Assessment 1

This assignment should meet the following learning outcomes:

1. Develop and articulate a critical knowledge understanding and analysis of change and the management of change situations.

2. Demonstrate the ability to apply relevant change theory to practice using appropriate techniques of inquiry.

3. Analyse and critically evaluate aspects of change and leadership theory and practice under investigation.

4. Effectively communicate an appropriate solution to a particular change management and leadership case under investigation.

Assessment Details:

Assessment 1: Case-Based Assignment (2,000 words- 60%)

Assessment Tasks:

1. Introduction - provide a concise discussion on the definition and concepts of change management; background of the case; and objectives of the assignment.

2. Content and Analysis

2.1 If you were a change agent, critically analyse and evaluate the type and appropriateness of change initiated by Unilever's global brand development director.

2.2 As a change agent, decide and explain which theory of change and leadership theory can be adopted to drive success in the case situation.

2.3 Critically evaluate and explain the pros and cons of the new strategy being adopted by Liptons.

2.4 Develop a Communication Plan that will continuously guide Unilever to effectively implement and lead its change management programme. Present the plan in tabular form with textual explanation. (Follow the format specified in Annex A)

3. Conclusion - draw conclusion from analyses and findings and emphasise what should be done differently in the case.

4. References - Implement Harvard style of referencing from at least 15 references not older than 2006 from varied sources.Case study: Lipton

The story. When Michiel Leijnse became Unilever's global brand development director in 2005, his brief included refreshing the high-profile Lipton tea brand.

Mr Leijnse - who had worked on Unilever's Ben & Jerry's, the pioneering sustainable ice-cream brand - and his team soon realised there was an opportunity to win market share by making the brand 100 per cent guaranteed environmentally and socially sustainable. They also realised the move could include other well known Unilever brands, such as PG Tips and Lyons.

The challenge. To be credible with consumers, the move meant certifying the plantations where Lipton tea came from as sustainable, converting the whole supply chain to sustainable methods, and telling consumers about the change - more or less all at the same time.

Lipton's is a mainstream brand with such a large global market share that making it totally sustainable would potentially affect world tea markets.

The strategy. First, Unilever sought third-party certification of plantations. Potential partners were assessed according to factors such as recognition by consumers, capacity, flexibility to certify large and small suppliers, ability to work with local organisations to train employees, and ability to recruit and train teams of regional auditors.

Unilever picked the Rainforest Alliance, a US-based international non-governmental organisation set up to conserve biodiversity and ensure sustainable livelihoods. Rainforest Alliance certification requires meeting standards in worker welfare, farm management and environmental protection.

Then Unilever publicly announced two targets: all Lipton Yellow Label and PG Tips tea bags sold in western Europe would be certified sustainable by 2010; all Lipton tea sold globally would be certified by 2015.

What happened. Unilever and the Rainforest Alliance started with big tea estates in Kenya, where sustainability initiatives had long been under way. Some big Kenyan suppliers had good standards and could be certified easily.

But when the initiative moved on to work with smallholders in other countries, the team discovered that conditions for rollout differed in complexity from country to country. Supply bases were sometimes more fragmented, and legal frameworks varied. It became critical to adapt procedures to the varying contexts and to develop a network of additional partnerships with experienced local organisations.

In Argentina, for example, Unilever and the Alliance teamed up with local organisation Imaflora, a non-profit that promotes conservation, to help deal with about 6,500 loosely organised farmers who had little experience in applying best practice in agriculture.

Once the certified tea started to appear on the shelves, first in Europe and then the US, consumer campaigns got under way. As Mr Leijnse noted: "Where a link between the brand and certified sustainable tea could be made, sales and market share went up." Unilever also discovered that the sustainably produced tea appealed to new consumers - in Italy, for example, it attracted younger customers.

The effects were felt inside and outside Unilever. Internally, the expansion to other markets accelerated as marketing teams in Japan, Australia and the US introduced certified tea ahead of schedule.

Externally, meanwhile, a surge in demand for certified tea was taking place, thanks tothe involvement of the Ethical Tea Partnership. The ETP had been set up by the industry in 1997 to improve supply chain issues. The ETP and the Rainforest Alliance decided to collaborate in 2009, to build capacity within the industry for a move to certified sustainable production. Other tea producers began to negotiate certification targets too.

The lessons. Unilever learnt that, while challenging, identifying the right partners and adapting to local contexts are both vital.

Thanks to its proactive stance on achieving sustainability in tea, Unilever showed that implementing a mainstream initiative is possible, while also reaping financial and reputational benefits.

Introduction (300 words)

1.1 Change Management (define with proper citation; discuss briefly)

1.2 Background of the Case (Give important data and key information; identify the needs, problems or concerns in the case that needs to be addressed; and trace the root cause of it.

1.3 Objectives of the Assignment (refer to the tasks required for the case assignment)

II. Content and Analysis (1, 550 words)

2.1 Identify the type of change that was initiated by the Unilever global brand development director and analyse & evaluate its appropriateness to the case situation. (support analysis and evaluation with proper relevant citations)

2.2 Decide and explain which theory of change and theory of leadership can be adopted to drive success in the change situation. (support decision and explanation with proper relevant citations)

2.3 Evaluate and explain the pros and cons, of the new strategy being adopted by Liptons. (support evaluation and explanation with proper relevant citations)

2.4 Develop Communication Plan for continuous effective implementation of change management programme in Unilever. (presented in a tabular form provided in the assignment with textual explanation ibelow).

Assessment 2: Refereed Article on Change Management

Assignment Tasks

1. Write a summary of the article by identifying and explaining the author's idea and perspective and the audience. Include direct quotes from the article to illustrate your points.

Select theories/concepts of leading and managing change that are applicable to the article with articulated critical understanding.

3. Make a critical review of the article. Evaluate the strengths and weaknesses of the opinions of the author and discuss both the positive and negative points based on your overall judgment.

4. Discuss your own point of view on how change can be implemented based on your evaluation. Relate your critical analysis to any of the theoretical models of change.

5. Conclude the key points and reasons identified during the critical evaluation.

6. Implement Harvard Style of Referencing from at least 15 references with year not older than 2006 from varied sources.

Article - Successful Change Management Involves The Employees by Torben Rick on November 21, 2014 in Change Management

Article URL- http://www.torbenrick.eu/t/r/xcr