The discussions that were posted to the Week 5 Collaboration Forum began to examine the process of
implementing a major change in the way that an organisation works.
The Pemancar case study suggested that change agents will inevitably be more concerned with
individual and organisational behaviour patterns than with the mobilising of tangible resources. Initial
posts to this week�s Key Concept Exercise will have translated this thinking into a range of different
environments with which students are already familiar, and thus will have begun the process of applying
academic theory to practical workplace situations.
In this week�s Collaboration, your task is to compare the key features of your own organisation�s
practice with those described by your classmates in an effort to identify aspects of that practice that could
be targeted for improvement.
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Like my organisation’s practice and those described by my classmates, there are a
number of key features. For instance, there is an aspect of the bureaucratic standpoint of the
executive management, which is visualizing not only a rapid but also a remarkable effect on the
firm. For that reason, while it may seem conflicting for those in charge of the firm, strategic
leadership is imperative for the senior management in the current environment. This is to say, it
requires visionary leadership for workers to meet the set goals. Such goals present open and
clear communication regarding the objective of organisational change (Savolainen 2013).
Whereas strategic leadership is important for the attainment of the firm’s mission and
vision, Daniel’s goal of implementing change will be crucial in recognising accountability,
efficiency and challenges related to equipment. Daniel must be visionary, and acknowledge
others, encourage the realization of the company’s goals, confidence, and courage. Building
workers’ confidence makes them believe that they are appreciated and part of the company’s
future prospects. Apparently, the organisation is in need of revolutionary change. Though it may
be conflicting with employees’ interests, it must be executed due to intense competition in the
sector.
Another key feature is the disruptive and demotivating environment. In this case, such an
environment does not give employees the freedom to be creative (Agbim 2013). In addition, it
does not strike a balance between change and continuity. Experts demonstrate change must be
viewed as a transition from a given practice or even a reaction to internal factors rather than
moving from one point to another (Abdullah & Siti-Nabiha 2012). Again, it is clear that NOVA
failed to take into account the environmental factors and simply benchmarked Penmancar with
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its branches, overlooking the importance of change that gives room for practices. On the other
hand, NOVA was keen on searching for a comprehensive strategy to tackle changes at
Penmancar while failing to recognise its workplace practices.
In this respect, Daniel should come up with a strategy for defining the organisational
goals while aligning them with tasks and expectations during the first stages of change. This is of
great importance it terms of enhancing positive attitude as well as behaviour in realizing the
organisation’s goals. Nonetheless, job security and social networks at my organisation’s and
those described by my classmates are extremely low, and hierarchies are not based on
proficiency. Stoltzfus et al. 2011 believe that this is likely to reveal incompatibility and put
pressure on the process. However, Daniel will find it challenging to convince the employees to
accept the change process. For example, it is may be hard to persuade employees to recognise the
importance of change to the firm. Undeniably, for several years Pemancar was making huge
profits and realizing its objectives. As such, there is need to ensure that employees understand
and accept the change process (Nasim & Sushil 2011).
Furthermore, there is the possibility of abolishing overtime duties, which will enhance the
search for extra opportunities. In turn, this will be challenging as the firm will inefficient.
It is also clear that inadequate training as well as competency since there is an issue of incapacity
to repair and maintain equipment, which hinders their efficiency. Additionally, the common
removal of employees from NOVA can hamper diversity that is regarded as its main tactic of
doing things. Without a doubt, there are attempts to implement change as a procedure to meet the
organisation’s objectives. Nevertheless, for the company to remain competitive, implementing
change is sustainable.
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Bibliography
Abdullah, Z. and Siti-Nabiha, A.K., 2012. Leadership and Change Management: A Case Study
of Pemancar. Asian Case Research Journal, 16(01), pp.115-132.
Agbim, K.C., 2013. The impact of organizational structure and leadership styles on innovation.
IOSR Journal of Business and Management, 6 (6), 56, 63.
Nasim, S. and Sushil, 2011. Revisiting organizational change: exploring the paradox of
managing continuity and change. Journal of Change Management, 11(2), pp.185-206.
Savolainen, T., 2013. Change Implementation in Intercultural Context: A Case Study of Creating
Readiness to Change. Journal of Global Business Issues, 7(2), p.51.
Stoltzfus, K., Stohl, C. and Seibold, D.R., 2011. Managing organizational change: Paradoxical
problems, solutions, and consequences. Journal of organizational change management,
24(3), pp.349-367.
