1.The submission is in the form of a 15-minute individual PowerPoint presentation and 5 minutes allocated for questions. 2.The presentation slides and speaker notes should be submitted as one copy and uploaded to turnitin. 3.You are required to make effective use of PowerPoint headings, bullet points and subsections as appropriate. 4.Your research should be referenced using the Harvard referencing system. Please also provide a bibliography using the Harvard referencing system. 5.The recommended word limit is 1,500 to 2,000 words, including speaker notes, although you will not be penalised for exceeding the total word limit. 6.The file must be saved in the format: student ID-ULC-Formative-A2, for formative submission and student ID-ULC-Summative-A2, for summative assignment. 7.In case of extenuating situations, the relevant college policies apply ALL THE QUESTIONES IN THE WORD FILE ,,,,,,,,,
unit_17___ulc___assignment_2_fall_2018_19_final_version__1_.docx

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College of Banking and Financial Studies
Assignment Brief – BTEC
Higher National Diploma in Business (Level 5)
Fall 2018- 19 – Assignment 2
ST0:
Student Name /ID
Number
Unit Number and Title
17 – Understanding and Leading Change – A/508/0529
Academic Year
Fall 2018-19 – Semester -3
Unit Assessor
Mr. Saji Luka/ Ms Aysha Al Mandhiri
I. V. Name
MR.H.H Siddique
Assignment Title
Determine how barriers to change influence leadership decisionmaking And apply a range of leadership approaches to a change
initiative.
Issue Date
05-12-2018
Formative Feedback Date
Final Submission Date
05-01-2019
Submission Format:
1. The submission is in the form of a 15-minute individual PowerPoint presentation and 5
minutes allocated for questions.
2. The presentation slides and speaker notes should be submitted as one copy and uploaded
to turnitin.
3. You are required to make effective use of PowerPoint headings, bullet points and
subsections as appropriate.
4. Your research should be referenced using the Harvard referencing system. Please also
provide a bibliography using the Harvard referencing system.
5. The recommended word limit is 1,500 to 2,000 words, including speaker notes, although
you will not be penalised for exceeding the total word limit.
6. The file must be saved in the format: student ID-ULC-Formative-A2, for formative
submission and student ID-ULC-Summative-A2, for summative assignment.
7. In case of extenuating situations, the relevant college policies apply
Unit Learning Outcomes:
LO3. Determine how barriers to change influence leadership decision-making
LO 4. Apply a range of leadership approaches to a change initiative.
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Assignment Brief and Guidance:
With reference to the case studies given below “Change Management @ ICICI” [case study 2
presented in Assignment -1], you are required to prepare and present a power point
presentation and a viva on:
a. Critically evaluate the use of force field analysis in the context of meeting organizational
goals at ICICI given the facts provided in the case study and by performing appropriate
additional research AND
b. Critically evaluate the effectiveness of leadership approaches and models of change
management at ICICI.
Using a variety of change management theories and models (situational leadership, change
initiation, Kotter’s 8-Step model, Lewin’s change management model), different leadership
approaches to dealing with the change at ICIC.
The individual PowerPoint presentation and slides can be sectioned as follows:
1. Introduction to the case study organization.
2. Force field analysis to determine opposition and support for change.
3. Different barriers to change and their influence in decision making and leadership.
4. Accomplishment of change and its success.
5. Advantages and disadvantages of different leadership approaches to dealing with change,
illustrated by application to a range of examples.
6. Critical evaluation summary.
CASE STUDY : CHANGE MANAGEMENT @ICICI
THE CHANGE LEADER
In May 1996, K.V. Kamath (Kamath) replaced Narayan Vaghul (Vaghul), CEO of India’s leading financial
services company Industrial Credit and Investment Corporation of India (ICICI). Immediately after taking
charge, Kamath introduced massive changes in the organizational structure and the emphasis of the
organization changed – from a development bank mode to that of a market-driven financial
conglomerate.
Kamath’s moves were prompted by his decision to create new divisions to tap new markets and to
introduce flexibility in the organization to increase its ability to respond to market changes. Necessitated
because of the organization’s new-found aim of becoming a financial powerhouse, the large-scale
changes caused enormous tension within the organization. The systems within the company soon were
in a state of stress. Employees were finding the changes unacceptable as learning new skills and adapting
to the process orientation was proving difficult.
The changes also brought in a lot of confusion among the employees, with media reports frequently
carrying quotes from disgruntled ICICI employees. According to analysts, a large section of employees
began feeling alienated.
BACKGROUND NOTE
ICICI was established by the Government of India in 1955 as a public limited company to promote
industrial development in India. The major institutional shareholders were the Unit Trust of India (UTI),
the Life Insurance Corporation of India (LIC) and the General Insurance Corporation of India (GIC) and its
subsidiaries. The equity of the corporation was supplemented by borrowings from the Government of
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India, the World Bank, the Development Loan Fund (now merged with the Agency for International
Development), Kreditanstalt fur Wiederaufbau (an agency of the Government of Germany), the UK
government and the Industrial Development Bank of India (IDBI).
The basic objectives of the ICICI were to:

Assist in creation, expansion and modernization of enterprises

Encourage and promote the participation of private capital, both internal and external

Take up the ownership of industrial investment; and

Expand the investment markets.
Since the mid-1980s, ICICI diversified rapidly into areas like merchant banking and retailing. In 1987, ICICI
co-promoted India’s first credit rating agency, Credit Rating and Information Services of India Limited
(CRISIL), to rate debt obligations of Indian companies. In 1988, ICICI promoted India’s first venture capital
company – Technology Development and Information Company of India Limited (TDICI) – to provide
venture capital for indigenous technology-oriented ventures.
In the 1990s, ICICI diversified into different forms of asset financing such as leasing, asset credit and
deferred credit, as well as financing for non-project activities. In 1991, ICICI and the Unit Trust of India
set up India’s first screen-based securities market, the over-the-counter Exchange of India (OCTEI). In
1992 ICICI tied up with J P Morgan of the US to form an investment banking company, ICICI Securities
Limited.
In line with its vision of becoming a universal bank, ICICI restructured its business based on the
recommendations of consultants McKinsey & Co in 1998. In the late 1990s, ICICI concentrated on
building up its retail business through acquisitions and mergers. It took over ITC Classic, Anagram Finance
and merged the Shipping Credit Investment Corporation of India (SCICI) with itself. ICICI also entered the
insurance business with Prudential plc of UK.
ICICI was reported to be one of the few Indian companies known for its quick responsiveness to the
changing circumstances. While its development bank counterpart IDBI was reportedly not doing very
well in late 2001, ICICI had major plans of expanding on the anvil. This was expected to bring with it
further challenges as well as potential change management issues. However, the organization did not
seem too much perturb by this, considering that it had successfully managed to handle the employee
unrest following Kamath’s appointment.
CHANGE CHALLENGES:
ICICI had to face change resistance once again in December 2000, when ICICI Bank was merged with Bank
of Madura (BoM)[1] . Though ICICI Bank was nearly three times the size of BoM, its staff strength was
only 1,400 as against BoM’s 2,500. Half of BoM’s personnel were clerks and around 350 were subordinate
staff.
There were large differences in profiles, grades, designations and salaries of personnel in the two
entities. It was also reported that there was uneasiness among the staff of BoM as they felt that ICICI
would push up the productivity per employee, to match the levels of ICICI [2]. BoM employees feared
that their positions would come in for a closer scrutiny. They were not sure whether the rural branches
would continue or not as ICICI’s business was largely urban-oriented.
The apprehensions of the BoM employees seemed to be justified as the working culture at ICICI and BoM
were quite different and the emphasis of the respective management was also different. While BoM
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management concentrated on the overall profitability of the Bank, ICICI management turned all its
departments into individual profit centers and bonus for employees was given on the performance of
individual profit center rather than profits of whole organization. ICICI not only put in place a host of
measures to technologically upgrade the BoM branches to ICICI’s standards, but also paid special
attention to facilitate a smooth cultural integration. The company appointed consultants Hewitt
Associates [3] to help in working out a uniform compensation and work culture and to take care of any
change management problems.
ICICI conducted an employee behavioral pattern study to assess the various fears and apprehensions
that employees typically went through during a merger. (Refer Table I).
TABLE I: ‘POST-MERGER’ EMPLOYEE BEHAVIORAL PATTERN
PERIOD
EMPLOYEE BEHAVIOR
Day 1
Denial, fear, no improvement
After a month
Sadness, slight improvement
After a Year
Acceptance, significant improvement
After 2 Years
Relief, liking, enjoyment, business development activities
Source:www.sibm.edu
Based on the above findings, ICICI established systems to take care of the employee resistance with action
rather than words. The ‘fear of the unknown’ was tackled with adept communication and the ‘fear of
inability to function’ was addressed by adequate training. The company also formulated a ‘HR blue print’ to
ensure smooth integration of the human resources. (Refer Table II).
TABLE II: MANAGING HR DURING THE ICICI-BoM MERGER
AREAS OF HR INTEGRATION
FOCUSSED ON
THE HR BLUEPRINT

A data base of the entire HR structure

Road map of career

Determining the blue print of HR moves

Communication of milestones

IT Integration – People Integration
Business Integration.

Employee communication

Cultural integration

Organization structuring

Recruitment & Compensation

Performance management

Training

Employee relations
Source: www.hrindya.com/wp-content/ uploads/…/CHANGE-MANAGEMENT@ICICI.doc
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Grading Criteria
Learning Outcome
Pass
Merit
Distinction
LO3 & 4
LO3 Determine how
barriers to change
influence leadership
decision-making
P4 Explain different
barriers for change
and determine how
they influence
leadership decisionmaking in a given
organisational
context.
M3 Use force field
analysis to analyse
the driving and
resisting forces and
show how they
influence decisionmaking.
D2 Critically evaluate
the use of force field
analysis in the
context of meeting
organisational
objectives.
LO 4. Apply a range
of leadership
approaches to a
change initiative.
P5 Apply different
leadership
approaches to
dealing with change
in a range of
organisational
contexts.
M4 Evaluate the
extent to which
leadership
approaches can
deliver organisational
change effectively
applying appropriate
models and
frameworks.
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D3 Critically
evaluate the
effectiveness of
leadership
approaches and
models of change
management.
LEARNER ASSESSMENT SUBMISSION AND DECLARATION
When submitting evidence for assessment, each learner must sign a declaration confirming that the
work is their own.
Please list the evidence submitted for each task. Indicate the page numbers where the evidence can
be found or describe the nature of the evidence (e.g. video, illustration).
LO
Evidence submitted
Page numbers or
Description
LO3
LO4
Additional comments to the Assessor:
Learner declaration
I certify that the work submitted for this assignment is my own. I have clearly referenced
any sources used in the work. I understand that false declaration is a form of malpractice.
Learner signature:
Date:
6
ASSESSMENT RECORD SHEET – FORMATIVE FEEDBACK
Programme
BTEC HND BUSINESS LEVEL 5 Learner name
Determine how barriers to
change influence leadership
Assignment
decision-making and apply
Assessor name
title
a range of leadership
approaches to a change
initiative.
17/ Understanding and
Targeted learning
Unit no. and
leading change
aims/assessment
title
criteria
First Submission
Deadline
Targeted
criteria
LO3 and LO4
Date submitted
Criteria achieved
Assessment comments
LO 3
LO 4
General comments
Assessor
declaration
I certify that the evidence submitted for this assignment is the learner’s own.
The learner has clearly referenced any sources used in the work. I understand
that false declaration is a form of malpractice.
Assessor
signature
Date
Date of feedback to
learner
Resubmission
authorisation
by Lead
Date
Internal
Verifier*
* All resubmissions must be authorised by the Lead Internal Verifier. Only one resubmission is
possible per assignment, providing:
● The learner has met initial deadlines set in the assignment, or has met an agreed
deadline extension.
7
● The tutor considers that the learner will be able to provide improved evidence without
further guidance.
● Evidence submitted for assessment has been authenticated and accompanied by a
signed and dated declaration of authenticity by the learner.
**Any resubmission evidence must be submitted within 15 working days of receipt of results
of assessment.
ASSESSMENT RECORD SHEET – RESUBMISSION – SUMMATIVE FEEDBACK
Deadline
Date submitted
Targeted
criteria
P4
P5
M3
M4
D2
D3
Criteria achieved
Assessment comments
General comments
Learner Declaration
I certify that the evidence submitted for this
assignment is my own. I have clearly referenced
any sources used in the work. I understand that
false declaration is a form of malpractice.
Learner signature
Assessor declaration
Date
I certify that the evidence submitted for this
assignment is the learner’s own. The learner has
clearly referenced any sources used in the work. I
understand that false declaration is a form of
malpractice.
Assessor signature
Date
Date of feedback
to learner
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