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MBA613 Organisational Change and Innovation Case Study Sample

Your Task

Assessment #3 is a case study analysis. The case study is fictional, but your exploration of the case is to have regard to the contemporary business landscape and the concepts explored in the MBA613 subject. The task requires selecting one question to be answered from a choice of three questions offered and using the case study as basis for your considerations. It is your choice as to the question you will answer. If you attempt to answer more than one question, only the first question attempted in your assessment submission will be the answer that will be assessed for the purpose of this assessment.

As you’ve explored in this subject, working with others to consider and analyse potential solutions to contemporary workplace problems gives a greater scope towards developing appropriate solutions. You will be given time in workshops (Week 11-12) to work on your journey towards addressing the assessment. You will undertake this in groups to help give you added perspective for your assessment.

You should focus on seeking to dimensionally understanding the various problems, not immediately consider a question and potential solution, as such may not result in an appropriate demonstration of your understanding and learning. Based on your workshop participation with your group, you will then write and submit an individual report. The research requirement is a minimum of 5 contemporary and appropriate references to support your analysis and answer.

Assessment Instructions

Carefully analyse the Case Study:

‘Implementing organisational transformation in Auzee Engineering Services (AES)’.

The case study can be found on the MBA613 subject Moodle page:

Subject Resources – Supplementary Resources – Assessment 03 Case Study

The URL link is here:

Answer only ONE of the following questions after exploring and analyzing the Case Study:

Question 3

Do managers and employees have roles when implementing organisational change, or is it just a managerial prerogative?

Discuss this question having regard to the case study and at least two theoretical perspectives to justify your answer.


Question 3

According to the views of Altamony et al., (2016, pp. 690-703), managers and employees of a business organisation play a key role in the successful implementation of the planned organisational changes. The prerogative of the change decision indeed lies in the hand of the managerial position people of a firm, but the fact that the casual level employees and people working as managers of the different department in a firm needs to get involved in the implementation of the changes cannot be denied. For Assignment Help The plans and control system concerned with organisational change management is the function and right of the managerial executives and is termed as a managerial prerogative (Storey, 2014, pp. 55). However, the fact that the changes decided need collective bargaining is not true, since the managerial prerogatives are not bound to the collective success. They can plan and implement the changes themselves with their available managerial capacity for the betterment of the business organisation. Nonetheless, the fact that collective efforts would result in the effective and speedy achievement of the desired result cannot be changed.

Connecting this fact and factors to the case study of Auzee Engineering Services (AES), it is known that the concerned business organisation has been through the disruptive level of changes over the 60 years of its lifecycle to date. The organisational changes in AES have seen a rapid movement that reflected the unpredictable as well as the dynamic business environment the business and its employees works in. As known with the help of the case study, the major factor that AES had to consider while implementing the organisational changes was to ensure that the prosperity, as well as the continued viability of the same, is not affected negatively by any means. This, in turn, required fruitful response from all the connected employees and managers of AES to adopt the large-scale level organisational changes or say the transformation of AES in the past 60 years.

AES has been observed as a global multinational business group working as a regional Australian subsidiary with its headquarters situated in the region of Europe. The company deals with the global supply of engineering technologies as well as services. The business winds changed for AES after FYE 2010 when the company was renowned as one of the largest automotive component suppliers and technology providers to the manufacturing industries of automobiles. The changes in the local and global business trends and falling off trade tariffs as well as the inclusion of newer competition in the market resulted in the need for shift and changes in the company.

AES made a significant amount of changes in its manufacturing units and production system which required the employees to be known and adaptive to the changes and the managers to help the employees understand the need for the changes and how to make the changes with the help of the required training and development programs. Consecutive to these planned changes, AES had to adopt a new business proactive model to be able to develop the changes and explore the niche marketing synergy as well as new product needs.

This further led to how the employees and managers working at AES used to think, interpret and work as well as deliver their efforts to the organisation. In order to comply with the changes and new strategies framed for organisational transformation in AES, the employees, managers and engineers had to enforce a new set of ideas as well as increase their flexibility and performance efforts to be able to adapt to the changes. This depicted that the nature of the work of the employees and the managers at AES had to change with the changes to be implemented.

It has been studied that the changes occurred in the working practices of the employees and the managers, resulted to a significant shift in the working behaviour of the same as well. The employees and engineers had to work in both the domains of application and system work. They were also exposed to the external business clients of AES and had to work within the technical area and the challenges to problem-solving with increased flexibility. The working behaviour of the employees changed to not wait for the work to be delegated to them but they initiated discussions on their own and worked with potential clients for starting new projects.

Based on the systems theory of management it is known that the employees working in a firm are the most important component and asset of the same (Scholz, 2017, pp. 10). This is because to be able to manage the planned changes, a business organisation requires multiple elements for the success of the same. Thus, the systems theory suggests that the interdependence and the relations existing between the organisation and the employees is a crucial factor for the change implementation. Also, the theory suggests that managers are essentially needed for the evaluation of the patterns of changes and events occurring in the business organisation. Both the managers and the employees altogether with the business organisation needs to collaborate for the implementation of collective changes (Slotte et al., 2004). This makes it evident that the organisational changes to be taken over has a huge part for the employees and managers to be performed and work upon the changes for the betterment of the organisation.

Furthermore, the managers were found to be open and broad-minded towards the changes occurring and ensures effective efforts for the business diversification need of AES. New business plans, strategies as well as board meetings were undertaken to be able to work with the changes appropriately. The employees were provided with the needed support and training for the ease of adopting the changes. Also, the change plan was frequently and at the right time communicated to all the connected employees of the concerned business organisation to ensure that no confusion and conflicts occur in the management of the changes and the employees are aware of every transaction and happening of the firm to be able to act upon the same whenever required.

It has also been observed that the managers at AES got involved in continuous programs of improving the working environment and culture for the comfort and feasibility of the employees. For this purpose, the managers ensure to promote a significant level of organisational agility as well as respond effectively to the operational environment needs. The company was trained to be more flexible, the risk-taking ability of the employees was increased as well as the strategic and operational plans were constantly taken care of. The employees were critically relied upon by the organisation to initiate the required changes as well as enact upon the same whenever a need arises for the same. Along with this, the employee had the duty to check up on the feedbacks and acknowledge them to be able to solve any kind of issues that would occur.

Based on the contingency theory of management no singular person working in a business firm or a technique is sufficient enough to involve in successful change management in an organisation (Ford et al., 2021, pp. 101). To be able to ensure successful implementation of planned changes, a business organisation has to employ the transformational kind of leadership wherein the viewpoints and efforts of the employees are taken into consideration for attaining fruitful and desired results. According to the contingency theory of management the human resources, the technology and ideas used as well as the style of managing and leading the firm are highly important to be able to adapt to the required changes (Shenhar et al., 2001, pp. 702). Therefore, the same becomes evident from the business actions undertaken by AES in terms of managers being supportive and open-minded and employees being focused and trained for the organisational transformation.

Concerned to the above study related to the business of AES, it is clearly depicted that the employees, as well as the managers of the same, undertook a major role in the successful implementation of the planned organisational changes. Also, that the changes to be implemented are not the whole and sole of the managerial prerogative is understood as without the efforts put in both by the employees and managers changes cannot be successfully completed in a business firm. This is because the employees and managers are the ones who frame the growth of a business with the help of completing the day-to-day activities and look after any rigorous change to be implemented.

Therefore, the entire study helps in concluding that, for a business organisation to ensure that its planned changes as per the demand of the business situation and market trend are implemented successfully have to consider the efforts of both its employees and managers. This is because without them acting upon the planned change strategies, the result will not be achieved and the activities of the organisation will come to a stop.


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