COURSEWORK 1 – GROUP REPORT QUESTION Title:
Diagnosis of Organisational Decline at CueBight Technologies
Coursework Question: Your team has been commissioned by the interim CEO of CueBight Technologies, conduct a comprehensive organisational diagnosis and identify the key strategic, cultural, and operational issues impacting the company’s performance and reputation. Drawing on relevant organisational theory, leadership models, and diagnostic frameworks, your report should critically analyse the implications of these issues for CueBight’s future viability and its role in society.
The analysis which is required to be presented must highlight the key issues impacting on the Case Study organisation with an analysis of their implications for the company and its place in society. The report should conclude with a brief indication of recommended action.
The formal academic/management nature of this report requires a formal, mature and analytical writing style.
You are required to:
Identify and evaluate the key internal, external and organisational challenges facing the organisation, including leadership transition, cultural fragmentation, CSR disengagement, and technological stagnation. Conduct a detailed diagnosis of CueBight Technologies using appropriate organisational diagnostic models (e.g., SWOT, PESTLE, Porter’s Five Forces, Cultural Web, Stakeholder Mapping, McKinsey 7S, ADKAR, CSR and Ethics frameworks etc ). Analyse the implications of these challenges for CueBight’s strategic positioning, stakeholder relationships, and ethical responsibilities in the global tech sector. Present your findings in a formal, evidence-based PRESENTATION AND REPORT format, with appropriate academic referencing and linkage between sections. A Title Page Executive Summary Introduction Case Diagnosis C Analysis of Combined Implications Conclusion References Appendices (containing detailed diagnostic tools and frameworks used) Appropriate linkage between sections should be evidenced. The diagnosis report must be structured as follows: Your report must include: Preliminaries* A Title Page
Detailing the title of the report, the name of the author and programme of study, word count and the submission date.
Executive Summary Key elements of the report including report aim, case context and key issues, implications and indication of the way forward comprehensively and well summarised on a single page.
Main Report Introduction
The aim, outline of case context and structure of the report are succinctly set out.
Case Diagnosis s Analysis of Combined Implications Clear and succinct critical review of the case organisation reflecting acute perception of key issues and effective analysis of the potential current and future implications incorporating scrutiny of the wider global environment, with attention to CSR, Business Ethics and appropriate citation of sources. The discussion should be well scoped, logically structured, evidence-based, appropriately detailed and demonstrate wider reading. Where relevant, arguments made should be linked to appropriate theory. (Whilst it is valuable to use a range of diagnostic tools to assist with the analysis of the status quo, this section should focus on the results and analysis of implications. The tools used with relevant detail should be presented in Appendices)
Conclusion This section draws the report together by presenting a brief clear succinct summary of the key issues and an indication of required action (e.g., Change, Change Models, the type of change and focus of change).
References* CTR Harvard: referencing sample for website, article and book: CTR Harvard SAMPLE
AdvanceHE (2021) Anti-Racist Curriculum Project. Available
at: https://www.advance-he.ac.uk/anti-racist-curriculum-project (Accessed: 25 Feb 2022).
Jankowski, G.S. (2022) Students’ understanding and support for anti‐racism in universities, British journal of social psychology, 61(1), pp. 322-344. doi: 10.1111/bjso.12482.
Parson, L. and Ozaki, C.C. (2020) Teaching and Learning for Social Justice and Equity in Higher Education Foundations. Cham, Switzerland: Palgrave Macmillan.
(See
https://discover.gcu.ac.uk/permalink/44GLCU_INST/1ulognu/alma9910027308694038 36)
Appendices* Well-presented collection of any relevant supplementary material. Appendices should be numerically and sequentially labelled (E.G. Appendix 1: PEST Analysis, Appendix 2: SWOT Analysis: The Detailed Picture) and referenced appropriately in the report.
*The Preliminaries (Title Page and Executive Summary), List of References and Appendices are NOT included in the word count.
There is 5% penalty for not including the Plagiarism Declaration Checklist in your online submission.
Figures and tables, if relevant, may be used in this report. Care should be taken to ensure that these graphics are appropriately presented with source if relevant appropriately disclosed.
Submission Requirements Coursework WRITTEN REPORT must be submitted online via Turn-it-in in WEEK 7. Before the group’s Presentation. You must submit an electronic copy to the digital drop box on the GCU Learn site (via the assignment tab) for the relevant module. Only group leaders will submit on behalf of the groups.
Time/length restrictions
10-15 minutes
Word limit
1,500 words for written report. 10 slides for PowerPoint Presentation
Group Presentation
Face to Face. In class.
Presentation week
Week 7, 27th – 31st Oct. 2025
Deadline for report submission
EACH GROUP MUST SUBMIT THEIR WRITTEN REPORT BEFORE THE DAY OF THEIR PRESENTATION – Week 7. ALL SUBMISSIONS MUST BE MADE ON THURSDAY 30TH OCTOBER
YOU WILL BE ASSESSED ON THE PRESENTATION. AT LEAST 6 DIAGNOSTIC MODELS AND 2 MANAGING CHANGE MODEL.
Weighing
40%
Submission Procedure
GCU Learn / Turnitin REPORT ONLY. NO PRESENTATION SLIDES BUT A REPORT.
Coursework 2 – DESIGN FOR CHANGE FOR CASE STUDY COMPANY Strategic design for organisational change for CueBight Technologies
Coursework Question: Following diagnosis and review of the Group Diagnosis Report, an Individual written report is required. Analysis and development of a practicable, creative and strategic design for organisational change at the Case Study organisation (see separate Case Study file on GCU Learn) with sensitivity to Business Ethics and CSR is required.
Your design for change should take into account and exploit new ideas and pertinent thinking captured in the relevant bodies of change related theory and draw on good innovative practices in other countries across the globe.
As with the earlier report, its formal academic/management nature requires a formal, mature and analytical writing style.The individual sections should evidence clear linkages building upon ideas and arguments previously presented in earlier sections. The design for change report must be structured as follows:
Preliminaries* A Title Page
Detailing the title of the report, the names of the authors and programme of study, word count and the submission date.
Executive Summary Key elements of the report including report aim, case context, key issues and implications, main recommendations in design for change and analysis of implications for the case organisation comprehensively and well summarised on a single page.
A Contents Page Detailing content headings and page numbers, and list of appendices and page numbers.
Main Report Introduction
The aim, scope and structure of the report are succinctly set out, with a brief theoretically supported elaboration of the topic (Change).
Case Overview Succinct overview of case context.
Diagnosis and Analysis Clear and succinct identification of the key issues impacting on Case Study Organisation (strengths, opportunities, weaknesses and threats) and insightful assessment of the combined current and future implications for the organisation, reflecting sensitivity to CSR and Business Ethics. The discussion should be well supported by appropriate sources, effectively scoped, logically structured, appropriately detailed and show evidence of wider reading.Where relevant, arguments made should be linked to appropriate theory. (Whilst it is valuable to use a range of diagnostic tools to assist with the analysis of the status quo, this section should focus on the results and analysis of implications).
Design for Change This is the main section and key focus of the report.It should present a compelling strategic design for change, supported by a theoretically robust case for the proposed change. The design for change should link clearly to previous discussions analysing the status quo, draw on theory covered in the lecture programme and be subjected to critical review of appropriateness for addressing the key challenges faced by the Case Study organisation with anticipated benefits highlighted. Overall, the design for change should meet the stipulated criteria of being creative and practicable and also reflect a detailed understanding of, and sensitivity to, the organisational and environmental context, and client requirements including CSR and Business Ethics. It should be clearly presented and argued, and strongly supported by reference to appropriate theoretical sources.
Analysis of Design For Change This section should provide a theory supported discussion and analysis of anticipated problems and recommendations for interventions and supporting initiatives.
Conclusion This section draws the report together by presenting a brief clear succinct summary of the key issues.
References* CTR Harvard: referencing sample for website, article and book: CTR Harvard SAMPLE
AdvanceHE (2021) Anti-Racist Curriculum Project. Available
at: https://www.advance-he.ac.uk/anti-racist-curriculum-project (Accessed: 25 Feb 2022).
Jankowski, G.S. (2022) Students’ understanding and support for anti‐racism in universities, British journal of social psychology, 61(1), pp. 322-344. doi: 10.1111/bjso.12482.
Parson, L. and Ozaki, C.C. (2020) Teaching and Learning for Social Justice and Equity in Higher Education Foundations. Cham, Switzerland: Palgrave Macmillan.
(See
https://discover.gcu.ac.uk/permalink/44GLCU_INST/1ulognu/alma9910027308694038 36)
Appendices* Well-presented collection of any relevant supplementary material. Appendices should be numerically and sequentially labelled (e.g., Appendix 1: An Applications of Porter’s 5 Forces, Appendix 2: SWOT Analysis: The Detailed Picture) and referenced appropriately in the report. Theories to support this section for example, stakeholders, Absorptive Capacity, Knowledge sharing, and more.
*The Preliminaries (Title Page and Executive Summary), List of References and Appendices are NOT included in the word count.
There is 5% penalty for not including the Plagiarism Declaration Checklist in your online submission.
Submission Requirements
Coursework must be submitted online via Turn-it-in on Thursday 27th of November 2025, at 3:5Gpm. You must submit an electronic copy to the digital drop box on the GCU Learn site (via the assignment tab) for the relevant module.
Time/length restrictions
3000 words
Submission format
.pdf or .doc(x)
Submission deadline of report
27th November 2025 at 3:5Gpm
Weighting
60%
Submission Procedure
GCU Learn / Turnitin
Models to use
At least 10 Models – 5 diagnostic models and 5 Change Models
Module Learning Outcomes
On successful completion of this module students should be able to:
Demonstrate and in depth understanding of theoretical and practical models of change and related implications for managing change in practice – CW1/CW2 Critically investigate the sophisticated interrelationships between forms of change, approaches to change and their relevance for alternative organisational design options in the international arena – CW1 Appraise the roles of strategic partners and leaders and evaluate their distinct and combined contributions for successful ethical and socially responsible change – CW2 Design creative and practicable strategies for change that reflect contextual and ethical sensitivity, critical analysis and synthesis – CW2