Critically evaluate, contemporary research (e.g. Balogun and Hope-Haley research, which you referenced) which identifies the benefits (and limitations) of more collaborative models / approaches that involve the workforce in change processes.

FEEDBACK AND ACTIONS POINTS:

Far more critically analytical and evaluative sourced research needs to be used to help you provide informed analysis / evaluation as to how the factors impact on organisational strategy / drivers and the organisational development and design (ODD) strategy and solutions. Level 7 requires less description and more critical analysis and evaluation supported through academic research (i.e. academic journals, textbooks). You have used a lot of your word count on trying to analyse the external factors. As advised, consider providing an analysis of the key issues within the main body of the report and then refer to a fuller PESTLE and / or SWOT analysis within the appendix. This will enable you to then provide further analysis on the actual learning outcomes, in terms of the theories, models and approaches, which are vital to fulfilling the requirements of the assessment. You now need to work on the resubmission by covering the following points: (1) read over the action points for learning outcome 3, 5 and 6 and make sure you make the necessary amendments and actions on all of these points; and (2) read over the comments within the implementation plan and rectify these; (3) use the links provided within the Q&A sheet on Havard referencing and use Harvard referencing for your resubmission; (4) provide a more concise analysis of the key external factors (a full PESTLE is not required within the main body of the report), relate these to ODD practice within the case study organisation and provide a fuller PESTLE analysis within the appendix.

LEARNING OUTCOME 3 TO ACTION:

Your responses do not seem to provide an analysis and critical evaluation of the processes & systems that need to be in place to maintain structures & relationships. Action: refer to the session slides for learning outcome 3 to help determine the content areas that can be considered (the organisational design models discussed (e.g. McKinsey 7s, Galbraith’s Star, Burke-Litwin models also provide initial insights). You need to identify key processes and systems and then analyse and critically evaluate how they can help maintain structures & relationships that you covered within learning outcome 2.

LEARNING OUTCOME 5 TO ACTION:

In places there you provided some ideas in terms of culture and how this may be related to change management. However, there seemed to be little in the way of academic references along with further analysis and critical evaluation of theory and models in relation to change management. In terms of contemporary research the CIPD, for example, have commissioned research by Balogun and Hope-Haley (2014/2015) which provides insights into the benefits of employee involvement using research and case examples. There was also no mention of theories and models referred to within the session (see slides e.g. Kotter, Lewin, Kubler-Ross), which meant your responses were missing the critically evaluative written and research skills needed for a level 7 (masters level) qualification. Critical evaluative insights, particularly in terms of concerns of the overly linear, top down and episodic approaches of the models / theories to change management, would have provided the necessary insights to meet the learning outcome criteria. Action: (1) provide an analysis and critical evaluation, with reference to academic sources, on the benefits and limitations of the theory / models of change management discussed within the sessions (e.g. Kotter, Lewin, Kubler-Ross); and (2) analyse and critically evaluate, contemporary research (e.g. Balogun and Hope-Haley research, which you referenced) which identifies the benefits (and limitations) of more collaborative models / approaches that involve the workforce in change processes.

LEARNING OUTCOME 6 TO ACTION:

You have shown some demonstration of your understanding of culture. However, your responses tend to just provide broad statements, without further analysis or critical evaluation of the significance of the issues for the case study organisation. Far more wider reading and reference to research theory is needed in order for you to demonstrate your understanding of the complexities involved in managing culture. Action points: (1) provide an analysis and critical evaluation, with reference to academic sources, of the concept of culture, and its components, and the extent to which it can be ‘managed’ in reality. The core text and other key sources within the text and provided within the sessions, provide a critical evaluation on ‘managing culture’; (2) analyse and critically evaluate the research in terms of examining the ‘democratisation’ of workplaces, particularly in terms of enabling and empowering workers to be actively involved in the design of systems and processes such as defining organisational values. In particular. consider the chapter within the core text which referred to Martin’s (2005) classifications of culture. More references to contemporary research will provide critical evaluative insights, particularly in terms of the limitations of ‘managerialist’, ‘rationalistic’ and ‘unitaristic’ approaches to organisational culture.