HCM541: Case Study: A Case of Square Pegs and Round Holes? An Organization Development: Leadership and Change Management Case Study, SUSS, Singapore

Assessment deadlines: Summative Assessment (Individual report – On Case Study: A Case of Square Pegs and Round Holes? – An organization development response to strategic and structural change within a National Health Service (NHS) organization).

Task 1 
Provide an introduction to the report that clearly states the aim and structure of the report, and summarises the key issues in the case scenario. If there is data contained in the case scenario comment on that – what is the data telling you about what the underlying organizational problems might be. This should help you focus on the recommendations section.

• Overview of the case
• What are the underlying problems?

Task 2
Investigate the case scenario, analyzing the multiple causes/triggers for change and the types of change experienced, using academic and professional literature to support your findings.

•  Causes & Triggers of change
• Analysis using either one of the diagnostic models with diagram and writing:
•  Open System (Preferred Choice)
• Below e.g of Open System from another case study

Task 3 
Analyze the change situation looking into its organizational, cultural, and social dimensions. Recognize the importance of culture and its role in relation to organizational change. Discuss the links between power, politics, and conflict and their effect on change, using academic and professional literature to
support your findings.

Types of change. Use at least 2 models
Below e.g of one such model from other case studies

Explain the type of change identified in detail

• Discuss the importance of culture in change management
• Link to Power, Politics & Conflict
• Use 2 or 3 Metaphors to explain and analyze the Cultures

Task 4
Make recommendations to lead and manage organizational change, reflecting on leadership issues, employees’ engagement, and organizational development.

•  Make Recommendations
• Kotter’s 8 Steps
• Employee Engagement – insert into the assignment

A Case of Square Pegs and Round Holes?

An organization development (OD) response to strategic and structural change within a National Health Service (NHS) organization An overview of strategic change within the wider organization The NHS has seen many changes in recent years in relation to its strategic focus and design, in response to changes in Government terms of office. In 2010, the British government announced plans to introduce substantial changes to the local management of health services in England (these health reforms do not relate to the health service in Northern Ireland, Scotland, or Wales).

These changes would see Primary Care Trusts (PCTs) being replaced by Clinical Commissioning Groups (CCGs) within local health authorities. Public health has traditionally been the responsibility of local health managers working for the 151 PCTs across England. They have been responsible for the recruitment of local public health directors and coordinating campaigns to encourage people to adopt healthier lifestyles. However, under the change from PCTs to CCGs, that role was handed to local authorities.