12 May EFFECTIVELY COMMUNICATE AN APPROPRIATE SOLUTION TO A PARTICULAR CASE UNDER INVESTIGATION.
You are a change consultant and Martin Stevens has contacted you to ask for your help in identifying what he needs to do in order to secure a better integrated workforce that is working to shared aims and values.
He has asked you to prepare him a report that he can use to convince the senior management team that action is imperative and propose actions that can be undertaken to secure success. Based on the information that you have, provide Martin with a report that makes recommendations for improvement, which is underpinned throughout with reference to appropriate models and theories in support of your recommendations.
You should prepare your report, addressed to Martin Stevens, and use up to 15 references using Harvard referencing system to demonstrate the techniques that can be applied to help analyse the situation and support any recommendations that you wish to propose.
Assignment Details
Course: BA (Hons) Business Management
Module Title: Managing and Leading Change
Module Code BSB10178-6
Assignment Title: Partexcelton
Weighting: 60%
Assignment Title: Article Review
Weighting: 40%
Tutors: Helene Finidori and Flora Prieto
Word Guideline: Partexcelton (Case-study) 2500: Article Review, 500
Submission Date and Time: January 22nd 2015, 15.00pm
Learning Outcomes tested:
1. Deliver and articulate a critical knowledge, understanding and analysis of change and
the management of change situations
2. Demonstrate the ability to apply theory to practice using appropriate techniques of
3. Effectively communicate an appropriate solution to a particular case under investigation.
Maximum Word Length:
State the number of words used on the assignment front sheet. You may include
diagrams, figures etc. without word penalty. A sliding scale of penalties for excess
length will be imposed according to the amount by which the limit has been exceeded.
1-10% excess no penalty
11-20% excess 10% reduction in the mark
21-30% excess 20% reduction in the mark
31%+ excess the work will be capped at a pass i.e. 40% or grade point 4.
NB. None of the above penalties will be used to change your mark which is above the
pass mark, to one that is below the pass mark. Therefore the maximum penalty for
exceeding the word limit will be a reduction to a pass grade.Assessment Brief:
Partexceltron: Case study:
TASK (60%) Word count 2,500
You are a change consultant and Martin Stevens has contacted you to ask for
your help in identifying what he needs to do in order to secure a better
integrated workforce that is working to shared aims and values.
He has asked you to prepare him a report that he can use to convince the
senior management team that action is imperative and propose actions that
can be undertaken to secure success. Based on the information that you
have, provide Martin with a report that makes recommendations for
improvement, which is underpinned throughout with reference to
appropriate models and theories in support of your recommendations.
You should prepare your report, addressed to Martin Stevens, and use up to
15 references using Harvard referencing system to demonstrate the
techniques that can be applied to help analyse the situation and support
any recommendations that you wish to propose.PARTEXCELTRON LTD, Sustaining Success or Facing Failure
©Anni Hollings 2006, 2009 & 2012
Parlexceltron Ltd is a medium-sized, family owned concern employing 106 people. Its main
manufacturing base is in the design and production of micro-chip boards for usage in the whitegoods
consumer sector. The Company was started 10 years ago by the current Managing Director,
Jack Stevens. He originally operated out of an old school but 4 and a half years ago moved to a
new, purpose built unit on the Industrial Estate just outside the town. During the early years the
Company employed 15 people with Jack and his wife Kate, acting as the managers of the
operation. Jack held responsibility for technical decisions and customer liaison. Kate held
responsibility for Finance and Personnel issues.
After 4 years the company had achieved a considerable reputation for quality work, good
delivery times and general good customer service. Orders were reaching a crisis level and the
Stevens’ took the decision to expand their operation.
A new Industrial Estate was being planned by the local council and Jack and Kate decided to
take advantage of the various Government incentives and secured units 13 and 14. Following
detailed negotiations with various contractors the company moved into the excellent facilities of
the new location 18 months later. There was an immediate expansion to 36 employees. The
impact of the delightful working environment and the reduction in pressure due to more
operatives was immediate.
Productivity rose by 15% and Jack was able to set delivery dates at times that no other
competitor could match.
Kate had spent a considerable amount of time (and expense) on ensuring that the physical
environment was as pleasant as it could possibly be. The work stations were superbly appointed,
physical comforts had been placed as a very high priority – Kate had ensured that given the
potential for job-related stress (due to the degree of accuracy needed, manipulation of minute
parts and speed of operation) the ergonomics of each person’s work area had been properly
Over the next few years the business continued to expand rapidly and the twin sons of Kate and
Jack joined the business. Simon Stevens had been through the University system and left the
London Business School 2 years earlier with a Masters Degree in Business Administration.
His speciality area was in Marketing and Sales and his father made him Commercial Director with
a specific brief to increase international sales by 50% over next 3 years. Simon had achieved the target in 12 months. The last 12 months had seen Simon attempting to secure new markets on
the basis of diversifying the product base. He had been approached by a leading European
producer of Domestic Audio Electronics who believed that the company could satisfy their
stringent requirements for high quality and fast delivery micro-chip modules. The diversification
had proved to be both highly successful and potentially very lucrative, although it had not been
without its problems.
Simon’s brother, Martin, was not like his twin. Martin had chosen not to go to University
preferring instead to spend 2 years travelling the world and then 3 years in Voluntary Service
Overseas. Rather more reticent than his brother, his forte was with handling machines and
equipment. On joining the Company his father asked him to take over the Production and
Operations Management brief. When he first took on the responsibility Martin had experienced
great difficulty in establishing a good rapport with the staff. There had been a general feeling
of resentment towards Martin, particularly from the manager of the production area, Jon Jones,
a graduate engineer and member of the Institute of Management.
Jones had considered himself to be the natural successor of Jack Stevens and made his
disappointment very clear. Unfortunately for Martin, Jones had a natural open and friendly style
with the staff and was therefore very popular. Having voiced his disappointment to anyone who
would listen, Jones was able to generate a wave of sympathy for himself and many staff
demonstrated their disapproval of the appointment of Martin by being unco-operative.
It proved to be a difficult time for the Stevens family. Kate was deeply upset by what she
described as ‘the disloyal behaviour of people she thought she could trust’. Kate had been
determined to call a staff meeting and tell them what she thought, but Martin had stopped her.
He pointed out any intervention from his mother would destroy his credibility completely, a
point Kate accepted, albeit reluctantly. Jack had been more circumspect about the problem. His
natural style was a ‘hands off’ approach. Jack’s intuition told him that Martin would probably
prefer to ‘ride the storm’ and win the approval of the staff in his own way. Simon had expressed
irritation with the situation and demanded that something be done.
His suggestion was that Jones be talked to about his behaviour, after all he had precipitated the
response from the staff and their support for him had caused some trouble with customers. To
Simon the situation was intolerable and needed prompt and decisive management action.
Whilst Jack was confident that his decision to appoint Martin had been right, and he had every
confidence in Martin’s ability, hindsight told him that he had failed to manage the situation. He
had been unfair on Jones and he should have discussed his intentions with him. However, being
‘wise after the event’ was not helpful, there were more serious problems. Whilst no-one could
be accused of ‘sabotage’ the lack of co-operation with Martin had placed some orders in
jeopardy. Delivery dates had got perilously close on several occasions and Simon had been at the
point of contacting highly valued customers to explain that the Company would not be able to
fulfil the obligation. Each time Jon Jones had stepped in and miraculously things had been done
on time.Jack was not impressed by the ploy to undermine Martin’s credibility and confidence and knew
which members of staff were responsible for the delaying tactics. It wasn’t simply Martin who
was affected. Because work was being delayed tension was rising, this was exacerbated by
Simon’s agitated behaviour because he might have to tell customers that they could not deliver.
The tension ‘fed’ on itself and during these periods the atmosphere in the Company was fairly
unpleasant. Absenteeism tended to go up and more mistakes were made. Luckily the excellent
quality monitoring system meant that the mistakes were spotted, but then Martin had to go back
to staff and point out that standards had dropped and were not acceptable.
Things had finally ‘come to a head’ 10 months ago when Simon announced discussions with a
German based company who wanted Partexceltron to supply micro-chip modules. Jon Jones had
been completely against the idea insisting that staff were already working to capacity and that
such a diversification would have a negative impact on their main product base. Martin had
supported his brother (an action which was treated with derision from Jones) but had pointed
out that the diversification was an opportunity which needed careful consideration and should
not be dismissed without due thought. Martin offered to prepare a paper for discussion which he
would present at a management meeting 2 days later.
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