Change Management

This document discusses the strategies and challenges of change management in organizations, with a focus on Indorama Ventures. It explores the different factors that influence change initiatives, such as leadership style, organizational culture, and environmental assessments. The document also highlights the importance of structure and management in facilitating successful change processes. Overall, it provides insights into how organizations can effectively implement and manage change to improve performance.

Running head: CHANGE MANAGEMENT
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Introduction
The different changes that are initiated by the organizations support the same in
continuing with the improvements of the performance in resemblance with the different factors.
The leadership style and the organizational culture influences the change managementinitiatives
that arecommenced by the leaders (Van der Voet, Kuipers&Groeneveld, 2016). On the other
hand, the modifications in the organizational performance are depends on the effective
functioningof the systems in resemblance with the needs of the venture. Razmerita, Kirchner
andNielsen (2016) opined that the basic changes like the technological innovations or the change
in the policies are mostly influenced by the activities of the leaders. On the other hand, Namada
(2018) opined that the evaluation of various environmental trends and market situations enables
the organization in delineating the urgency for undertaking the change.
The purpose of undertaking the research is to identify the different strategies that are
employed by the management of Indorama Ventures while improving on a change. The
different changes that are commenced by the organization support the same in continuing with
the improvements of the performance while improving in the diverse economies. In this relation,
the different changes in the organizational performance are depends on the effective functioning
of the systems in resemblance with the needs of the venture.
The mitigation strategies at Indorama Ventures after assessment of challenges
Change through assessment of environment
Indorama Ventures have developed extensive change processes after assessing the
internal and external environments of the venture. In this relation, the improvements in the
change management processes of the venture are depends on the effective assessment of the
external and internal environmental considerations. Singh et al. (2016) opined that the

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conceptualization of the political, economic and technological challenges that are being
encountered by the organizations ensure the systematic functioning of the change management
processes. The assessment of the markets and the urgency for modifications supported Indorama
Ventures in improving systematic plans for improvements in the process design. Imran et al.
(2016) stated that the external market trend analysis supports the organization in identifying the
market needs for ensuring the systematic functioning of the change processes. On the other hand,
Zinovieva et al. (2016) reflected that the assessment of the internal capabilities relating to the
resources and the processes designs enables the organization in examining the potency of the
same to develop a change process in resemblance with the market needs. Therefore, the key
modifications that are commenced by Indorama Ventures relied on the market and internal
assessments with the objective of understanding the feasibility of the change (Fernandez&
Rainey, 2017).
However, assessment of the markets is based on assumptions which might affect the rate
of performance of the venture. The assumptions are hypothetical which may or may not work for
Indorama Ventures. Therefore, the organizational managers hired a team of market analyst for
studying the external environment of the same. The assessment of the environments also
supports organizations in identifying the manner in which the change would contribute to the
performance of the same while improving in the diverse economies.Andrews andJohnson (2016)
stated that the assessment of the environmentssupports the organization in choosing expansion in
the different economies. The expansion and growth of Indorama Ventures through FDIs,
partnerships, mergers and acquisitions enhanced the rate of sustenance while improving in
globalized economies. On the other hand, the assessment of the market competition, situation
and the economic fluctuations enabled Indorama Ventures to invest in prospective markets.

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Slawinski et al. (2017) opined that the organizations undertake investments for change
procedures with the objective of achieving a competitive strength in the markets. Therefore,
market assessments supported Indorama Ventures in identifying the lucrative markets from
where they would be receiving better returns on their investments. The changing market
scenario, the new entrants, the competition and the improving expectations of the customers are
the major factors that are examined by any organization while bringing forth changes. Therefore,
in this relation, Ján andVeronika (2017) researched that the organizations undertake a market
assessment with the objective of identifying the different factors that might challenge their
existence. The assessment of the challenges supported Indorama Ventures in improving the
strategies that are being commenced by the same with the objective of enhancing the market
position.
The environmental assessments supported Indorama Ventures in enhancing the rate of
performance while adhering to the preferences of the customers. Schmidt, Groeneveld and Van
de Walle(2017) opined that the organizations adhere to the open innovation model with the
objective of identifying the recent changes that are commenced by the organizations in the same
industry with the objective of infusing the technological modifications. On the other hand, the
venture also initiated strategic alliances with the objective of gaining a larger market base after
assessing the internal and external firm environments. White andCicmil (2016) stated that the
changes and modifications are initiated by the organizationsare focused on improving the
position of the same in the diverse economies. Therefore, the environmental assessments
supported Indorama Ventures in enhancing the decision making systems in resemblance with the
needs of the customers.

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Abd El-Karim et al. (2017) reflected that the change management process is a systematic
process which supports the organization in enhancing the rate of performance in the diverse
economies. In this relation, the application of an effective change program in the organizations
are depends on the effective assessment of the business environments. The key changes in
Indorama Ventures’ operation are depends on the effective functioning of the systems in
resemblance with the needs of the venture. The developments that are initiated by the
organization are supported through the evaluation of the capabilities and requisites that might be
considered with the objective of empowering the change process (Lozano,
Nummert&Ceulemans, 2016). Therefore, the improvements in the organizational model and the
procedures are depends on the systematic evaluation of the key factors that might contribute to
the systematic flow of performance.
Changes in the structure
Van der Voet andVermeeren (2017) stated that the corporate culture and the motivation
of the workforce supports the organization in enabling a change process.The decisions that are
commenced by the management of Indorama Ventures for a change is specifically depends on
the effective functioning of the systems in resemblancewith the organizational objectives.
Kirrane et al. (2017) sated that the organizational culture often supports the initiatives for the
changes in the model. In this relation, the open culture of the organization supports the same in
maximizing the involvement of the stakeholders in the decision making process for change. The
active participation of the stakeholders in the decision making process of the venture supported
the organization in enhancing the rate of change readiness. On the other hand, the assessment
through the Isaksen Model supported the organization in identifying the different factors that are

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relevant to the changes in the performance while demonstrating critical traits of cultural
influences.
The mission of the organization and the manner in which the procedures are being
designed in the organization enhanced the rate of change management related activities in
resemblance with the needs of the venture. Domingues et al. (2017) opined that the open culture
of the organization supports the venture in improving collective decision making while involving
the stakeholders through consultations. The inclusive nature of the management in Indorama
Ventures supported the same in enhancing the rate of collaborated functioning On the other
hand, the involvement of the stakeholders in the decision making process enabled the
organization in establishing the change contexts. Decentralized decision making structure of the
organization supported the same in continuing with the improvements of the performance in the
diverse economies. Whyte, Stasis andLindkvist (2016) opined that the decentralized decision
making structure of the organization supports the same in enhancing the problem identification
through micro-management of the different departments. In this relation, the assessment of the
issues that are being faced by the different departments would support the organization in
framing strategies for improvements.
The change management initiatives of an organization are specifically based on the
decision making criterion followed by the same (Ali& Lai, 2016). In this relation, the different
modifications in the organizational operation are depends on the effective functioning of the
systems in resemblance with the cultural outfits of the venture. On the other hand, Gerbec (2017)
opined that the culture of an organization denotes the nature of change that would be considered
by the organization and the manner in which it would be monitored.The culture of the
organization supported in improving the mission and the guiding principles for the activities that

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are being planned by the venture. Again, the individual behavioral factors of the managers
affected the rate of change in the organization which again influenced culture. Koch, Gritsch
andReinhart (2016) opined that the changes that are commenced by the organizations correlates
to the mission and the objectives of the organization. It has been noted in a survey that 76% of
the enterprises aim at fulfilling the long term objective of achieving the business sustainability,
whereas the remaining 24% aims at economic stability and short term profitability (Whyte,
Stasis&Lindkvist, 2016). In this relation, the different changes that are commenced by Indorama
Ventures are depends on the objectives and the common goals of the same.
The major changes that are commenced by the Indorama Ventures are depends on the
objective of sustenance as per the triple bottom line. In this relation, the plan related to change in
the organization are related to the strategic objectives of the same. The structure of the
organization denotes the orientation of the procedures and the contribution of its outcome to the
organizational success. Van der Voet andVermeeren (2017) opined that the decision making
structure, the procedures followed by the organization, the strategies for improvement and the
mentality of the people influences the rate and nature of the change in the venture. Therefore, the
structure of Indorama Ventures and the culture followed by the same influences the outcome and
nature of change that is being planned by the same.
The management structure
The leadership and management structure of Indorama Ventures greatly influenced the
decision making capability of the venture. Domingues et al (2017) opined that the change
processes that are planned by the organizations are chiefly depends on the decisions and the long
term vision of the leaders. In this relation, the decision making structure and the leadership
approach of the management affected the change process of Indorama Ventures. A systematic

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change process is commenced by the organization through the assessment of the feasibility,
outcome and the market situation. Schmidt, Groeneveld and Van de Walle (2017) stated that the
different modifications that are initiated by the organizations are determined through the
effective control and decision making skills of the leaders. It has been noted that most of the
organizations undertake a consultation model while taking a decision on the recent changes
through maximized involvement of the stakeholders.
The maximized involvement of the stakeholders in the decision making process
supported the leaders of Indorama Ventures in ensuring the rational decision making system
which aims at analyzing the different issues and choosing the best alternative through
consultation as a strategy. Ján and Veronika (2017) stated that the collaborative and consultation
based decision making capability of the organization enables in improving the inclusiveness of
the stakeholders while introducing changes. The active participation of the stakeholders in the
decision making process and the change planning improved the outcome of the change as per the
capability of the venture. On the other hand, the consultation based management approach
supported the organizations in improving knowledge on the different issues that are being faced
by the different departments through micro management. On the other hand, Fernandez
andRainey (2017) opined that the active involvement of the stakeholders in the change process
supports the organization in improving the transparency, resulting to the enhanced trust and
confidence. Therefore, the trust and confidence of the stakeholders supported the organization in
encouraging the uninterrupted functioning of the systems in resemblance with the strategic needs
of the venture.
The management structure of the organizations promoted the involvement of the
stakeholders in the different organizational performance in resemblance with the needs of the

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venture. Imran et al. (2016) opined that the change processes that are planned by the
organizations solely rests on the involvement and active participation of the stakeholders like the
employees. Therefore, clarity and transparency of communication with the stakeholders on the
change process enabled Indorama Ventures’ management in ensuring the safe implementation of
the modification. Consultation and communication with the stakeholders enabled the
organization in improving the improvements of the change processes in resemblance with the
strategic needs of the venture.
Razmerita, Kirchner and Nielsen (2016) stated that the management of the organization
supports and motivates the stakeholders during a change process foe the successful
implementation of the same. It has been noted that around 68% of the organizations, worldwide,
holds clarity of expressions with the objective of continuing with the trust and confidence of the
stakeholdersin a change management process. Again, it has been noted that most of the
organizations in the Western countries follow open door policy for encouraging healthy
discussion on the different prospects for change in the organizational or workplace structure
(Van der Voet, Kuipers&Groeneveld, 2016). The open door policy supported the concerned
organization in empowering the engagement of differentstakeholders in the change process that
is planned by the organizations.
The management of Indorama Ventures provided motivation and empowerment to the
employees while introducing a changed process through fair remuneration and training
programs. The training and development programs of the organization supported the same in
empowering the activities of the employees. Namada (2018) opined that the management
structure greatly determines the nature of the training programs and the manner in which the
same is aimed at supporting the activities of the employees. The key modifications that are

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ascertained by the organization are influenced by the effective functioning of the systems in
resemblance with the needs of the venture.
The long term vision of the leaders and the assessment of the outcomes of the change
enabled Indorama Ventures in classifying and prioritizing the activities as per the urgency.
Slawinski et al. (2017) opined that the identification of the contingency that is being
encountered by the organization is again an efficient quality of the management that supports the
systematic arrangement of the change process. Therefore, the leaders of Indorama Ventures play
an important role in classifying and prioritizing the needs of the organizations to cope with the
internal and external environments.The development of the idea relating to the outcome of the
change in the organizational position in the market supported the management of Indorama
Ventures in ensuring the continuous development of the processes to empower business
sustenance. Therefore, it might be stated that the leadership structure plays an important role
ininfluencing the change in the organization.
The knowledge management and continuous learning
The knowledge management capability of Indorama Ventures supported the change
process while improving an understanding of the contingencies that might be encountered by the
same. Ján andVeronika (2017) opined that the organizational knowledge management capacity
supports the same in identifying the feasible options and hereby choosing the most needed
alternative as per the priorities that are faced by the organization. Again, Abd El-Karim et al.
(2017) opined that the continuous learning and development of the organizations based on
market assessments enables the same in enhancing the rate of performancewhile improving in
the diverse economies. Therefore, continuous learning and development related nature of
Indorama Ventures facilitated the change process in resemblance with the needs of the venture.

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In this relation, the organization developed the R&D performance on the basis of crowdsourcing
and open innovation. The changes that are initiated by the organizations are depends on the
sustenance related needs while improving in the diverse economies (Lozano,
Nummert&Ceulemans, 2016). The knowledge of the processes and the outcome of the change
after implementation empowered the performance of the organization. Therefore, Indorama
Ventures tend to follow a continuous learning process with the objective of improving the
resources and capabilities to achieve a competitive edge while improving in the globalized
markets.
Schmidt, Groeneveld and Van de Walle (2017) opined that the knowledge of the
processes supports the organization in enhancing the outcome from the change resulting to
improvements in the performance. In this relation, the knowledge management procedures are
commenced by the concerned organization with the objective of selecting the best alternative for
bringing forth changes in the existing processes. Imran et al. (2016) opined that the
organizational change is initiated by the organizations with the objective of gaining competitive
edge. Knowledge based decision making supported the organization in continuing with the
synergy between the needs of the organization and the current resource based capability of the
same. On the other hand, the knowledge based change process at Indorama Ventures supported
the same in retaining the trust and confidence of the stakeholders while improving in diverse
economies.
The assessment of the market prospects and the manner in which the same might be
encouraged are depends on the effective design of the performance in resemblance with the
needs of the venture. On the other hand, the knowledge management related performance of
Indorama Ventures empowered the leaders in communicating the whereabouts of the

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modification and the rationale for the same to the stakeholders. The transmission of profound
knowledge on the change to the stakeholders supported the organization in improving the
collaborative functioning of the systems. The enhanced knowledge base of the stakeholders, on
the change process and the procedure that would be followed by the organization after the
change, empowers the performance of the stakeholders in resemblance with the strategic goals of
the venture (Schmidt, Groeneveld& Van de Walle, 2017). Therefore, the improvements of
knowledge management practices not only supported the organization in improving a clear idea
on the need and nature of change but also supports in empowering the activities of the
stakeholders.
Conclusion
Therefore, from the above discussion it might be stated that the changes that are initiated
by the organizations are influenced by different factors. The discussion identified that leadership
style and the organizational culture of Indorama Ventures posed a potential source of inference
on the change initiatives that are planned by the venture. On the other hand, the assessment of
the internal and external business environments and the manner in which the same affects the
change management initiatives of the organization is being explored in the discussion. During
the discussion it was also found that the structure of the organization and the knowledge
management capabilities of the same also influenced the decision making capacity of the leaders
in a change program. Therefore, the research enumerated the different factors that influence the
change process of the organization.

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