� Identify the most likely problems or conflicts that Danial Tareq may face in implementing his change
initiative. Each of those problems or conflicts should be classified as pluralities, contradictions or
paradoxes, and their potential impact on the change management process should be assessed.
�Evaluate the degree to which Danial�s leadership will influence the effectiveness of the change
When writing your responses, you should synthesise the theory with real world experience and use
examples of the theories in action in a real organisation about which you have read, or one in which you
Odc Kce W5
Implementing the change management plan must require several significant processes
that will promote to accept and adopt any attitudinal and behavioural adjustments. And the
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primary key to realising organisational success is determined by the strategic decisions of
leaders. The number one priority of most managers should be to check the external and internal
environments, understand and provide company resources, enhance capabilities, identify
business threats and develop a vision that would create a positive future for the company. And
according to Riwo-Abudho et al. (2012), in strategic leadership, managers must adapt “the art of
strategic leadership since modern organisations work on in a dynamic setting which keeps on
Addressing the case study of Pemancar (Abdullah and Siti-Nabiha 2012), the
organisation had undergone a process of change implementation which is facing a sudden,
drastic change. As an evident result, people who are most directly involved in the modification
are starting to feel pressure; hence, these people are thinking of leaving the organisation.
Looking into the way the organisation thinks and acts; the top management who is on a quest to
improve the quality of performance had decided to establish organisation transformation.
However, these implementations are often troubled with contradictions and paradox. Following
the reviews of Nasim and Sushil (2011), the emergent of new approach had intensely shaken the
structure. In their review, it is evident that the Revolutionary change had pushed the organisation
into the struggle. The organisation was shaken and disrupted by intense and significant change
after a long, punctuated state of continuous and large-scale strategic change.
Strategic Management Process
The role of the manager is to achieve competitiveness and to earn above average returns
to the company with highly determined strategic decision concerning the wants and needs of the
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organisation within the given nature of the environment where it exists. Moreover, an effective
change management process must require a combination of logical-rational approach to
organisational strategy. Understanding Mr Adam’s standpoint in the case study; a faster and
immediate approach towards change will put the members of the organisation in a state of
pressure and stress. If Mr Tareq, on the other hand, will facilitate an incremental approach, it will
contradict and negates the needs of the upper management. This contributing dilemma will result
in entrapping the legitimate interest of the company. However, if there is an in-depth
understanding of dualities, contradiction and paradox, it will help draw out a strategic
management towards the case (Stoltzfus et al. 2011). Initiating the paradox of duality,
interlinking the conflicting strategies of Incremental and Revolutionary change may respond into
a seamless transition. For example, in the real world, every stable company must have change.
The presence of bureaucratic features in a company has a positive effect on most large
organisations in which it tries to maintain and control the benefits of bureaucracy and prevents
the problem of slow response to rapid change.
In the case of Pemancar, the bureaucratic standpoint of upper management is envisioning
a fast and significant impact on the company. Therefore, however contradicting it may show to
those people who are directly involved in the organisation, in strategic leadership, the necessary
attributes that a manager must follow within the existing environment – provide a visionary
outlook to the employees that will encourage them to work hard. The setting of consistently high
standards, provide a clear and concise communication on the vision of structural change.
Building confidence with the employee’s works will establish a feeling of self-reward. Lastly,
talk with other personnel about their struggles and difficulties and provide feedback to the upper
management (2015 Laureate Education, Inc. 2015).
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In addressing the case of Pemancar, it is evident that there is a need for revolutionary
change. It may conflict with the interest of the members of the organisation but the change
should be implemented because of the rapid increase of competitors within the industry. It is
understandable that there are efforts in adapting rapid change as a strategic process for the
benefit of the company. However, for the company to survive, adapting to change is a positive
outlook for its future.
2015 Laureate Education, Inc. 2015, Implementing the Change Management Plan: KMGT 673
Organisational Design and Change. pp.2-3.
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Abdullah, Z & Siti-Nabiha, A 2012, Leadership and Change Management: A Case Study of
Pemancar. Asian Case Research Journal, 16(01), 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.
Riwo-Abudho, M Njanja, L & Ochieng, I 2012, The Role of Strategic Leadership during
Change. 4(1), pp.49-53.
Stoltzfus, K Stohl, C & Seibold, D 2011, Managing organisational change: paradoxical
problems, solutions, and consequences. Journal of OrgChange Mgmt, 24(3), pp.349-367.