Reference no: EM1390640

Brief introduction to the assignment. Academic definitions of terms used. Clear diagram, that draws extensively on the case study contents and evaluates/ranks the identified factors. Reference to the typology of change provides additional depth

Two sections to provide an in-depth critical evaluation of people and change - one from the change recipient perspective and the other from the change implementer perspective. Narrative should be supported by theoretical sources

Selection of an academic theoretical change management model, or a creative design drawing on the research principles of change management to demonstrate the operationalization of the change process identified in the case study. Drawing on examples from other documented cases could strengthen this section

Harvard referencing principles are applied throughout the submission in the correct manner. Authentic and academic sources have been utilised to support each section of the work

Omitting to reference correctly reduces work to a descriptive level only.

The work is presented to a professional and business-like standard and incorporates an introduction and summary. Each section is clearly identified with a sub-heading. International business English that is correctly structured is expected.

The Finance Director at Differences Inc. added a new agenda item to the monthly management meeting: The Cashless Office. She explained to her team: "I've been reading about Generation N, those born in the 1980s and later. They make up the majority of our customers now - apparently they have a different definition for loyalty, time and success than previous generations, it lives in the present. That's according to someone called Marston, writing back in 2007. Life has moved on since then and they want barrier free communication, with immediate results. That means using the latest technology."

She paused. "I want immediate results in relation to how we collect our payments, I've brought details of our debtor days, together with the amounts and the cost to Difference Inc. of our collection processes. Altogether this area of our work is inefficient and takes up resource that could be used on other, more productive work. "

"The payments system is going to change and that will mean significant changes to job roles and tasks. My view is that the cashless office will bring savings and efficiencies to the finance department and to the Corporation as a whole," added The Finance Director.

"We need to discuss a change framework with a clear timescale and expectations, oh, I'll need someone to lead the change project, any volunteers? My initial view is that we should go live on the first day of the new financial year. Looking at the calendar that gives us six months, which should be plenty of time. Now, where shall we start ....?"

The Plan that emerged from the monthly meeting is:

1. Design a change framework for the project, which was agreed should be written up as force field analysis to identify and analyse the extent of each element.

2. The proposed change would have a significant impact on most people within the finance department, this required two actions:
a) Evaluative research would be required to identify the potential reaction from those involved to change.
b) A change agent to facilitate the project would be identified. In order to do this a judgement of the required traits and characteristics was required by the next monthly meeting as a starting point for nominations.

3. The Finance Director required a contextually relevant change management model that would provide a guide to priorities and process during the operationalization of the factors identified in parts one and two and lead to completion of the change process.

4. Use of academic referencing throughout that complies with Harvard principles. References listed on the final page in alphabetical order by author's surname

5. Professional business presentation throughout, supported by an effective structure that includes a brief introduction and summary.