Could you make the format a powerpoint ?
MN6003 - Strategy: Choices and Change MN 6003 Strategy: Choices and Change Summative Assessment # 3: Individual Leadership and Implementation of Strategic Change Case Study Analysis (30%) Paul Polman: turnaround and development of strategy at Unilever Learning Outcome addressed by Individual Leadership and Implementation of Strategic Change Case Study Analysis The Learning Outcome addressed by this assessment is: LO3: Apply the assessment of the main issues and risks confronting an organisation when implementing strategic change to the creation of context-specific recommendations for the effective delivery of strategic change. Task You are required to produce a 12-minute Powerpoint (or equivalent) presentation based on the Unilever Case Study and on the three questions shown below; you must then also create a video of you delivering that presentation. You must upload the video to Youtube as an “unlisted” video and post the link together with a copy of your powerpoint slides on your Personal Journal. You must show the video in person during an allocated seminar workshop – you must attend the seminar in person in order to answer questions from your tutor and other members of the seminar about your material. Any video which exceeds this strict time limit by more than one minute will be penalised. Your video should demonstrate your ability to apply a range of strategic change and leadership models to gain a constructive insight about the change process within Unilever plc. The 3 questions which you must address: 1) Apply Balogun and Hope Hailey’s Change Kaleidoscope model to the case and use this to discuss the strategic change context before 2009. Note: you should discuss what the most inhibiting aspects of the change context were and what were the most enabling or helpful aspects. 2) Critically evaluate the change process that took place at Unilever by applying the following two models, namely: · applying Johnson’s Cultural Web model to the case and using it to compare and contrast the culture of Unilever pre-2009 and post-2009. You must create a table so you can apply the Johnson model once for pre-2009 and once for post-2009. Note: in your video, you should discuss the most significant similarities and differences between pre-2009 and post-2009; when applying Johnson’s Cultural Web, you should also discuss how the cultural changes were achieved. · applying Kotter’s 8 Change Step model. You must create a table covering each of Kotter’s 8 Change Steps. Note: when applying Kotter’s 8 Change Step model, you should discuss what seemed to work well or not so well, did the process follow Kotter’s Change Steps or was there something more that Unilever might have done to ensure the success of the change? 3) Using either Lynch’s Five Elements Model or Crossan’s Transcendent Leadership Model, critically evaluate Paul Polman’s leadership of Unilever. Note: you should discuss the style of change leadership, setting stricter performance targets, the need to create greater economic value and improved organisational capability. Points to note about your videoed presentation Quality and structure of the videoed presentation Only use information that appears in the case study. You are not required to undertake independent research. Students should refer to Chapter 15 in the core textbook Johnson G et al (2017) Exploring Strategy, 11th Edition You must appear in the video yourself. You must upload the video onto Youtube as an “unlisted” video and post the link plus a copy of your powerpoint slides on your Personal Journal. Use of diagrams or tables For each question, you must apply one or more strategic change or leadership models (as per the questions on pages 2-3 above). You must create a table or diagram on your slide containing each element of the model and populate it with data from the case study using bullet points. There are marks awarded for “application of key models using relevant data from the case”. Discussion of diagrams and tables It is not enough to just populate the diagram or table. For each diagram or table, you must also discuss your findings in your videoed presentation. Do not mention everything in the diagram or table. Tell the audience what the most important factors are based on your analysis. You can use the prompt notes in the questions to help e.g. to focus your discussion on the most critical aspects of Paul Polman’s leadership of Unilever for Question 3. There are marks for “Discussion of findings demonstrates depth of understanding of the case and the theory and some originality in thinking.” So, if you just have tables and diagrams without discussion in your videoed presentation, or discussion without tables and diagrams, then you will lose valuable marks. Evidence of academic reading For every question, you must demonstrate some academic reading about the model you are using (academic text books or academic journal articles rather than internet sources). However, you should not describe the models in detail, but you should summarise each model in 2 or 3 lines in order to introduce it. You should reference your academic reading using the Harvard system (at least four different academic sources). An example could be to use the text book by Lynch and find a quote where the author explains the purpose of his own Five Elements Leadership model. Books and articles that will help with this are listed from page 11 onwards of this briefing. There are marks awarded for “evidence of academic reading. At least four different academic sources cited” so you will lose marks if you don’t do this. You must include references within the main body of your videoed presentation, and show an end reference list. You will lose valuable marks if you simply list four different books at the end of your videoed presentation. Conclusion of videoed presentation Marks are awarded for “evidence of critical reflection on the theory and the case”. The conclusion section of your videoed presentation (see detail below on ‘videoed presentation structure’) provides a good opportunity to reflect on: · the main points from each of the three questions; · how well leadership and the implementation of strategic change was managed; and · the usefulness of the models e.g. any strengths or limitations. Indicative Structure for Videoed Presentation Please note that the link to your videoed presentation should be supported by a Student Self-Assessment and Feedback Coversheet specific to this assignment, a blank template of which has been posted on Weblearn. Once you have completed page 1 of your Coversheet, you must post it to your Personal Journal on Weblearn. Contents slide 1.0 Introduction – briefly introduce the purpose of your videoed presentation approx. 1 minute 2.0 Case Study Analysis – 3 sub-sections, one for each of the 3 main questions approx. 8 minutes discussing the findings of your diagrams and tables 3.0 Conclusions – summarise the main points from section 2.0 and reflect on how well leadership and strategic change were managed, together with the usefulness of the models e.g. any strengths or limitations approx. 2 minutes 4.0 References – there should be at least four different academic references from text books and academic journal articles approx. 1 minute Assessment Criteria for Individual Leadership and Implementation of Strategic Change Case Study Analysis Task management of Videoed Presentation · Video link and powerpoint slides submitted on time, with completed Student Self-Assessment Coversheet posted on time to student’s Personal Journal on Weblearn · Good visual and audio delivery · Well-designed – timing and structure · List of sources provided using Harvard referencing style throughout Content of Videoed Presentation · All Case Study questions answered fully · Application of key models using relevant data from the case · Discussion of findings demonstrates depth of understanding of the case and the theory and some originality in thinking · Evidence of critical reflection on the theory and the case Scholarship · Evidence of academic reading · At least four different academic sources cited Grading Structure Letter grade & mark recorded ASSESSMENT DESCRIPTORS A+ 95% · Exceptional in meeting the brief of the assessment task, addressing the specific criteria and meeting all of the Learning Outcomes · Shows evidence of extensive knowledge and understanding of what has been learned in the course so far · Demonstrates originality of approach · Outstanding breadth of study · Shows exceptional evidence of extensive reading beyond the course content and of independent thought, linking theory and practice · Includes accurate references in text, all sources accurately recorded in reference section · Is comprehensive, accurate and presented in a well-structured and organised format · Shows a sophisticated ability to express complex ideas · Exceptionally fluent and clear written and / or oral style, demonstrating flair, with no errors · Outstanding discussion & analysis A 85% · Excellent in meeting the brief of the assessment task, addressing the specific criteria and meeting all of the Learning Outcomes · Shows convincing evidence of significant knowledge and understanding of what has been learned in the course so far, linking theory and practice · Shows convincing evidence of extensive and thoughtful reading beyond the course content · Includes accurate references in text, all sources accurately recorded in reference section · Is clear, concise, well structured and well presented · Excellent fluent written and / or oral style, with a few very minor errors · Excellent discussion & analysis A- 75% Recommended Academic Sources available: ALL THE MODELS REFERRED TO IN THE QUESTIONS CAN BE FOUND IN: Johnson, G. Whittington, R. and Scholes, K. Angwin, D. and Regner, P. (2017) Exploring Strategy, Edition 11, Pearson and in sessions 17, 18, 19 and 20 of the module. We also discussed merger success in session 12. Kotter’s 8 Change Steps model is not listed in full in this book so a better source for the Kotter model is: Kotter, J. (1995) 'Leading Change: Why Transformation efforts fail' Harvard Business Review, March-April 96 Vol. 73(2) pp.59-67 (available online through the library catalogue) Further suggested sources of academic reading include: Hailey, V. H., & Balogun, J. (2002). Devising Context Sensitive Approaches To Change: The Example of Glaxo Wellcome. Long Range Planning, 35(2), 153-178. (further reading on the change kaleidoscope - available online through the library catalogue) Balogun, J. , Hope Hailey, V. and Gustafsson, S. (2016) Exploring Strategic Change, 4th edition, Prentice Hall (further reading on the change kaleidoscope) Johnson, G. (1992). "Managing strategic change— strategy, culture and action." Long Range Planning, 25(1), 28-36. (further reading on the cultural web - available online through the library catalogue) Johnson, G. (2000). "Strategy through a Cultural Lens." Management Learning, 31(4), 403-426. (further reading on the cultural web - available online through the library catalogue) Kotter, J. (2012) Leading Change, Harvard Business Review Press (further reading on Kotter’s change steps) Nguyen,H. and Kleiner, B.H., (2003) The effective management of mergers, Leadership & Organisation Development Journal Volume: 24 Issue; 8 pages 447-454 (referred to in session 16 of the module) Haspeslagh, P (1999) Managing the mating dance in equal mergers, Financial Times Mastering