TMA 1_B716 : The Perils and Pitfalls of Leading Change: A Young Manager’s Turnaround Journey - Management Assignment Help

ASSIGNMENT TASK:

Learning Objectives

1. Analyze and discuss the process for leading change with people in mind and understand how different tools could be applied in real life situations
2. Participate in a thought-provoking discussion regarding the manager’s role in a turnaround process and common mistakes made by inexperienced managers due to change.
3. Grasp the importance of building effective teams and fostering buy-in to succeed in a leadership position during change management.

About the case:

This case on ‘The Perils and Pitfalls of Leading Change: A Young Manager’s Turnaround Journey’, examines some of the difficulties that can arise when a well-equipped but young manager is charged with turning around performance at a dysfunctional organization. Turnarounds are all about change, and this case shows the fallout that can occur when leaders do not achieve broad buy-in for their changes at the start. It is also important to think about how Oliveira’s manager, Francisco Prado, handled Oliveira’s apparent “failure” and whether he clearly communicated his expectations for the new manager. The case ends with a tough situation on change management that provides fertile ground to explore how they would approach Oliveira’s challenges.

In Unit 1 of B716, you explored different perspectives of change management and considered the usefulness and limitations of models in explaining organisational change experiences. This first TMA builds on this work. The background work that you should have already done engages your research skills and forms the foundation of this TMA.

Tasks

1. What were the underlying reasons for Prado asking Oliveira to talk to Douglas Fischer? Was this part of Clothes & Accessories’ leadership development strategy? After the transition with Sara Carvalho, it was clear that Oliveira should lead changes in the store. What changes should he implement? How? (750 words, 45 marks)
2. Critique Oliveira’s approach on leading the turnaround process. What would you have done differently? (750 words, 45 marks) Note: 10 marks are reserved for academic writing.

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