MBA 687 Module Five Presentation Guidelines and Rubric
Overview
You are an HR consultant, hired to resolve issues stemming from communication and coordination challenges between employees of the U.S. branch and the Singaporean headquarters of a software solutions provider. You decide to recommend organization-wide changes to resolve the issues related to communication and coordination. You evaluate the organizational change readiness and send a report on change management models, justifying your selection of a particular model.
Your efforts are appreciated and well received by the VP and the leadership team of the software solutions organization. However, they now want to understand how the training development needs of the workforce can be strategically aligned with the organization’s business needs.
You decide to prepare a presentation, detailing the training requirements for the employees and leadership of the U.S. branch, as well as leadership at the Singaporean headquarters. The strategy will target the identification of training that will improve communication and understanding between employees at the U.S. branch and leadership at both locations. Such a training strategy will facilitate interaction between both locations and align with the business strategy of expanding to the U.S. market.
Prompt
Create a PowerPoint presentation with on-slide text and narration or speaker notes to explain the methods of strategically aligning skill development with business strategy in the course scenario.
Note: Remember to use both on-screen text and narration or speaker notes in your PowerPoint slides to convey your information effectively. If narration is not possible, precise and extensive speaker notes should be used, while addressing all of the rubric elements in the presentation. For example, you can use brief, bulleted lists on the slide and include detailed explanations in your narration or speaker notes.
Specifically, you must address the following criteria in your presentation:
- Describe the skills required for managers to enable change in the organization (Singaporean headquarters and U.S. branch).
- Use the company data provided in the form of Leaders’ Self Evaluations to complete this step.
- Why could there be resistance to change implementation within the organization?
- Which skills do managers need to help address such resistance?
- Explain the methods of aligning training strategy with business strategy.
- How can training support the strategic goals of the organization (Singaporean headquarters and the U.S. branch)?
- What customization is required to align the training at the U.S. branch to the business strategy defined at the Singapore headquarters?
- How can training enable the U.S. branch employees to adapt to the work culture of the Singaporean head office?
- What are the learning objectives that will enable the American employees to meet the business goals defined for the U.S. branch?
- Describe two strategic workforce development goals for the U.S. branch.
- Use the Employee Engagement Surveys to identify the strategic workforce development goals.
- Which data points identify the development goals of the U.S. branch employees?
- How can training help meet the development goals of the U.S. branch employees?
What to Submit
Create a PowerPoint presentation with on-slide text and narration or detailed speaker notes. Your presentation should be 8 to 10 slides in length. Sources should be cited in APA format and listed on a separate reference slide. Consult the Shapiro Library APA Style Guide for more information on citations.
Module Five Presentation Rubric
| Criteria | Exceeds Expectations (100%) | Meets Expectations (90%) | Partially Meets Expectations (70%) | Does Not Meet Expectations (0%) | Value |
|---|---|---|---|---|---|
| Skills Required to Enable Change | Exceeds expectations in an exceptionally clear, insightful, sophisticated, or creative manner | Describes the skills required for managers to enable change in the organization | Shows progress toward meeting expectations, but with errors or omissions; areas for improvement may include identifying either the resistance to change or the skills required to address such resistance | Does not attempt criterion | 30 |
| Aligning Training Strategy and Business Strategy | Exceeds expectations in an exceptionally clear, insightful, sophisticated, or creative manner | Explains the methods of aligning training strategy with business strategy | Shows progress toward meeting expectations, but with errors or omissions; areas for improvement may include explaining how training strategies may further the business strategy goals | Does not attempt criterion | 25 |
| Strategic Workforce Development Goals | Exceeds expectations in an exceptionally clear, insightful, sophisticated, or creative manner | Describes two strategic workforce development goals for the U.S. branch | Shows progress toward meeting expectations, but with errors or omissions; areas for improvement may include identifying workforce development goals that are strategic in nature | Does not attempt criterion | 25 |
| Articulation of Response | Exceeds expectations in an exceptionally clear, insightful, sophisticated, or creative manner | Clearly conveys meaning with correct grammar, sentence structure, and spelling | Shows progress toward meeting expectations, but with errors in grammar, sentence structure, and spelling | Submission has critical errors in grammar, sentence structure, and spelling | 10 |
| Citations and Attributions | Uses citations for ideas requiring attribution, with few or no minor errors | Uses citations for ideas requiring attribution, with consistent minor errors | Uses citations for ideas requiring attribution, with major errors | Does not use citations for ideas requiring attribution | 10 |
| Total: | 100% | ||||
Introduction
In this resource section, you will learn about the importance of goals and assessing change outcomes. The resources in this section will help you explore the concept of change resistance and the methods of overcoming resistance to change. These resources also help in discussing the use of the ADKAR transformational and evidence-based leadership model. You will also learn about Kurt Lewin’s process model for organizational change. Finally, in this module, you will learn about the six disciplines of ensuring learning transfer.
 | Required Resources |
Textbook: Leading Organizational Change (Lewis), Chapter 4 opens in new window
This chapter discusses the importance of goals or change outcomes and emphasizes the importance of timing when assessing outcomes. This chapter explains the assessment of outcomes from different viewpoints or by different stakeholders. In this chapter, you will explore how different stakeholders can arrive at widely different assessments of outcomes. As you read, consider the following questions:
- How is the failure or success of change implementation related to the timing of assessment of outcomes?
- How is the failure or success of change implementation related to the assessment of outcomes by different stakeholders?
- What factors predict the failure and success of change implementation?
Reading: ADKAR Change Management Model opens in new window
This short article is an overview of the ADKAR eight-step change management process. As you read, consider the following questions:
- What’s important about the order of the steps?
- Which steps stand out as critical to change management?
Video: Lewin’s Process Model of Organizational Change opens in new window (2:32)
This video from YouTube discusses Kurt Lewin’s process model for organizational change. Lewin suggests that efforts to bring about planned change in organizations should approach change as a multistage process. In this video, you will learn that this model of planned change is made up of three steps: unfreezing, change, and refreezing. As you read, consider the following questions:
- What are the steps involved in Lewin’s process of organizational structure?
- How important is the process of unfreezing to facilitate change?
- How important is the process of refreezing to retain change?
 | Additional Support (Optional) |
Reading: Leading Change, Table 11-1 opens in new window
This Shapiro Library resource compares organizations in the twentieth and the twenty-first century through table 11-1. As you read, consider the following questions:
- What are the differences between the structure of twentieth- and twenty-first-century organizations?
- What are the differences between the systems of twentieth- and twenty-first-century organizations?
- What are the differences between the cultures of twentieth- and twenty-first-century organizations?
Reading: Leading Change With ADKAR opens in new window
This article discusses using the ADKAR transformational and evidence-based leadership model to guide a New York academic medical center in transitioning into a new facility with a care-delivery system. As you read, consider the following questions:
- How is the ADKAR model implemented as the change management strategy?
- What are the steps for navigating change?
- What is the result of embracing change and driving innovation?
To access this Shapiro Library resource, select the PDF Full Text option. This article from Shapiro Library offers information on approaches that can be used to attain the long-term modernization objectives of the U.S. military while applying John Kotter’s eight-step methodology.
Reading: Fourteen HR Metrics Examples opens in new window
This blog provides 14 important HR metrics with examples. HR metrics are indicators that enable HR to track and measure different performance aspects and ultimately predict the future.