Change
GROUP ASSIGNMENT
CULTURAL CHANGE AT EDITH COWAN UNIVERSITY
LEADERSHIP AND CHANGE MANAGEMENT MBA 5603
AUTHORS
LIBO CHENG 10104718
YU HUANG 10096617
GLORIA MWINZI 10239352
DATE 16TH June, 2012
Contents
EXECUTIVE SUMMARY 4 INTRODUCTION 4 BACKGROUND 4 Change event 5 Scope 5 Justification of the change 5 Research questions 6 LITERATURE REVIEW 6 Type of change 6 Model of change 7 Hard System Model of Change 7 Soft System Model of Change 7 Drivers of change (external environment) 8 PESTEL 8 SWOT 8 Force field analysis 9 METHODOLOGY 9 Research ethics 9 Methodology Statement 9 Study limitations 10 RESEARCH FINDING AND DISCUSSION 10 Report a summary of data collection 10 Discussion and analysis 12 CONCLUSION 14 RECOMMENDATIONS 14 REFERENCES 15 APPENDIX 18 Appendix 1: SWOT analysis 18 Appendix 2: QUESTIONNAIRE 18 Appendix 3: INTERVIEW QUESTIONS (Administration) 18 Appendix 4: Relevant models and documents 19
EXECUTIVE SUMMARY
This paper aims to examine the process of implementing, analysing and evaluating organisational change at Edith Cowan University (ECU). The paper starts by introducing the organisation giving a detailed description of the organisational background and the change event.
The paper further goes to list the research questions and review the purpose and scope of the study. The change models and relevant documentation supporting the study are discussed and used to better gain in depth understand of the change situation.
It concludes by explaining the study methods used to acquire information about the organization and change management process. Data was collected from students and staff by conducting interviews, administering questionnaires and observation. Information was also sourced from the university’s website. Following the findings conclusions were reached and recommendations given.
INTRODUCTION
ECU had previously been continually
CULTURAL CHANGE AT EDITH COWAN UNIVERSITY
LEADERSHIP AND CHANGE MANAGEMENT MBA 5603
AUTHORS
LIBO CHENG 10104718
YU HUANG 10096617
GLORIA MWINZI 10239352
DATE 16TH June, 2012
Contents
EXECUTIVE SUMMARY 4 INTRODUCTION 4 BACKGROUND 4 Change event 5 Scope 5 Justification of the change 5 Research questions 6 LITERATURE REVIEW 6 Type of change 6 Model of change 7 Hard System Model of Change 7 Soft System Model of Change 7 Drivers of change (external environment) 8 PESTEL 8 SWOT 8 Force field analysis 9 METHODOLOGY 9 Research ethics 9 Methodology Statement 9 Study limitations 10 RESEARCH FINDING AND DISCUSSION 10 Report a summary of data collection 10 Discussion and analysis 12 CONCLUSION 14 RECOMMENDATIONS 14 REFERENCES 15 APPENDIX 18 Appendix 1: SWOT analysis 18 Appendix 2: QUESTIONNAIRE 18 Appendix 3: INTERVIEW QUESTIONS (Administration) 18 Appendix 4: Relevant models and documents 19
EXECUTIVE SUMMARY
This paper aims to examine the process of implementing, analysing and evaluating organisational change at Edith Cowan University (ECU). The paper starts by introducing the organisation giving a detailed description of the organisational background and the change event.
The paper further goes to list the research questions and review the purpose and scope of the study. The change models and relevant documentation supporting the study are discussed and used to better gain in depth understand of the change situation.
It concludes by explaining the study methods used to acquire information about the organization and change management process. Data was collected from students and staff by conducting interviews, administering questionnaires and observation. Information was also sourced from the university’s website. Following the findings conclusions were reached and recommendations given.
INTRODUCTION
ECU had previously been continually
References: Bloch, M. (2000). Outdoor smoking bans: more than meets the eye. Tobacco Control 9, 99. ECU website: Annual report 2010. (2010) available April 5, 2012 from http://www.ecu.edu.au/__data/assets/pdf_file/0020/208523/ECU-Annual-Report-2010.pdf ECU website: ECU smoke free 2012. (2012) Available from April 6, 2012 from http://www.ecu.edu.au/schools/exercise-and-health-sciences/ecu-smoke-free-2012/about/policies http://www.ecu.edu.au/schools/exercise-and-health-sciences/ecu-smoke-free-2012/overview Edith Cowan University (2009).Engaging Minds; Engaging Communities Graetz, rimmer,Lawrence, smith (2006). Managing organizational change (2nd ed) Australian edition: John Wiley and Sons Australia, LTD. Gregory, D., Johnston, R., Pratt, G., Watts, M.J., & Whatmore, S. (2009). The Dictionary of Human Geography (5th ed.) http://www.slp.wa.gov.au/legislation/statutes.nsf/main_mrtitle_983_homepage.html Lewin,k (1951) Robert B. Burns (2000).Introduction to research methods (4th Ed.) Longman: Pearson education Australia Pty LTD. Samson, D., & Daft, R Senior, B. & Fleming, J (2006). Organizational Change (6th ed.). Harlow: Pearson Senior,B., & Swailes (2010) Turban.E and Volino. L (2011).Information technology for management: improving strategic and operation performance. (8th Ed.). John Wiley and sons, Inc. Qu, S.Q., & Dumay, J. (2011). The Qualitative Research Interview. Qualitative Research Management, 8(3), 238-264 Author | Relevance | Field | Seniors and swailes (2010) | Routine, rituals, routine and stories major influence | Cultural web | Graetz, rimmer,Lawrence, smith ,(2006) | Explain soft change | Kurt Lewin’s classical change model | Lewin, (1951) | Change driving forces and the restraining forces. | Force field analysis | Turban and Volino (2011) | Strength, weaknesses opportunities and threats of the change. | SWOT analysis | Senior and Fleming (2006 ) | Collaboration among leaders, facilitators and implementers of change. | Organizational Development (OD) Model | Samson & Daft,(2009) | Influence from the external environment. | (PESTEL) analysis | Schwab, (2005). | Appropriate research methods | Research method |