ANGLIA RUSKIN UNIVERITY

BA (HONs) MARKETING
MAY 2014

ZOYA AYUB MALIK

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Table of Contents
PROBLEMS................................................................................................................................................. 3
FINDINGS................................................................................................................................................... 5
CONCLUSION............................................................................................................................................. 9
RECOMMEDATION .................................................................................................................................. 10
REFERENCES ............................................................................................................................................ 11

ORANGISATIONAL CHANGE MANAGEMENT

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PROBLEMS
According to Smith, I., (2005, p. 408), the authentic source and conveyance for change is people and it is
these people who make up organizations. They are the ones who will embrace change. He points out
further that for any organizational change to take grip and to be prosperous, it is imperative that there
be readiness for change (Smith, I., 2006, p. 301). This argument is fortified by Kotter (as cited in Smith, I.,
2005, p. 409). Smith, I. (2006) states further that, to achieve prosperous and persisting change,
efficacious communication is critical.
INITIATING TOP DOWN CHANGE
Top-down means that all the directions come from the top. Project objectives are established by the
top management. Top managers provide guidelines, information, plans and funds processes. All of the
project managers expectations are clearly communicated to each project participant. Following this
approach, ambiguity opens the door for potential failure, and the managers should be as specific as
possible when communicating their expectations. Process formality is very important for this approach.
In this case Mrs.Hill just ordered them fellow workers about the problem and the job losses which will
occur. As chief executive felt that they were not delivering as they developed a policy entitled. A new
strategic Direction they are far from what was necessary for formation of a vibrant workplace and a
successful council.
Employees are introduced with the change with the same management design in the developments for
which they were responsible. One persons emotions and opinions influenced all the development
decisions. There is a large number of research made in the field of managers and leaders in
organizations and what functions that are important to create a successful and profitable
organization. It is of interest to see if these functions (e.g. motivating, budgeting and planning) are
applicable in the context of projects as well, and not only in an organizational setting. There will be
effective collaboration with district councils. There will be expecting big redundancy program. They
were not morally motivated to do their jobs. The managing executives should realize that they needed
to give more freedom to the teams and change their management style. Davenport (1993) argues that
the design activity is largely a matter of having a group of intelligent and creative people review the
information collected in the earlier phases of the initiative and synthesize it into a new process. project

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managers to get an understanding of which factors are most relevant to develop for creating a
successful project (Morris, Pinto & Sderlund, 2011).
INTATING BOTTOM UP CHANGE
The bottom-up way suggests proactive cluster contribution in the progress giving process. Cluster
associates are demanded to give or give in every single pace of the association process. The decision on
a sequence of deed is seized by the finished team. Bottom-up style permits managers to converse aims
and worth, e.g. across attainment planning. Next team associates are inspired to develop confidential
to-do catalogs alongside the steps vital to grasp the milestones on their own. The choice of methods and
methods to present their tasks is up to the team.
The supremacy of this way is that it empowers cluster associates to cerebrate extra ingeniously. They
sense encompassed into the undertaking progress and ken that their initiatives are appreciated. The
team members motivation to work and make the undertaking prosperity is doubled. Individual
associates of the cluster become an opportunity to come up alongside progress resolutions that are
concentrated extra on useful requisites than on hypothetical notions. The orchestrating procedure is
enabled by a number of people that makes it flow considerably extra expeditious.
The to-do lists of all the group members are collected into the detailed general project plan. Schedules,
budgets and results are transparent. Issues are made clear by the project manager to avoid as many
surprises as possible. Bottom-up project management can also be viewed as a way of coping with the
increasing gap between the information necessary to manage knowledge workers and the ability of
managers to acquire and apply this information.
Mrs. Hill would let the lower staff decide for the problems solution and then she will act on it and
discuss it.
Get the right people in place with the trust, emotional commitment and teamwork to guide the arduous
change process.
The Four Qualities of an Effective Guiding Coalition
Position Power: Enough key players should be on board so that those left out cannot block progress.
Credibility:

The SCC should be seen and respected by those in the firm so that the groups

pronouncements will be taken seriously by other employees.

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Leadership: These are the worker that will be with organization through the good and the deplorable.
The organization will invest their staff and volunteer time in availing to manage the campaign and they
will withal tap into their grassroots advocacy base to pressure and influence decision-makers. Ideally,
they designate at least one volunteer to represent their organization consistently and that person is
cognizant about the issue and the campaign process. These members need to be consulted when there
are consequential strategy decisions to be made.
Expertise: These organizational members are paramount because they have some expertise with your
issue or they bring a categorical and needed adeptness-set to the table.
In proximately cases, you may have an organization that is financially fortifying the campaign, and they
often fall into this Advisor category. As with core members, it is consequential to involve these members
in strategic decision making.

FINDINGS

Organization-development is used increasingly in strategic change initiatives in public sector

organizations (Ferlie et al., 1996 Robertson and Seneviratne, 1995; Patchett, 2005; Teo and Crawford,
2005). OD is playing a vital role in helping organizations change themselves a planned organization
change results in the development of credibility among organization stakeholders. Process intervention
is where a regular activities usually led or facilitated by a consultant aimed at helping individuals and
groups examine and act upon their behavior and relationship (Schein, 1999).
Level of organizational impact evaluation
Initial reactions

OD intervention evaluations begin and also end with

testimonial types of assessment, from members.

Attitudinal/perceptual changes

Most published studies measure posture/perceptual change:

Team cohesiveness

Leadership styles

Organizational climate

Job satisfaction

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Infrequently provide details of scale reliability and validity,

even for established measures.
Behavioral changes

Changes in behavior

Turnover

Absenteeism

Reliability and validity statistics are rarely provided, making

it difficult to judge the stability of findings at this level of
analysis.
Organizational changes

Changes in behavior

Turnover

Absenteeism

Reliability and validity statistics are rarely provided, making

it difficult to judge the stability of findings at this level of
analysis.
Organization will put more work on employees; it can lead to more resistance. They should tell them
the competitive situation of organization and withal reveal them that if they will follow the
vicissitude then what their organization can achieve.
The following Major OD Interventions:
Clear strategic vision:

SCC should have a clear view of the direction and

purpose of the proposed change. Often, this will be
embodied in the organizations mission statement.

Management commitment:

Top management of SCC must be committed to change

and must be seen to be committed. Only top management
has the power to make changes in the values and deeper
structures of the organization.

Symbolic leadership:

Senior managers as MRS hill must behave in ways that are

consistent with the new culture

Supporting organizational changes:

Changes to organizational structure, reporting procedures,

management styles, organizational processes.

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Changing organizational membership:

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Bringing in incipient organizational members who

subscribe to the required incipient organizational values
and practices is liable to consolidate and freeze the
change. Existing organizational members, it should be
mentioned, can be inspirited to buy into the vicissitude
through consultation, training and development,
ascertaining visible senior management commitment.

Applying criteria to goals

Leadership establishes objective criteria for the outputs of the SCC organizations goal-setting processes.
Then they should hold people accountable not only for verbally expressing goals against those criteria
but additionally for engendering the desired results. This is supportive in mid-term rectification of
performance.
Security
Whenever change is being implemented the fear factor can set in. This can be the fear of change itself
and its consequences such as the possible loss of job security or loss of responsibility or control.
Continuous, honest and open communication is essential here. The challenge is to demonstrate that the
new zone is even more comfortable and secure or at least it will be once the initial long-term
discomfort of implementing change has been overcome
Social-Environment
Social environment needs to be fostered which authentically inspirits and rewards organizational leads
for maintaining high organizational performance and promoting to right behavioral environment,
culture and values implementation of changes often results in periods of organizational tension. In that
state of flux those leading the transmutation management process must not mistakenly overlook the
immensely colossal return on investment to business from harnessing the intuitive skills of its most
valuable resource its people change can only become prosperous when people are engaged and
committed to its orchestrated outcomes. This will be long-term-plan from 3 to 5 years term plan.
Intergroup Intervention
As in this case of SCC organization the change managers will engender and develop more germane skills
which can avail them later to achieve the objectives of change management. The goal in these

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interventions is to create what is being called a "learning organization," Employees should learn from
each other. Some of their employees can be trained by sending them for training courses. It is
depending on nature of trading that what will be more opportune for organization in this case (Beebe,
et al, 2004). If they learn from each other that will be long-time-plan but if they get trained by courses
which will be matter of months. This can be short-term plan.
Setting-up measurement systems
The total-quality movement accentuates that all work is a component of a process and that
quantification is essential for process amendment. The OD professional is equipped with implements
and techniques to avail leaders and others to engender quantification methods and systems to monitor
key prosperity indicators. The concepts like Six Sigma, TQM etc.
CHANGE MANAGEMENT
PRACTICE WHICH SCC CAN
ADOPT
ACTION SEARCH

APPRECIATIVE INQUIRY

FUTURE SEARCH

WHOLE SYSTEM INTERVENTION

CHANGE MANAGEMENT
PRACTICE WHICH SCC CAN
ADOPT

DESCRIPTION

TIMEFRAME

SCC organization should realize it

was early stage to be collecting
data on intellectual development
and motivation and analyzing
this data. Discover the first step
in action research is to have a
program developed and
executed well before analyzing
its effectiveness.
it works at engaging scc
organisational members in
activities of appreciation and
dialogue in order to envision and
realise a future reality
Organization need to look
forward for all changes coming
in futures. Be prepare with new
development.
Intervention or change efforts
aimed at improving scc
organization effectiveness
through changes in the task and
structural and technological
subsystems.
DESCRIPTION

1 years

ORANGISATIONAL CHANGE MANAGEMENT

3 years

1 years before planning

3 to 5 years

TIMEFRAME

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CONCLUSION
The SCC organization in this case has no time to involve changes as every day they are getting less and
less profitable. If they will carry on losing their marketing control and less need for the long prison term
then management will carry on getting more insistency from there investor . The change management
has to take quick decision and have to comprise with less accomplishment and during the change
management, change managing director should create environment where employees can learn from
each other instead of learning from organized training programs (Kippenburger, 2002)
Employees are informed by a newsletter by Mrs.Hill. They will be job losses. Skilled employees who can
immediately increase production and make organization more profitable will be staying. These all
actions are more haphazard instead of more planned and strategic. SCC organization in this case has less
time to adjust with the changing their conditions and must have to take steps to implement change
immediately. The best way of implementing change would depend entirely on the entire spot and the
establishment. It is up to the management to decide which manoeuvre and models to use when trying
to reach and commit all involved parties of the arrangement in the physical process of change. Another
thing to consider in the process of change is that one meets the organization and civilization where it is,
and change should take into account the unique history of the organization, the challenge the
organization experience and the opening that occurs, also including resources (Guldbrandsen, 2010).
The psychological contract does not just change over time; change itself modifies the contract. Change
profoundly affects relationships; it may completely disrupt them. Furthermore, during times of change,
new expectations are built and reinforced. The way change is handled creates new or reinforces
expectations for future change.
finding of importance was that the objective for a specific project has to be set before the
project team starts working in order to work towards the same goal. This aligns with Tonnquists (2010)
statement that without an objective for the project, it can be hard to motivate the stakeholders
involved. It showed that internal (project group) and the external (customer, visitors, inhabitants etc.)

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Stakeholders also can have different objectives of interest that has to be considered in the project
managers daily work.
Organizational development is intended to change the organization in a particular direction, towards
improved problem solving, responsiveness, quality of work life and effectiveness. Organizational
change, on the other hand, is broader and can apply to any change in an organization, including
technical and managerial change, and social innovations. The focus of making the organization more
developed is not a criterion in organization change.

RECOMMEDATION
Kotters 8-step model expresses there is need to be different milestones of change and after each
milestone; organization should celebrate their vicissitude implementation (Durbin, 2009). In case of SCC
organization, this change is to reduce the ordinate dictation on the authoritative ordinance on the
council services. First SCC organization needs to reduce their operations. Here organization can prefer
their employees skills which can facilitate them to increment their performance for incipient policy an
incipient strategic direction. If immediately, the solution of convincing the employees for the change is
linked with the communication with the employees. As Mrs. Hill communicate with their employees
about changes. If they will take quicker decision then it will not only be shock for their employees .So it
would be better for organization to do effective communication with their staff and convince them for
change.
OD interventions are plans or programs comprised of specific activities designed to effect change in an
organization. OD interventions that are pursued in a sloppy, half-hearted, or otherwise faulty manner
are far less likely to bring about meaningful change than those that have the full support of the people
involved.
Significant correlation implicatively insinuated that positive change in the intervention would result in
ameliorated organization performance. For example amended training program in SCC organization
would lead to improvement in organization performance since staff would have the cognizance
obligatory to perform their tasks. Because of the above findings its consequential that individual during
the restructuring adopted to change.

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The ways the organization interventions are handled determine how effective they will be as regards to
what they are intended for (Beer, 1980). Individuals work in team and are involved in planning. So if
people work in teams and make specific goals, there will be improvement in organization performance.
This shows why in the training under taken, appendage intervention was discovery to be the only
predictor of the perceived organization performance.
The grandness of leaders in promoting and maintaining a change cognitive operation should not be
underestimated. The external consultant attributed the OD interventions prosperity to the time of the
evaluation to the ebullience and commitment of the top management team which he flavors was
proving to be exceptional. In the panorama of Kotter (1996) a potent coalition of top managers with
credibility, expertise and leadership lineament, can often temple more long-lasting change than a highly
visible and charismatic leader. Such somebody regularly exhibit egos which leave no blank space for
anybody else, and when they leave the scene for any reason, the vicissitude effort expeditiously comes
to an destruction.

REFERENCES
1.
RSBGROUP 2013, THE 8-STEP PROCESS FOR LEADING CHANGE
http://www.rbsgroup.eu/assets/pdfs/2013_THE_8-STEP_PROCESS_FOR_LEADING_CHANGE.pdf 26 April
2014
2.
Managing change, 2004, How to manage change in an Organization
http://www.oursouthwest.com/SusBus/mggchange.pdf 26 April 2014
3.
Kotter international 2012 Kotter 8 stepshttp://www.kotterinternational.com/ourprinciples/changesteps/step-1 26 April 2014
4.
Heike Hamann, December 2007, WHAT IS ORGANISATIONAL DEVELOPMENT FROM APROCESS
WORK PERSPECTIVE? http://www.iapop.com/wp-content/uploads/2011/02/dissertations/hamannorganisational.pdf 27 April 2014
5.
By isaye - 2012 Chapter Overview
www.uk.sagepub.com/millward/files/case_study/ch5_overview.do 27 April 2014

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6.
Gary johns 2010 http://wps.prenhall.com/ca_ph_johns_ob_6/23/5902/1511151.cw//1511153/index.html 27 April 2014
7.
Chapter 5 Organizational Development (OD) and Organizational Transformation (OT) Process
Innovation Strategies Seleshi Sisaye, Jacob G. Birnberg Volume: 24 Editor(s): Seleshi Sisaye, Jacob G.
Birnberg
8.
The psychological contract 2012 http://www.businessballs.com/psychological-contractstheory.htm 28 April 2014

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