Assignment front sheet

Qualification Unit number and title

Pearson BTEC Level 7 Diploma in Strategic
6 – STRATEGIC CHANGE MANAGEMENT
Management and Leadership
Student name Assessor name

Assignment title 2 – Change Plan

Assessment
In this assessment you will have the opportunity to
Learning Outcome Criteria for Task no. Evidence
present evidence that shows you are able to:
Pass Pattern
Learning Outcome 2: P2.1 Examine the need for strategic change in an Report
Understand issues relating organization 1
to strategic change in an
organisation P2.2 Assess the factors that are driving the need for Report
1
strategic change in an organisation
Learning Outcome 3 & 4: P2.3 Assess the resource implications of the organisation Report
1
Be able to lead stakeholders not responding to strategic change
P3.1 Report
in developing a strategy for
change & Be able to plan to Develop systems to involve stakeholders in the
implement models for planning of change 2
ensuring ongoing change

P3.2 Develop a change management strategy with Report

stakeholders 2

P3.3 Evaluate the systems used to involve stakeholders in Report

the planning of change 2

P3.4 Create a strategy for managing resistance to change Report

2

P4.1 Develop appropriate models for change Report

2

P4.2 Plan to implement a model for change Report

2

P4.3 Develop appropriate measures to monitor progress Report

2
Task 1 (LO AC2.1, 2.2,2.3)

Scenario:
British Airways is the flag carrier airline for the United Kingdom with its head quarters in Waterside. The
main hub of British Airline is at the Heathrow Airport of London; its second hub is at Gatwick Airport and
the third one is at London City Airport which is served through BA CityFlyer a fully owned subsidiary of
British Airways.
British Airlines happens to be the largest airline of UK on the basis of its international flights and
destinations and their fleet size. In the year 1971 British Airways board was formed to manage the two
airline corporations, BEA and BOAC, and relatively two smaller regional airlines Northeast Airlines from
Newcastle and Cambrian Airways from Cardiff. But in the year 1974 all these airlines were dissolved to
form one major airline British Airways (BA). The airline was created aiming at being the worldwide
network and achieving economies of scale. The merger of these airlines resulted in 50,000 staff members
and 215 aircraft, which are considered to be grossly overstaffed along with many levels incompatible
management structure. Problems were being created because of the cultural differences between the airlines
along with a 'class' distinction amongst the staff members.
When the middle oil crisis arrived in the world and resulted in reduction of market, it left the already
overstaffed BA airline with massive losses, a very poor service reputation and 20,000 potential
redundancies. The union was so strong in the company that it made difficult for the company to take any
remedial measures. By the year 1980 the fleet was downsized to 174 aircrafts but still the company was
loosing money at the rate of £200 pounds per minute. With the government supporting the company, there
was no internal urgency for the change to take place and outside competition to be adapted. (Lundy &
Cowling 1996)
By the year 1981 British Airways appeared to be a failing company making multimillion pound losses. It
gained the reputation of being a major international airline giving the worst service. The only solution than
was seen to make a change in the culture of the staff. For 13 years it remained a nationalized company and
in February 1987 it became privatized as a plan of the conservative government of that time.
Major Problems being faced after the merger:
When British Airways was formed after the merger it faced a number of problems and issues. Main
problem was encountered in terms of the culture differences of the companies. When the members of
organizations belonging to different and diverse cultures interact with each other and one of the cultures is
required to adapt the practices and methods of another culture it results in disruptive tensions. Same
situation took place between he employees of BEA and BOAC the two emerging industries of that time.
This problem can be explained as a culture clash or acculturative stress.
Another issue arrived in terms of the management system being imposed in the company. BA implemented
a very inflexible, preoccupied and hierarchical management system creating status differences which was
also evident from their uniforms. The company also had problems being rule oriented. The new
management had problems in identifying and addressing the needs of their customers. The company
emphasized more on their inward looking management approach and on maintaining their various routes
and all this resulted in customers being unsatisfied.
Change in direction:
In the year 1979 Mrs. Thatcher's new conservative government took the decision to privatize the airline. At
that time the European airline market was developed majorly and most of the airlines were state owned. A
whole process was put in place for the privatization of airline. Eight years of time was taken to make it
happen, stand on its own feet and emerge to succeed as a commercial body. This included a whole process
of culture change and cost cutting. Hence the different models of change process were being applied in the
form of Theory O (through focusing on changing the behavior and culture) and Theory E (through cost
cutting). Because of the restructuring of the airline there was a reduction in the number of routes served, the
college of air training was closed, catering operations were transferred to outside contractors and property
interests were divested. (Horner & Swarbrooke 2004)
The airline was shown to be a peasant class of travel and showing general subservience to the pressures of
trade unions. However, the internal studies showed that jobs of the managers of highly specialized,
communications in between the departments were highly poor and technically the airline was bankrupt.
Major management changes were being considered in order to change this reputation of poor services. This
was known to be the change management which is incorporating change in to the working systems so that
the company becomes more efficient is satisfying the needs of customers or clients.
This served as a basis for the appointment of Lord King as chairman and as Chief Executive King Marshall
was appointed in the year 1980. Hence, first change took place in the form of leadership change where
these leaders with their authority, later on made organizational changes. When this Chairperson started
working, noticed that a lot of valuable resources were being wasted and the company was working
inefficiently. In order to make the company more profitable, it was decided to restructure the whole
organization and change methodology change management plan was seen as the best way to do that.
Task 1 Lo2 addresses P2.1
Examine the need for strategic change in an organization.
 Learners should able an understanding of the forces that are impacting on an organization and
driving the need for change. Showing understanding needs to be more than just a list of forces and
change drivers.
Task Lo2 addresses P2.2
Assess the factors that are driving the need for strategic change in an organisation.
 Learners need to demonstrate that they have researched and examined the current position of the
organisation and that they are able to assess the factors in the organisation that are driving the
need for change.
 For AC 2.1 and 2.2, it is expected that learners will show an understanding of the forces that are
impacting on an organisation and driving the need for change. Showing understanding needs to be
more than just a list of forces and change drivers. Learners need to demonstrate that they have
researched and examined the current position of the organisation and that they are able to assess
the factors in the organisation that are driving the need for change.
 Appropriate models should be used and applied to the organisation.
 Appropriate research should be conducted and presented which is organisationally focused
 The drivers for a change in a wider organisational context should be well explained, however,
those relating to the IT system are identified and the need for change is discussed.

Task Lo2 addresses P2.3

Assess the resource implications of the organisation not responding to strategic change.

 Learners need to assess the resource implications of the organisation not responding to change. It
is expected that learners will assess the relevant financial, human and physical resources. They are
not expected to cost the resource implications for the organisation.

 The discussion should show evident of the resource consequences of the change.

 The implications of not responding to change should be mentioned clearly. Need to attach SWOT
analysis.

Task 2 LO 3&4 (AC.3.1,3.2,3.3,3.4,4.1.4.2,4.3)

Scenario:
Learner can Select an Organization of their Choice.
You are part of the change management team of the selected organization. Few employees have been newly
appointed to the change management team. You are assigned the task of assisting them in learning the
strategies in change management and stakeholder management.

Task 2 LO3 addresses P3.1

Develop systems to involve stakeholders in the planning of change.

 Learners need to develop systems to involve stakeholders in the planning of change. The systems
need to be appropriate and workable in the selected organization.

 Stake holders were identified their roles in the change were discussed, along with appropriate
reference to theory.

Task 2 LO3 addresses P3.2

Develop a change management strategy with stakeholders.

 Learners need to show that they understand the different strategies that are available in the process of

change management. They need to develop an appropriate strategy for change in the selected organization

and show how they would involve stakeholders in the development of this strategy.

 Coverage of the key change management strategy requirements should be evident clearly.

 There should be detail stakeholder analysis, more of which should be included in the body of the report to
strengthen the rationale for and involvement of stakeholders in this particular change situation.
Task 2 LO3 addresses P3.3

Evaluate the systems used to involve stakeholders in the planning of change.

 Learners need to make judgements on the effectiveness of the systems used to involve stakeholders in the

development of a change strategy. They need to evaluate the process, taking account of anything that

worked well and anything that did not work well or could have worked better.

 Discussion on the project and the stakeholders’ involvement should able to cover the key requirements.

Task 2 LO3 addresses P3.4

Create a strategy for managing resistance to change.

 Learners need to show that they recognize that resistance to change can show itself in different ways. If

managed badly, resistance can become entrenched and spread throughout the organization. Learners need

to create a strategy for managing resistance to change that is appropriate to their selected organization. It

needs to address the issues and provide a workable approach to overcome the resistance.

 A detail analysis of resistance to change should be included.

 A strategy to manage resistance to change should be fully developed for the organization.

Task 2 LO4 addresses P4.1

Develop appropriate models for change.

 Learners need to develop appropriate models for ongoing change in their selected organization. The models

need to reflect the circumstances facing the organization.

Task 2 LO4 addresses P4.2

Plan to implement a model for change.

 Learners need to show how they would plan to implement the model for change in their selected
organization. Internal and external circumstances impacting on the organization also need to be
considered.

Task 2 LO4 addresses P4.3

Develop appropriate measures to monitor progress.

  Learners need to develop measures to monitor the progress of the change model once it is launched. The
measures will need to be practical, workable and appropriate to the organizational context.

Part 2 (AC 2.1, 2.2, 2.3, 3.1, 3.2, 3.3, 3.4, 4.1, 4.2, 4.3)
Prepare a written report which includes the following:
a) Introduction to the organisation chosen.
b) An analysis of the strengths and weaknesses of the organisation requiring change.
c) A discussion and critical evaluation of the background to the need for the organisational change – including the
driving and restraining forces and consequence of not changing.
d) Outline the system used to involve stakeholders in the introduction of change and the diverse reactions to change
by different stakeholders.
e) Critically evaluate the appropriateness of the management of stakeholders.
f) Assess the options available to the organisation in implementing the change project.
g) Recommend and justify an appropriate change model/strategy including a strategy to manage reactions to
change, including any resistance.
h) Plan the implementation process and methods to monitor and evaluate success, e.g. headline timescale,
resources needed and evaluation/control systems.
i) Conclude with a comparison of how change is managed in a different business, giving an example to justify your
analysis.

A pass grade is achieved by meeting all the requirements listed in the assessment criteria

Evidence
Summary of evidence required by student
checklist

Task 1 REPORT

Task 2 REPORT