Case Study

Topics: Management, Public health, Change management Pages: 55 (16122 words) Published: November 28, 2012
Making Sense of Change Management, 2nd edition
Case studies – text and questions

Case study 1: Aster Group3
Case study text: Aster Group3
History, culture, orientation4
Drivers for change6
No shotgun wedding9
The transition period – one year on11
Project management12
Organizational development13
Developing management and leadership capacity and capability14 Case study questions: Aster Group17
Individual change17
Team change17
Organizational change18
Leading change18

Case study 2: The Institute of Public Health in Ireland19
Case study text: The Institute of Public Health in Ireland19 The work of the Institute19
Initial challenges20
Strategy implementation22
Vision and values22
Leadership style23
Management board24
Working across the border24
Case study questions: The Institute of Public Health in Ireland28 Individual change28
Team change28
Organizational change29
Leading change29

Case study 3: The Kitchenware Company30
Case study text: The Kitchenware Company30
Drivers for change31
Taking the bull by the horns32
Moving forward34
Taking stock34
Next steps37
Case study questions: The Kitchenware Company38
Individual change38
Team change38
Organizational change39
Leading change39

Case study 4: Biogen Idec40
Case study text: Biogen Idec40
The change42
Data gathering and option generation43
Affiliates and culture change43
Criteria for good change44
The transition45
Case study questions: Biogen Idec46
Individual change46
Team change46
Organizational change47
Leading change47

Case study 1: Aster Group

Case study text: Aster Group


The Aster Group is a thriving group of companies providing homes and housing-related services in central Southern and South West England. The Group has assets of over £420 million, annual turnover of over £65 million and employs over 680 staff. The operating companies own and manage over 15,000 homes and provide services to over 40,000 people.

Aster Group is one of the Housing Corporation’s Lead Investors and provides development agency services to other organizations and the New Futures partnership of regional and specialist housing associations.

Aster Group operating companies have a substantial degree of operational independence but work closely together to gain maximum benefit from their combined strength and resources.
Residents and other clients play a strong role in influencing the operation, and surveys show that Aster enjoys high rates of satisfaction with the services it delivers, with around 90 per cent of tenants saying that they are very or fairly satisfied with their landlord. The strong growth over the last three years was recognized in 2006 when Aster Group was given the ‘Beacon Company’ award by the South West Regional Development Agency. It is the first housing association, and one of just a few not-for-profit organizations, to have been given this award, which ‘brings together some of the South West’s most forward thinking and ambitious companies to promote success and spearhead the growth of the region’. This status is given to companies that can demonstrate outstanding achievement across a range of criteria. In Aster’s case the rapid growth and influence of the Group was a factor in its nomination. Other companies can turn to Beacon Companies for examples of leadership and business performance.

Housing Corporation Assessment for Aster Group

The Group meets the expectations set out in the Regulatory Code in terms of financial viability....
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