ORGANISATIONAL CHANGE AND DEVELOPMENT

Contents
Participation Topic 1 .................................................................................................................. 3

Participation Topic 2 .................................................................................................................. 4

Participation Topic 3 .................................................................................................................. 5

Participation Topic 4 .................................................................................................................. 5

Participation Topic 5 .................................................................................................................. 6

Participation Topic 6 .................................................................................................................. 7

References .................................................................................................................................. 8
Participation Topic 1

Article 1: Woolsworth Company has recently banned the use of plastic bags in their

supermarkets to become environment friendly (Adams, 2018). The reason behind such a

change initiative is because they will be able to charge for each of the bags. Secondly the

customers will have good quality reusable bags each time they shop in the outlets.

Article 2: Hino Group in Australia decided to convert their business will be looked after by

Dimitri Andreatidis as a new post of Head of Customer and Brand under the department of

commercial vehicle manufacturing (Stark, 2018). He was previously acting as National

Marketing Manager for the company. The separate department was created to provide better

customer service since their sales have increased since the beginning of 2018.

Article 3: BHP, Australia decided to exit the US market and release deals worth of $10.8

billion on 2017. This article was published in Oil & gas magazine (Adams, 2018). The

company took this initiative since their onshore assets as they had a four year long

underperformance. They decided to sell their assets to BP group of Britain and Merit Energy

in US.
Participation Topic 2

This particular image seemed appropriate to describe the company provided. The change of

organizations is necessary to evolve for the future according to the market need. The process

is initiated by disruption of the old values and culture. This is generally implemented by the

leader who is takes a decision to makes vast changes in the organization. This creates an

initial disruptive condition within the organization. The initial adjustments are necessary to

improve the situation of the company. The hardships of the change implementation are

necessary for the evolution of the company. The image depicts the exact same the process

which was noticed in the company provided. For example a case study to be considered like

in the aforementioned cases of BHP industries could be described. The CEO, Andrew

Mackenzie, decided to give up their assets which possibly created disruption in the

organization, but the revenue collected from selling those assets would be implemented to

clear their debts and that would improve their financial situation (Adams, 2018). The end

result is that they can take lesion form the incident and evolve in their home country.
Participation Topic 3

Change agents are important component of organizational changes procedure. It is related to

development of the change management, exchange of proper information, problem

identification and implementation of change. The agent being selected company needs to be

aware of the work environment and culture within the organization (Flockhart, 2016). The

major challenges are building professional relationships with the company and acceptance of

the behavioural norms of the organization. In light of the quality of the change relationships,

the companies have to also go through the changes that come along with company’s internal

and external relationship. These relationships can be with the customers, stakeholders and

shareholders. The changes can have either positive or negative outcome on the attitudes

towards the company itself. The target group for initiating a particular change in the

organization is also important for the company’s survival. It is important to decide on the

ground for which the change can be implemented. The reasons may include the production,

employee recreation or customer satisfaction. It is also necessary to contemplate the issues

that may potentially influence the outcomes of the changes. Overlooking identification of the

limitations, for any such organizational changes can result in negative outcomes that may

impact the organization in sales, brand image or poor market share.

Participation Topic 4

Organizational change is subjected to resistance from its shareholders and stakeholders. This

can be due to various issues of insecurity, fear of change etc. It is not uncommon that the

employees tend to resist the change in the organization due to lack of communication from

the higher authority. Proper communication is necessary before commencing achage within

an organization (Cameron and Green, 2015). These can be detected by surveys, feedback to

understand the issues within the workforce. Employees also fear the loss of job opportunity
during the commencement of a change in the organization. Whether it is a corporate merger

or liquidation, the job security of the concerned organization’s employees can be potentially

in danger. Additionally the organizational change results in the change of job role after the

implementation of change. The resistance can be in form of active or passive resistance. The

active resistance are arguments, ridiculing, blaming, distorting, and blockage. Passive

resistances are ignoring, non-participation, procrastinating, mishandling and avoiding issues

with the organization. The best ways to react by importing the communication skills of the

managers, listening to the employee’ concerns and providing security to the jobs and

encouraging participation.

Participation Topic 5

The first step is to motivate the workforce to prepare for the organizational change. This is

done by creating preparedness for the inevitable change within the organization. Additionally

the management of resistance of change is also necessary in this step of the change

implementation. The second step is creation of a vision which can be followed to effectively

track the changes. This includes energising the commitments of the workforce within the

organization. It is also necessary to describe the intended future prospects of the change to be

implemented within the organization (Burton eta al. 2015). Third step is the development of

political support for the change implementation. This requires identification of the power of

the agent, identification of the stakeholders of the organization and in turn influencing them

for the intended change support. Next step is the management of the transition within the

organization which require planning of the activities, showing commitment to the planning

and management of the framework for the transition of the organization. Last step of the

change implementation is to sustain the rate of actions for the change. This requires

providing resources for the change implementation, building a system to support the change
agents, development of newer skills and competency within the organization and reinforcing

newer behaviour and organizational culture.

Participation Topic 6

The sustenance of the transition within the organization is an important factor to be

controlled. Despite having a good plan of change implementation there are various factors

that can revert the condition of the organization and render the transition moot. There are

certain suggestions that may help consolidate the commenced change of events (Carnall,

2018). The company can redesign the jobs and roles of their employees which would help the

employees modify their behaviour and is seemingly more effective that the change of culture

within the organization. This will help regulate the transition effectively within the

organization. Next the reward systems and policies within the organizations can be modified

to the compatibility of the current vision, direction and values of the company undergoing

change. The decision making process, objectives and operational decisions are to be changed

to accommodate the transition. The senior management needs to constantly advocate changes

which will remodel the desired goals and behavioural changes within the organization. The

process of change is to be tracked to map the progress of the change within the organization.

Celebrating smaller achievements is necessary which are significant to identify the

production and failure.

References

Adams, D. (2018). Woolworths Pauses Plastic Bag Ban Because Shoppers Couldn't Come To

Grips. [online] Pedestrian TV. Available at: https://www.pedestrian.tv/news/woolworths-

single-use-bag-ban-postponed/ [Accessed 28 Jul. 2018].

Adams, M. (2018). BHP to exit US shale with deals worth $10.8 billion. [online] Ogj.com.

Available at: https://www.ogj.com/articles/2018/07/bhp-to-exit-us-shale-with-deals-worth-

10-8-billion.html [Accessed 28 Jul. 2018].

Burton, R.M., Obel, B. and Håkonsson, D.D., 2015. Organizational design: A step-by-step

approach. Cambridge University Press.

Cameron, E. and Green, M., 2015. Making sense of change management: A complete guide to

the models, tools and techniques of organizational change. Kogan Page Publishers.

Carnall, C., 2018. Managing change. London: Routledge.

Flockhart, T., 2016. The problem of change in constructivist theory: Ontological security

seeking and agent motivation. Review of International Studies, 42(5), pp.799-820.

Stark, M. (2018). Hino announces organisational changes - Logistics & Materials Handling.

[online] Logistics & Materials Handling. Available at: https://logisticsmagazine.com.au/hino-

announces-organisational-changes/ [Accessed 28 Jul. 2018].