MANAGING AND LEADING STRATEGIC CHANGE

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QUESTION
The following are indicative of the threshold pass requirements for the assignment.
The paper introduces the focus, scope and purpose in line with the assignment
1.Evidence of research to identify and introduce relevant trends influencing the nature of change in relation to the chosen focus
2.Some use of theory to identify and justify relevant components of a competency framework related to leading and managing change
3.Creation and presentation of a leading and managing strategic change competency framework
Demonstrates some understanding of;
4. issues arising from the management/leadership of change, and the potential responses
Evidence of self-evaluation using the framework developed within the Review
MANAGING AND LEADING STRATEGIC CHANGE
The assignment introduction
The competencies that helped the current leaders succeed may not be appropriate for the next generation of leaders. Next generation leaders require different skills, behaviours, and insights for the challenges ahead…”
(Conger 2004
One of the most significant of these challenges will be the necessity to understand change and its underpinning, emergent dynamics in order to lead and manage successful and sustainable organisational change. Many organisations such as CMI, CBI, CIPD conduct and commission research across a range of sectors to help inform organisational readiness to respond effectively to the opportunities and threats arising from change.
Assignment requirements
This assignment requires you to contribute to this body of knowledge by producing a 3000 Change Readiness Review document which sets out your critical analysis of the key skills and competencies required in relation to leading and managing organisation change.
The Briefing document has four key sections:
1. A section which identifies and justifies the focus of the review – (i.e. sector specific? industry specific? Generic/broad across sectors?). Using a ‘Future Back’ approach, to look forward 5 years, identify the significant trends influencing the nature of the ‘change landscape’ and potential responses to change (approx. 20%)
2. Drawing from the previous analysis use appropriate literature to identify and justify the key components of a leading and managing strategic change competency framework (approx. 30%)
3. Create the framework identifying the key competencies/competences and the criteria by which these will be evaluated (approx. 20%)
4. Use the competency framework to critically evaluate your own readiness to act as a leader/manager of organisation change (approx. 30%)
Your choice of focus can be informed by your current career planning and/or your interest in a specific sector i.e. public sector organisations, SMEs, not-for-profit, family owned businesses, large corporates etc. You may alternatively set up your focus to enable research and a competency framework that applies more broadly across a range of sectors.

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