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Subject: Change Management.
Hello, this is my final exam. you need to follow the instructions in the attached document and answer the questions. Please don’t copy-paste the answer since it needs to be submitted on Turnitin. Please read the document carefully and answer them accordingly. Please message me if you have any concerns about it and I will send you the required documents.
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Subject: Change Management. Hello, this is my final exam. you need to follow the instructions in the attached document and answer the questions. Please don’t copy-paste the answer since it needs to b
Change Management 643 (1) Fall 2020 Final Case Study/Exam Dr. Eli Sopow, Professor DEADLINE: WED. DEC 16, 2345 hours (15 minutes to midnight) Please submit to UCW Turnitin found under Moodle Change MGT 643 WK-9 INSTRUCTIONS Student name Student Number MBA 643 class section Please write in this document to answer your questions. Incorrect spelling and grammar can result in up to a 10% penalty. There is no need for references, citations, or APA style. You may refer to learning tools you have (PowerPoints, notes from class). In large part this exam tests your critical thinking skills. This means that while may not be an exact answer to some questions, there is certainly the best answer based on what you have learned in this class and the professor’s teaching. NOTE: Turnitin will carefully check for similarity among all submitted exams QUESTION 1: (24 points) The mini-case study: You have been hired as a change management consultant to Wildewear Clothing Company (WCC), a small family-owned company in Vancouver. For the past 15 years WCC has manufactured in a small Surrey factory various outdoor clothing for walk-in customers at three stores, one in Vancouver, one in Surrey, and one in North Vancouver. The company purchases its raw products including rolls of wool, cotton, and silk from Spain as well as smaller assembly needs and then makes the clothing in Vancouver. WCC buys its manufacturing equipment such as industrial cutting and sewing machines plus replacement parts from factories in Quebec, Canada. Besides its retail stores, WCC also sells wholesale to Costco, Superstore, and London Drugs in Vancouver. It does not do on-line sales. For the 15 years WCC has been consistently making a profit while charging about 10% higher for its clothing products than its competitors. This is because while there are many competing clothing stores in the Greater Vancouver area, there is very few that make made-in-Vancouver clothing. The target customer for WCC is middle to higher-income adults above 25 years of age, living alone, with others, and with or without children. Now WCC is hit hard by the COVID-19 pandemic. Since April 2020, sales have dropped by 30%. The company has reduced open-days at its three stores from seven days a week to three days (Friday, Saturday, and Sunday) and cut opening hours on those days from Noon to 6 PM from the original 10 AM to 6 PM. It has cut back production at its small factory in Vancouver to just one day a week, laying off 10 employees. Using the following External Environment Impact Rating table to do the following: From what you know of the brief facts above, use your knowledge of current events and the knowledge gained in class to rate the impact of each of the eight external factors on a scale of 1-5 (very negative – very positive) on the operations of WildeWear. Then next to the rating define in no more than 50 words what you believe is the impact of the factor on WildeWear’s ability to manage change because of the pandemic. External Environment Impact Rating (Very negative 18.104.22.168.5 Very positive) Rating (1-5) Briefly explain the possible impact on WideWear’s ability to deal with the pandemic (20 to 50 words each). This may include financial, reputational, social, or other impacts Competitors Demography News & social media Economy Society & culture Climate change Politics & law Science & technology QUESTION 2. (24 points) Using the External Environment Interconnectivity Matrix (below) show: Rate on a scale of 1 to 5 (very weak to very strong) how strongly connected each of the eight external environmental factors are to each other. Use the ratings that you gave in the table in Question 1. You must do this to be able to answer the question in 2a. How to do this: Simply go across the top row of environmental factors. At each one go down the column to every blank cell—ignore the grey area and write in your rating on a scale of 1-5). As you move across the top row the number of empty cells below gradually reduces until you come to just one (politics and law impact on science and technology). External Environment Interconnectivity Matrix Very weak connection 1..2..3..4..5 Very strong connection How strong is the connection between each of the environmental factors? Competitors Demography News Social Media Economy Society & culture Climate change Politics & law Competitors Demography News & social media Economy Society & culture Climate change Politics & law Science & technology 2a: NEXT for a total of 24 points: In 20 to 50 words each explain why you think the above three highest-rated connections have such a strong impact on each other. 1st Highest interconnectivity: 2nd Highest interconnectivity: 3d Highest interconnectivity: QUESTION 3: (20 points) There are five internal environmental factors in the INTEGRATED CHANGE CYCLE. These five factors when successfully aligned can create a harmonious and very effective workplace. When they are not aligned there can be conflict and poor performance. The following Internal Environment Impact Rating table shows the ratings of each factor for a medium-sized retail sales company in Vancouver called Zen Zulu. Knowing what you know about the definition in class of each of the five workplace factors provide your informed opinion on how the provided rating of each internal environmental factor can impact the ability of Zen Zulu to effectively manage its way through the covid-19 pandemic. Internal environment impact rating (Very poor 22.214.171.124.5 Very good) Internal environment factors Rating (1-5) Explain in 20 to 50 words why EACH of the ratings can be good or bad for Zen Zulu’s ability to deal with the pandemic. Culture rating 2 Structure rating 3 Systems rating 3 Climate rating 2 Actions rating 3 QUESTION 4: (12 points) There is a Canadian company called AJAX Ltd. In its annual employee survey 45% of all employees agreed that they have high job satisfaction (they like what they do) and 32% agreed that they have high morale (feeling respected and well treated). As well: 28% agreed that they are treated with fairness and respect; 62% have high pride in their work quality; 35% agreed that their wages are fair; 68% agreed that they profit from the friendships they make at work; and 36% agreed that they receive important information about the workplace when needed. The employees do not get additional training to do their job but must meet weekly quotas for sales or risk losing their job. In 20 to 30 WORDS FOR EACH CONFLICT identify 3 areas of possible workplace conflict in the story above and explain how that conflict can hurt this company’s readiness to deal with change because of the pandemic. 1. 2. 3. QUESTION 5: (20 points, 4 each) There is a university in Vancouver that must adjust to the COVID-19 pandemic. To do so it must now deliver classes on-line through Zoom or other similar platforms. This has been a major decision for the university that normally had students coming to class for a wide range of undergraduate and graduate programs. The students are both international and domestic students. Use the table to identify 5 TARGET AUDIENCES that the university MUST reach with its communication messages about going totally on-line with its courses. Next, in no more than 40 words each, identify what each audience NEEDS TO KNOW about this change. Target audience What this audience needs to know 1. 2. 3. 4. 5. END OF EXAM PLEASE FORWARD YOUR RESULTS TO TURNITIN DEADLINE: Wednesday DEC 16, 2345 hours (15 minutes to midnight) University Canada West Fall MBA Change MGT 643 off-site exam/paper