ADDITIONAL INFORMATION

• This is a group presentation with individual elements assignment. You should bring a hard copy of the presentation with you and also upload the presentation file and any movie file on the link provided for this on VLE. Both should be uploaded just before your presentation takes place.
• No extensions are available for this assessment.
• Mitigation: The deadline for submission of mitigation in relation to this assignment is no later than five working days after the submission date of this work. Please contact the Director of Studies Team
• Critically evaluate leadership theories and assess their utility in the management of change

- DoS@london.aru.ac.uk. See rules 6.112 –

6.141: http://web.anglia.ac.uk/anet/academic/public/academic_regs.pdf Please note:

• All group members must take part – with equal emphasis placed on each presenter
• You must provide a hard copy of your presentation slides at the start of your presentation
• Ensure that slide 1 includes all the group members’ names and SID numbers

• Use Harvard referencing to acknowledge the sources
• Your final slide should provide the Reference List

PRESENTATION TASK

Instructions

Healthcare Case Study

It was just a month since Professor Temi resumed duties as the Chief Medical Director (CMD) of University Teaching Hospital Ibadan (UTHI) — a leading teaching hospital in southern Nigeria. Departing from his new role of attending to largely administrative requirements, Dr Temi decided to operate on a patient he had booked for surgery prior to his appointment. After successfully carrying out the surgical procedure, he excused himself from the theatre and walked briskly into the consultants` waiting room where his Executive Assistant — Taiwo — was already waiting for him with a load of files laid out on a table. Critically evaluate leadership theories and assess their utility in the management of change

UTHI: Commencement and Decline

UTHI was designed to be a centre of excellence and a reference centre for the training of indigenous doctors, nurses and other health care workers. It was established to provide teaching, research and clinical service facilities in the south-western region. In the 1970s, UTHI was one of the leading teaching hospitals in Nigeria and was reputed for the calibre of its clinical staff, quality of research output and the range of services it offered. However, starting from the mid-1980s, the quality of service and infrastructure showed a decline. This decline was generally attributed to the following:

1. adverse macroeconomic environment
2. reduction in capital allocation from the federal government
3. large-scale emigration of skilled health care workers
4. perennial industrial crises characterized by frequent strike actions by various cadre of staff
5. growing inability of patients to afford the meagre hospital charges
6. deterioration in physical infrastructure
7. aging and outdated equipment prone to frequent breakdowns
8. deterioration of the national health system characterized by degradation of the primary and secondary tiers of health care service, which, in turn, placed an undue burden on the few tertiary health care centres; and
9. frequent power outages and dependence on diesel-powered generators.

These interrelated factors resulted in a vicious cycle, which served to progressively demotivate the staff, resulting in a culture of apathy to work and nonchalance to customer service.

Vesta Healthcare Partners (VHP) Limited, a medical professional services (consultants) firm, had made some recommendations at the tail end of the previous UTHI administration and the onus lay on Professor Temi to decide on its implementation. It involved revamping the existing performance management systems as well as tweaking the existing organizational structure. The existing structure and reward system could not fuel the transformation of the hospital he desired. It also had adverse implications for the quality of health care delivered to patients.

Besides, performance measurement metrics under the current system were unclear and not benchmarked with international standards. Thus, it had an ineffective linkage with clinical performance outcomes and employee productivity. Remuneration was dependent on pay grades and promotions were based on years spent. As one who had risen through the ranks and was the Chairman Medical Advisory Committee (CMAC), prior to his appointment as the CMD, Professor Temi was convinced of the good intentions of the proposal. He was particularly excited about the positive impact the recommendations could have on his vision of moving UTHI from a tertiary health care facility to a quaternary health care facility.

However, VHP`s recommendations were bound to ‘rock the boat’ significantly, and, if inadequately managed, could spark off marked labour agitations. This would adversely impact on the hospital`s shaky reputation and the new future that Professor Temi envisaged for the institution. He was certain of several collateral damages, including a decline in external funding and a strain of public– private partnerships (PPPs) that the hospital had recently established. Critically evaluate leadership theories and assess their utility in the management of change

Your team have been asked by the CEO to present your advice to her on the challenges and best course of action to achieve a successful outcome for the issues above.

You are required to identify the following in the presentation:

Group Task (40%)

Task 1: With reference to the above scenario, identify and evaluate potential leadership theories and approaches that may be utilised, and their potential impact on the changes.

Individual Task (60%)

Each member of the team to present on ONE of the following:

Task 2: Critically analyse stages of organisational lifecycle and recommend different leadership theories appropriate for managing each stage

Task 3: Assess the influence of culture on working relationships within the organisation

Task 4: Evaluate communication strategies relevant to different stages of the above changes

Learning outcomes assessed

1. Critically evaluate leadership theories and assess their utility in the management of change

2. Evaluate potential barriers to organisational change and the effective management of the process

Hospitality Case Study

Based in central London the European Club was founded in 1900. The club is a non-profit making charity whose good works for the last 100+ years include offering scholarships for gifted children from poorer countries the opportunities  to study in the UK. The Charity is governed by a Board of Trustees who also form part of the Board of Directors. The CEO sits on the Board of Directors whilst the General Manager and Club Secretary report into the CEO.

Revenue for the charity is derived from the operation of the central London clubhouse (situated in a fashionable street in Mayfair London W1) containing a very ‘old fashioned’ and largely unused waiter service cocktail bar, The Fox and Hound – a 50 seat restaurant, the dining room, 4 function rooms (no in-built meeting room equipment) and a number of bedrooms (50) which it lets to club members for a highly subsidised amount of just £75 per night. Many of these rooms have not been refurbished in quite a while. Critically evaluate leadership theories and assess their utility in the management of change

The building itself has a certain faded grandeur but is in need of some much needed planned and reactive renovation and maintenance to furniture, fixtures and fittings.

Some of the systems in the Club, including reservations and front office, are still on Excel spreadsheet functions. A manual process is used for creating reservations for the bedrooms, restaurant and bar and function rooms. There is however an online payment system used but there are three separate systems, one for each department. Wi-Fi is available throughout the Club.

Many of the staff have been there for many years and the way things operate have not changed much for a long time. Whilst familiar and comfortable with the current ways of doing things, the staff often moan about the amount of time it takes and the inefficiency of the systems in place.

Hierarchy and Staff Morale

There is a very defined hierarchy and staffing structure in the departments. Staff are not encouraged to make decisions without reference to the head of department nor are they encouraged to put forward new ideas for enhancing or improving practice. Any changes to practice are often from the top down and staff opinions are rarely sought.

Morale, as measured by a small yearly staff survey, appears low, and many of the younger staff leave after just a couple of months citing lack of opportunities and poor training as a cause. The survey also shows that staff are not happy with their manager and feel that they do not get praised or rewarded when they do a good job

The previous CEO had been with the charity for some 30 years and very much left the management of the club to the General Manager, who also retires later this year.

The new CEO of the charity believes that there is a lot more that might be achieved, and good works undertaken, if the operation itself makes more money to invest into the charitable works, and she firmly believes that the organisation is underperforming and is inefficient.

Membership of the club has been falling steadily over the past five years and now stands some 50% of its original membership. A recent member survey shows significant complaints about the conditions of the facilities, especially the restaurant and bar which the members use to entertain as well as the drop-in customer service as well as the general lack of organisation.

Out of 658 Trip Advisor reviews over the last 3 years the following ratings have been given.

• Excellent – 26
• Very good – 31
• Average – 319
• Poor 152
• Terrible - 8

The CEO has approached you and employed your services to produce a plan of action for modernising the restaurant and bar facilities of the club.

The modernisation and renovation programme will include the following:

1. The refurbishment of The Fox and Hound Bar, the dining room and the function rooms
2. Training and development of all staff on the new processes connected to The Fox and Hound Bar, dining room and function rooms.

Naturally this will mean the members of the club paying more for the services; however, this will bring the charges in line with similar institutions and facilities.

The CEOs biggest concern is how to undertake this project with the minimum of disruption. It is not an option to shut the club down completely during the project.

Business as usual, as much as possible, must be maintained. The key stages of the project are:

• Information about the renovations to be sent to all members, staff and suppliers.
• Portioning of the kitchen into sections to allow for the refurbishments to be carried out in stages. This means that the kitchen equipment will need to be moved as the different sections are being worked on.
• Implementation of a new simplified menu due of the lack of availability of the kitchen. This will affect the traditional Sunday lunch that has always been very popular with the club members.
• Re-location of the restaurant and bar operations to the function rooms and back when the renovations are completed. The restaurant capacity will be decreased by 25% due to lack of space.
• Implementation of a new restaurant and bar point of sale computer system as well as a new function room booking system including training of all the staff on the new systems prior to the re-opening.
• Management of the re-opening ceremonies to promote the new facilities

Your team have been asked by the CEO to present your advice to her on the challenges and best course of action to achieve a successful outcome for the issues above.

You are required to identify the following in the presentation:

Critically evaluate leadership theories and assess their utility in the management of change

Group Task (40%)

Task 1: With reference to the above scenario, identify and evaluate potential leadership theories and approaches that may be utilised, and their potential impact on the changes.

Individual Task (60%)

Each member of the team to present on ONE of the following:

Task 2: Critically analyse stages of organisational lifecycle and recommend different leadership theories appropriate for managing each stage

Task 3: Assess the influence of culture on working relationships within the organisation

Task 4: Evaluate communication strategies relevant to different stages of the above changes

Learning outcomes assessed

1. Critically evaluate leadership theories and assess their utility in the management of change

2. Evaluate potential barriers to organisational change and the effective management of the process

ASSESSMENT CRITERIA

Overall Presentation Content: 0-90 Marks

Marks will be awarded for the overall content of the presentation provided. As such, it is essential that you ensure that all of your group members are presenting successfully and are fully prepared for the presentation.

Marks will be allocated on the basis:

• The creativity of the idea
• Whether the presentation content was convincing
• The quality of information in the presentation
• Whether the information shows application of analytical thought
• Whether all essential areas were covered

Presentation Skills: 0 - 10 Marks

You will be assessed on your presentation skills. This does not include anything relating to the content that is presented. These include, but are not limited to:

• Clarity of expression
• Understanding of presented materials
• Use of visual aids
• Professionalism of your pitch

Marks will be awarded as follows:

• A poor answer (39% and below (Fail) misses the point of the task and fails to address the requirements listed in the brief, either entirely or to a significant degree. Expression is simplistic and vague. The answer is unstructured and also fail to use any academic support, with no citations or reference list in evidence. Answer demonstrates no analysis question and is simply a templated solution taken from other sources. Answer lacks significant originality
• A basic answer (40 – 49%) addresses some of the issues and demonstrate limited knowledge of appropriate theory, but at a superficial level. It demonstrates difficulties with structure and contains some gaps in understanding. Expression lacks maturity and use of professional terminology. The material is not arranged in a user friendly, logical format. The delivery system of the programme is be unclear and there are minor inaccuracies in any financial information
• A satisfactory answer (50-59%) addresses a large amount of the questions and demonstrate a sound, basic knowledge of theory, but with some minor omissions in content and minor inaccuracies in expression. Structure is largely logical. There is an attempt to analyse and evidence that the solution has been tailored to a fair degree. Use of theory and evidence is reasonably good but with room left to strengthen the credibility.
• A good answer (60-69%) adopts a logical structure and address almost all of the questions using virtually all appropriate theory that relates. Knowledge appears be sound. The report is supported by a good variety of robust academic and industry sources. Omissions and inaccuracies are minor. Analysis and evaluation is done well, but lacks some depth, detail and sophistication.
• An excellent/outstanding answer (70%+) identifies all the key issues within the question and make extensive use of appropriate theory in providing a credible solution. Structures is logical and the proposal easy to follow and digest. Relevant theory and industry practice is used to produce well-supported recommendations. Grammar and academic skills is of a high standard, and analysis and evaluation is consistently delivered throughout, with sophisticated use of materials. An extensive range of sources have been uses in a highly sophisticated manner.
• An exceptional answer (80%+) Faultless work in terms of presentation and academic skills, and the overall credibility of the proposal is extremely high, to the extent that it might be used as a template for a future industry document. The level of detail included in the plans and schematics is exceptional without being overcrowded or confusing.