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Leadership and Change Management
Assessed Learning Outcomes
1. Critically evaluate leadership theories and assess their utility in the management of change
3. Evaluate potential barriers to organisational change and the effective management of the process
Please refer to the deadline on the VLE
- [email protected] See rules 6.112 –
6.141: http://web.anglia.ac.uk/anet/academic/public/academic_regs.pdf Please note:
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 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:
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:
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.
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
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.
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:
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:
Critically evaluate leadership theories and assess their utility in the management of change
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:
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:
Marks will be awarded as follows:
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