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Change Management

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Management Research Paper


Your task is to apply change management concepts to an issue(s) in an organisation and provide recommendations for improvement. For this assignment, you can choose the organisation you are currently working with or an organisation you are familiar with in your country or region which is under external and internal pressure to undertake substantial changes.

Your assignment must include:

  • A clear description and evaluation of the organisation/industry as well as the internal contexts (e.g. organisational culture and structure) and external contexts (e.g. economic situation, internationalisation, environment, technology, external constrains and contingencies as well as opportunities) for the prescribed change initiatives.
  • Your proposed steps/models and interventions in the process of organisational change (you must use relevant frameworks to guide your analysis).
  • A discussion on the impact of your proposed interventions on the organisation and employees, as well as the expected resistance to change by the origination and employees. You are also required to provide recommendations and approaches to tackle the issues of resistance to change to assist transition. (You must use relevant frameworks to guide your analysis.)

In this assignment, you must elaborate on the relevant theories and frameworks to show your understanding and ability to apply these theories and frameworks in your organisation to demonstrate your critical thinking abilities. A good assignment will take an analytical and critical approach as well as demonstrate application of change management concepts and theories.

TEXTBOOK Organisational  Change Development and Transformation 5th Edition D Waddall, A Creed, T Cummings & C Worley.

Important Assignment Instructions

  • The required word length for this assignment is 2500 words (plus or minus 10%).
  • In terms of structure, presentation and style you are normally required to use:
    –   AIB standard report format; and
    –   AIB preferred Microsoft Word settings; and
    –   Harvard style referencing (which includes in-text citations plus a reference list).
    These requirements are detailed in the AIB Style Guide.
  • Reference lists for AIB assignments / projects normally contain the following number of relevant references from different sources: 6-12 (for MBA assignments).
  • All references must be from credible sources such as books, industry related journals, magazines, company documents and recent academic articles.
  • Your grade will be adversely affected if your assignment contains no/poor citations and/or reference list and also if your assignment word length is beyond the allowed tolerance level


Ideal Stone (S.A) Pty Ltd is a manufacturing business located in the suburbs of Adelaide. Ideal Stone creates solid surfaces from engineered stone products such as Caesarstone and Essastone, as well as using natural materials like marble or travertine. Ideal Stone is a small to medium sized operation that employs over twenty five staff members. The key roles include machinists, installers, estimators, administration staff, and at the head of the business are two directors, Mr. P and

Mr. C.  Ideal Stone was formed in 2007 and has grown from a small four person outfit housed in a small rented space into a thriving business turning over $5,000,000 per annum.

Ideal Stone is house in 5 different factories over 1 street with workers required to go back and forth between building which is time consuming and disruptive to the work flow. Machining occurs in two of the factories, hand work in another, and stock and off cuts kept in another. The process of manufacturing goods is disjointed and only one person knows when jobs will be ready (greatly affecting the administration staff and their relationships with key customers).

Stock control is manually maintained and not often updated. Stone is pushed between factories  on trollies (lifted by cranes).

Organisational Stucture

Mr P                            Mr C

Director                       Director

Financial Contoller      HR      Factory Manger                       Office Manager

Accounts Staff                                                I                       Admin Staff


Installers        Machinists      Manufacturing Staff

Organisational Culture

  1. Vision

With no vision or mission statement there is no guide that provides Ideal Stone’s values or purpose.  Empolyees have only the short term vision of getting the job done on a daily basis.

  1. Values

The guidelines and behaviours have not been set out in a formal structure but learnt from co workers and the directors.

Employees generally work hard but lack initiative and the ability to lead from the front. The directors have not encouraged this from their workers although do not discourage it when it occasionally occurs. Honesty is expected, and the ability to work well within a team.  Damages to products often occurs without consequence and has resulted in a ‘who cares’ attitude and carelessness.

  1. Practices

Values are enshrined in a company’s practices and therefore Ideal Stone falls short. Some training is provided where legally necessary (eg high risk work license) or required for site visits.

Staffs are not treated badly but a flat hierarchy does not encourage junior staff to strive for excellence in a way they might if review criteria and promotion were available.

  1. People

Above award wages, end of year bonus and scope to accommodate family life with some flexibility available are reflected in a very low turn over of employees.  Freedom to get the job done without constant supervision is also a benefit.

Most staff get along most of the time.

  1. Place

Given the factory environment it is difficult to make the workplace overly comfortable. The disjointed nature of the factories and the offices does reiterate an ‘us and them’ attitude between factory and administration staff.

Change required:

Move into a new purpose built factory setting or amalgamate and upgrade the existing facility.

Through this, create a seamless work flow where stock is housed and machining and manufacturing occurs. Creating a loading bay so installer’s trucks are not interfering with manufacturing duties.

Install software that tracks stock, jobs, costs, invoicing into one.  Tracking jobs would be of huge benefit.

Possible Constraints:

Moving would require selling existing buildings which will take time, all factories may not sell at once, each building is owned by a different subsidiary company so lots of paperwork and costs involved.

Amalgamation would be costly as would a software program of this magnitude.

However, the business is doing very well economically and can well afford to invest in this change if done well. Future economic benefits would be the ability to continue to grow the business (currently at capacity) and time value of money in that less movement and downtime as staff move between factories.

Other costs, such as investment in training new software & workplace systems, would be incurred.

Resistance to change would exist:

Neither directors like change, are reluctant to relinquish any control – see Drivers or response to change Page 96 text book.

Most employees however would encourage the change and see it as a benefit (aside from those who may have to travel further to work).

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