2 questions on 1 case study. Case study and Marking rubric as attached.GuidelinesConventions of academic writing • The assignments must be typed on white A4 paper with double spacing, and a 2.5cm margin at the top and bottom of the page, and on the righthand and left-hand sides. You should use 12 point font for the text (14 point font for headings, if you like), Times New Roman (preferred). • The assignments should be grammatically correct and well punctuated. As a tertiary level student, a high standard of written English is expected. Your assignments should be clear, concise, neatly presented, and easy to read. Failure to comply with these requirements will result in a significant loss of marks. Harvard referencing format.Case StudySally Johnson is a member of the management team of XYZ Energy, a major government-owned energy company. Following a high-profile corporate sales process, XYZ Energy was bought by one of its private-sector competitors, Big Energy, for a record price. XYZ Energy was successful company that had established strong, efficient and robust processes and systems to manage its business and risks. It had also innovated new processes in areas, which gave it significant competitive advantage. The company had a loyal staff with relatively low turnover. The XYZ Energy management team was well respected by employees. A large majority of staff worked hard throughout the lead up to the sale to support the process and support each other. Although morale was not high, it was better than had initially been envisaged when the sales process was announced, the staff were extremely proud of the value they had built up for the company, and it was felt that Big Energy must see significant value in the existing processes and systems of XYZ Energy, as well as in their customer base. The core business structure of both companies was similar, not surprisingly given they both operated in the same energy retailing market. For example, both companies had marketing, commercial, operational and trading department, and each one of these areas was represented on the companies’ management teams. XYZ Energy also had a strategy department, which Sally Johnson managed. At the point of the sale, the chief executive and functional business members of the management team were immediately made redundant prior to any integration of XYZ Energy’s operations into Big Energy. Sally was retained post sale to facilitate parts of the integration or operations. With the removal of the core management team, it quickly became clear that Big Energy wished to remove the majority of the remaining staff as rapidly as possible once the essential integration of core operations was completed. Instantly the morale with the XYZ Energy staff plummeted as they realized that, like the management team members, they would not be allowed to compete for their jobs based on merit. Morale continued to decline and frustration arose as Big Energy failed to leverage innovative processes and systems for its own competitive advantage, focusing on the speed of integration rather than its quality and the long-term benefits. Big Energy’s senior management rarely came to the remote office to engage with their new team, and staff numbers dwindled as people elected to leave and more redundancies were occurred. Sally felt a strong loyalty towards the staff that had supported the growth of XYZ Energy, and therefore, immense anguish for them as their fate became clear. She attempted to argue to senior management that Big Energy should 2 revisit its integration model and priorities in-order to preserve and leverage the competitive advantages and key skilled staff it had acquired. (Source: Wood, J. Zeffane, R. Fromholtz, M. Wiesner, Morrison, R. & Seet, P 2013, Organisational Behaviour: Core Concepts and Applications, 3rd Australasian Edition Wiley, Brisbane; pp. 75). Students are required to address both of the following questions in their essay: Question 1 The rapid rate, at which Big Energy has opted to absorb XYZ Energy into its existing business model, has had an adverse impact on the employees that originally came from XYZ Energy. Discuss the impact of this integration model on the overall the attitudes, values and behaviours of the remaining XYZ staff members. Question 2 Based on your analysis in Question 1, you are required to provide management at Big Energy with some recommended strategies for dealing with the identified issues.

Purpose of AssignmentThe purpose of this assignment is to provide an opportunity for the student to integrate and apply the individual and organizational leadership learning from this course by developing a plan for organizational change. Assignment Steps Review course assignments for Weeks 1-5, including the results of the Mastering Leadership Self-Assessment taken in Week 1. Select an organizational change in your company or one you know. Develop a 1,050-word analysis designing the action plan for you, as a leader, to address the organizational change. Include the following, in any sequence you choose: Identify the organizational change process steps you would take and prioritize the order in which you would take them. Include both individual and organizational leadership actions.Scholarly citations must be given to support your rationale and proposed actions. Format your assignment consistent with APA guidelines.

For this assignment, select a real company in the fast food industry. You have just been hired by (your selected company) as its new vice president of strategic planning. The corporation’s performance in recent years as well as the changes with business and economic conditions will be a central focus of your new job.Given the size of the corporation and the fact that it is in a highly competitive industry, the chief executive officer (CEO) to whom you report has already given you permission to hire a staff of recent Master of Business Administration (MBA) graduates to assist you in your efforts. You recently completed the interviewing and hired four people with minimal real business experience.In coming months, you and your team will be creating a completely new—and, presumably, more effective—strategic plan. You plan to begin by holding a kick-off meeting with your team.Deliverable Length: 1,000–1,250 wordsTo feel confident that all of the employees in your strategic planning team understand all that you have taught them, you require each to prepare a streamlined version of the key elements of a strategic plan. You require each employee to prepare the following sections of a strategic plan for the corporation's next 3-5 years:Mission and Vision Statements (Simply copying from an existing real company is unacceptable.) Specific, Measurable, Achievable, Realistic, and Time-Bound (SMART) Goals and Objectives Industry Analysis Strengths, Weaknesses, Opportunities, Threats, and Trends (SWOTT) Analysis A Perceptual Map Choose any criteria that you think are important to plot. Explain why you picked the criteria. Your task is to create a plan, following the same parameters, which will be the sample standard that your employees' submissions should match.