOYEES
Posted by Torben Rick on November 21, 2014 in Change Management

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Organizational change initiatives fail at an alarming rate

The digitization spiral is driving tremendous changes in the ways businesses and other
organizations operate. Many traditional organizations are beginning to accept, in theory
at least, that they must either change or die.
Strategically managing organizational change is critical to implementing new programs
and initiatives, and ultimately, to achieving an organization's success. Still,

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organizational change initiatives fail at an alarming rate. This is because most initiatives
fail to consider how changes affect the people in an organization.
To successfully implement change initiatives, organizational leaders must identify the
need for change and communicate it throughout the organization .
Engage people at all levels of the organization - Successful change management
happens at the bottom
They must also engage people at all levels of the organization by involving them in the
design of the implementation strategy.
Leaders must actively involve the people most affected by the change in its
implementation. This will help ensure employees at all levels of the organization
embrace the proposed changes .

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Be wary of expressions like "mindset change" and "changing people's mindsets"

Be wary of expressions like "mindset change", and "changing people's mindsets" or
"changing attitudes", because this language often indicates a tendency towards imposed
or enforced change, and it implies strongly that the organization believes that its people
currently have the "wrong" mindset, which is never, the case.
Successful change management - Don't mandate change, ask the staff for input
#changemanagement
If people are not approaching their tasks or the organization effectively, then the
organization has the wrong mindset, not the people. Change such as new structures,
policies, targets, acquisitions, disposals, etc., all create new systems and environments,
which need to be explained to people as early as possible, so that people's involvement
in validating and refining the changes themselves can be obtained.
Whenever an organization imposes new things on people there will be difficulties.
Participation, involvement and open, early, full communication are the important factors.
Tell a compelling change story
Management need to be able to tell a compelling change story that motivate employees.
Before you get buy-in, people need to feel the problem. People aren't going to consider
anything until they are convinced there is a problem that truly needs to be addressed .
....... OU P"E RIGHT! I "M
DON'T BE

GOING TO GET A

AFRAID OF

GENDER CHANGE

CHANGE.

OPERATION ANO
MOVE TO CHINAI

I'VE ALl..o..J,tIr.,."Y5
WONDERED Wt-lAT

t..JOULD HAPPEN IF
50MEONE L"I5TENED
TO YOU.

Workshops are very useful processes to develop collective understanding, approaches,

policies, methods, systems, ideas, etc. Storytelling can be a powerful tool when you
want to drive organizational change.
Staff surveys are a helpful way to repair damage and mistrust among staff - provided
you allow people to complete them anonymously, and provided you publish and act on
the findings.
Management training, empathy and facilitative capability are priority areas - managers
are crucial to the change process - they must enable and facilitate, not merely convey
and implement policy from above, which does not work.

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Do it with the, not to them - #changemanagement #organizationalchange

You cannot impose change
You cannot impose change - people and teams need to be empowered to find their own
solutions and responses, with facilitation and support from managers, and tolerance and
compassion from the leaders and executives .
Management and leadership style and behaviour are more important than clever
process and policy. Employees need to be able to trust the organization.
Short URL & title:
Successful

change

management

involves

the

employees

http://www.torbenrick.eu/t1r/xcr

Assignment Assessment Criteria

Criteria
I
Introduction

2
Content and
Analysis

3
Conclusion

4
References
Total

Description
Brief Summary of the article
Objective of the assessment

Weight

(%)
15

1.

Select theories/concepts of leading and managing

change applicable to the article with articulated critical
understanding .

20

2.

Critically evaluate the strengths and weaknesses of the

author's opinion and discuss the positive and negative
points based on own overall judgment.

25

3.

Discuss own point of view based on self evaluation and

relatedness of critical analysis to theoretical models of
change.

Conclude the key points and reasons identified during the

critical evaluation .
Implement Harvard Style of Referencing (minimum of 15
references with year not older than 2006 from varied
sources) .

20

10

10%

100%

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Plagiarism Warning

Summary

Plagiarism occurs if you use somebody else's work in an assignment or exam

answer, but fail to state where you got the material from.

It can happen in any type of assessment where you are given the questions or tasks
in advance.

If another student uses your work in their answer(s), both you and they will be
punished when caught.

Punishments for committing plagiarism can be very severe.

The details
Plagiarism is a form of cheating in which students use the work of others and present it as
their own. Staffordshire University publishes a fully detailed description of what the term
'plagiarism' means on the University's main web-site under the heading 'Procedures for
dealing with suspected cases of academic dishonesty. We strongly recommend that you go

and read the full document at the above address. Meanwhile, here is an extract of some of
the relevant content. You will have committed plagiarism and may be caught, reported and
punished (as described below) if you:

Copy extensively from the work of others (from sources such as books,
magazines, journals, web-sites for example) and submit the work as your own. NB
It is acceptable to refer to the work of others as long as you do not use too much,
and reference your sources properly. If you do not know how to do this, please
follow the guidelines given in the document entitled 'Adding quotations and
references to your written work' at this web-site address:

http://www.staffs.ac.uklschools/business/bsadmin/staff/s3/jamr.htm

Copy another students' work and submit it for assessment under your own name.

Allow another student to copy your work and they then submit it for assessment
under their name

This last item is of particular importance; few students seem to understand what it means. If,
for example, you allow another student to borrow your work and they subsequently copy
some that work and present it as their own, YOU and they will both be punished even though
someone else copied your work.

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The risks of working with other students

Some assessment tasks are explicitly designed for group work, and it will be made clear that
a group answer is expected from you. All other tasks are intended as an assessment of your
individual comprehension and performance, and group answers are not permitted. In

individually assessed forms of assessment your work must be different from that of every
other student. Plagiarism can occur in aSSignments and any examination where the questions
are issued to students in advance. In both cases it is possible for you to ask other people
about how best to answer the questions or complete the necessary task
You should be aware that different modules and subjects may have different requirements . In
some subjects, answers to questions may, for example, require every student on a module to
employ or refer to the same diagram(s), concepts and
the like in order to construct an acceptable answer. You should note, however, that even in
these circumstances your explanations of what the diagrams mean, and any other writing
referring to any common diagrams and concepts should all be in your own words. Moreover,
the situation may be very different on other modules, where the submission of work that has a
very similar structure, or the use of very similar materials such as concepts, diagrams,
quotations and the like, to that of another student, may lead to you being accused of
plagiarism.
The picture is complicated and, unfortunately, it is not possible to give advice that is directly
relevant to every module you study. If you are unsure about how to avoid plagiarism in any
specific module, then rather than hoping and guessing, you should ask for guidance from the
member of staff who delivers that module.
Our overall advice is straightforward; by all means discuss how best to answer questions or
complete tasks with your colleagues , but when it comes to actually writing your answers - DO
IT ALONE!
What happens if you get caught?
Examination Boards may punish offending students in any manner that they deem fit. Typical
punishments Boards may choose range from reducing grades, making students re-sit
modules, through to failing students on a module or an entire award. The University regards
this form of cheating as a serious offence. Full details of the range of likely punishments can
be found on the University's web-site under the heading 'Procedures for dealing with
suspected cases of academic dishonesty.

Please consider yourself warned.

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Outline for
Managing & Leading Change
Short Assignment - Article Critiquing - 40%
(Write in an essay format. Word limit: 800 (minimum) to 880 (maximum) words.)
I.

Introduction (100-120 words)

1.1 Summary of the Article (A brief profile of the article; a summary of the idea of
the author about change and how change is implemented)
1.2 Objectives of the Assignment ( refer to the tasks required for the article)

II.

Content and Analysis (650 words)

2.1 Theories/concepts of change that is applicable/related to the article.
(support theories and analysis with proper relevant citations)
2.2 Strength and Weaknesses of author's opinion. (support analysis and
evaluation with proper relevant citations)
2.3 Positive and Negative Points of the author's opinion (support analysis and
evaluation with proper relevant citations)
2.4 Own Point of View on Implementation of Change (support own point of view
with theory or concept of change with proper citation)

III.

Conclusion (130 words)

IV.

Conclusion should answer the objectives of the assignment.

Emphasis/highlights of the findings in the content and analysis

References (at least 15 references)

Written on a separate sheet

Correctly apply Harvard Style of Referencing
Classify your references per:
a. Books
b. Journals
c. Articles
d. Thesis/dissertation
e. Online Sources)