Implementing the change management plan
This essay requires you to prepare an operational level response to the demands of change initiative
implementation, contextualised to a specific case study situation.
To prepare for this essay:
� Review the Required Learning Resources which sent by email.
� Identify what you believe to be the most important lessons learned from this case study exercise, and
think about the extent to which you might be able to use those lessons in your own employment situation.
o Extending the essay into new areas of interest that are relevant to the key concept of �Implementing
the change management plan�
o Supporting, refuting or expanding upon response to the Pemancar case study
o Offering suggestions for ways in which the lessons learned from the Pemancar case study could be
used to the benefit of your own workplace conditions
Important Lessons Learned From this Case Study Exercise
Pemancar is one of the long-standing automotive part manufacturing entities in
Peninsular Malaysia. The organization has approximately 1,700 employees who are delegated
roles in the production of various types of automotive parts, an aspect that has enabled the
organization to flourish in the competitive market (Abdullah, & Siti-Nabiha, 2012, pg.120). In
consideration of this, it is essential to establish that the organization faced challenges in meeting
its production activities consistently, an aspect that resulted in the laying off of its production
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managers. In addressing these challenges, the organization responded to change approaches that
affected its systems.
One of the key elements Pemancar considered may be constituted in the organization’s
efforts to broadly scope its change process in determining the future direction of the company,
especially in addressing the challenges it inhibited (Riwo-Abudho, Lily, & Ochieng, 2012,
pg.50). Given this, valuable lessons may be developed from Pemancar’s approach in initiating
the change process in a bid to champion some of the problems it encountered. One of the
fundamental aspects the management considered was in developing a corporate spirit within the
organization pegged on the culture of high performance, an issue that required the employees to
corporate; strive to achieve the best, incorporate learning and knowledge management in
advancing their skills.
On the other hand, the employees were required to take ownership of their performance
and actions, thus detailing the essence of welcoming criticism and constructive suggestions to
achieve performance improvement. The organization, therefore, initiated programs directed
towards facilitating the exchange of knowledge in pursuit of lifelong learning among the
employees, thus boosting the commitment and performance of the organization (Riwo-Abudho,
et.al.2012, pg.52). To achieve these goals, the company directed its focus on strategic leadership
in successfully implementing its change objectives. Given this, it is significant to establish that
the aspect of strategic leadership ultimately spurred the change management process within the
organization, thus depicting its essence within an organization.
Areas of Interest Implementing the Change Management Plan
As depicted in the case of Pemancar, one of the outstanding elements remains in the
organization’s efforts directed towards broadening the scope of its challenges, an aspect that
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details the company’s future direction. On the other hand, the organization integrated a
restructuring approach that integrated Pemancar into the Nova global organization, an aspect that
saw the initiation of new processes and procedures in all the areas of Pemancar’s operations
(Stoltzfus, Stohl & Seibold, 2011, pp.349). In view of this, it is essential to establish that the
restructuring process of this organization considered the alignment of the organization in
agreement with the structure of Nova in its subsidiaries over the world. The restructuring process
was essential in mitigating the bureaucracies and hierarchies initiated by the organization, an
aspect that enhanced a corporate spirit within the organization.
Expanding Upon Response to the Pemancar Case Study
It is essential to establish that Pemancar considered efforts to broadly scope its change
process in determining the future direction of the company, especially in addressing the
challenges it inhibited. The organization undertook measures aimed at developing a corporate
spirit within the organization pegged on the culture of high performance, an aspect that required
the employees to corporate; strive to achieve the best, incorporate learning and knowledge
management in advancing their skills (Nasim, & Sushil 2011, pg.187). However, it is advisable
that the organization involve its employees in the change process, an aspect that would address
issues related to the resistance of the change process within the organization. On the other hand,
this enables the employees to feel valued, thus allowing them to remain committed to their
performance.
Suggestions for Implementing Lessons Learned From the Pemancar Case Study
One of the essential contributions in the implementation of the lessons acquired from the
case study of Pemancar is in consideration of the fact that the change management process
involves a sequence of activities that change management leaders need to adhere to within the
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context of their organizational challenges (Toader, et.al.2016, pg.118). This critically enables an
organization to drive their individual transitions with the aim of ensuring their projects meet their
intended purposes. This process requires an organization to define their change management
strategies and prepare change management teams in implementing the process. Alternatively,
organizations need to develop change management conceptual plans in taking actions designed
to implement the change process in addressing their managerial issues.
References
Abdullah, Z. & Siti-Nabiha, A.K. 2012 ‘Leadership and change management: a case study of
Pemancar’, Asian Case Research Journal, 16 (1), pp.115-132.
Nasim, S. & Sushil 2011 ‘Revisiting organizational change: exploring the paradox of managing
continuity and change’, Journal of Change Management, 11 (2) pp.185-206. Retrieved
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Riwo-Abudho, M, Lily, N, & Ochieng, I 2012, ‘The Role of Strategic Leadership during
Change’, KCA Journal Of Business Management, 4, 1, pp. 48-61, Business Source
Complete, EBSCOhost, viewed 9 September 2016.
Stoltzfus, K., Stohl, C. & Seibold, D.R. 2011 ‘Managing organizational change: paradoxical
problems, solutions, and consequences’, Journal of Organizational Change Management,
24 (3), pp.349-367.
Toader, C, Michalcewicz-Kaniowska, M, & Zajdel, M 2016, ‘Training Strategies Used In Project
Management Discipline’, Agricultural Management / Lucrari Stiintifice Seria I,
Management Agricol, 18, 2, pp. 115-118, Business Source Complete, EBSCOhost,
viewed 9 September 2016.
