Change Management Assignment Analysis

Running Head: CHANGE MANAGEMENT
Change Management Assignment (Ngai Tahu)
Name
Affiliation

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Contents
1. Introduction.......................................................................................................................2
2. External Issues..................................................................................................................2
2.1. Low Profitability in tourism Industry.....................................................................2
2.2. Environmental Change.............................................................................................2
3. Internal Issues...................................................................................................................3
3.1. Ethical issue.................................................................................................................3
3.2. Leadership issue..........................................................................................................3
4. Jack Ma’s Philosophy and Issues of Ngai Tahu.............................................................3
5. Proposed Change..............................................................................................................5
6. Challenges during Change...............................................................................................5
7. Four Theories of Change Management..........................................................................6
7.1. Lewis Curtin Theory....................................................................................................6
7.2. Kotler’s Theory of Change..........................................................................................7
7.3. Nudge Theory of Change............................................................................................8
7.4. Bridges Model of Transition.......................................................................................8
Ending, Loosing and Letting Go:.......................................................................................9
Neutral Zone.......................................................................................................................9
New Beginning...................................................................................................................9
8. Scenario for Ngai Tahu Tourism.....................................................................................9
9. References........................................................................................................................10

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1. Introduction
The current report aims to analyze the external and internal issues of the Ngai Tahu tourism
business “Dark Sky Project. Moreover, this proposal also recommends the change
management solutions by using appropriate theories
2. External Issues
2.1. Low Profitability in the tourism Industry
In 2015, the chief executive “Mike Sang” of the company “Ngai Tahu Holdings” declared
that the net income of the company “Dark Sky Project” has decreased to $115.8 million due
to strict and limited margins on tourism business. Furthermore, the iwi company has
estimated a reduction in the need/requirement of tourists. According to the report of
commercial arm South Island iwi Ngai Tahu, 2014, the annual outcome of twelve months is
collated with a minimum of 160.58million. This result also contains $33 million in insurance
operations. The Chief executive stated that a high level of droughts has heavily effected the
tourism sector and our operations that have decreased our sales. Additionally, the operating
surplus from the development of Wigram skies town center in Ngai Tahu is also lowered
from &52.62million to &42.39m (Ngai Tahu Annual Report, 2019). The decrease in the
profitability of the tourism business shows lower profit margins, especially in the tourism
market (Byrd, 2016).
2.2. Environmental Change
In August 2019, “Lisa Tumahai,” a director of Te Rūnanga o Ngāi Tahu kaiwhakahaere,
addressed the strong effects of climate change on the “Dark Sky Project.” While addressing
the expanding risk of climate change, the director stated that a rapid change in the climate
would adversely affect the Ngai Tahu and its livings. As a number of our residential homes
are situated in low coastal areas, and there is a potential threat of coastal erosions. Moreover,
there is a risk of high droughts and floods in the next few years (Neilson, 2019).
3. Internal Issues

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3.1. Ethical issue
Lack of ethical considerations is the primary internal issue. Disclosure of the
company’s private information to media is one of the major ethical issues of the Ngai
Tahu “Dark Sky Project.” In the past few years, New Zealand’s media industry was
getting a wide range of secret news and information about a disturbance at iwi. Also,
information about the planning of developing $52million cultural units and the house of
Tahu was revealed. The inappropriate leakage of confidential information could lead
towards a monetary loss as well as an increase in the legal actions against people of iwi.
In Dark Sky Project, lack of confidentiality is a constant risk, and any information can
be revealed and publicized at any time (Barr et al., 2018).
3.2. Leadership issue
Martin Van Beynen's report reveals that, In April 2016, Sir Mark Solomon Ngai
tahu Kaiwahakahaere announced to step down from his position. After serving 18 years to
Ngai tahu, Mark Solomon decided to resign due to violence of internal policies of Ngai
tahu. The actual reason behind this decision was the clash among chief executive Arieha
Bennet and Mark Solomon. The CEO was planning to change the culture of organization
with new one (Beynen, 2016).
On August 16, 2019, the chief executive of the Ngai Tahu holdings declared his
resignation letter after serving seven years to the position of chief executive and years of
workings at the company. Till 20th March 2020, he remained at his position to let the
company conduct its recruitment process and the suttle replacement of old leadership with the
new one (Tahu, 2019). This continuous leadership change ultimately affected the
performance of the Dark Sky Project.
4. Jack Ma’s Philosophy and Issues of Ngai Tahu
According to Jack ma’s philosophy, there are few major successful aspects, through
which an organization may transform its challenges into opportunities. By considering the

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external and internal issues of Ngai Tahu Holdings, four aspects of jack ma’s philosophy
including failure as a giving up, he loves life, he values attitude, he unites people under single
goal may help the organization to convert its problem into opportunities (Kux, 2015).
The first external issue of the Dark Sky Project is low-profit margins in the tourism
business. In order to increase profitability, the management of the company is required to
bring change in the internal and external environment of the organization. As chief executive
of the company mentioned that, this sector is highly influenced by droughts and floods, due
to which profit margins of the company have reduced. In this manner, the management of the
company is required to develop strategy to reduce the negative impacts of climate change.
Chief executive of Dark Sky Project must prepare a strategic plan and unites his workforce to
follow and implement this plan effectively.
The second external issue of the firm is related to erosion of coastal areas due to
environmental changes. The Ozone layer around the earth is about to finish due to heavy
traffic and increase in the number of factories that are emitting poisonous gases like nitrogen
and carbon dioxide in the air and causing global warming. Emission of these gases has
increased environmental pollution and reducing ozone layer that is constantly bringing huge
unusual changes in the climate. This rapid change in the climate has become a serious global
problem at both industrial and social level. Jack ma’s philosophy aspect “he loves life”
exactly fits into this situation. Through this phrase, Jack Ma has tried to convey his message
that we are here in this world to help each other, to care for each other. Only money is not a
purpose of working and spending our lives. In this manner, to save coastal erosion and to
save the lives of the people living in coastal areas, The company has to develop a plan to
reduce the environmental effects and controls the increasing change in the climate (Snoyink,
2015).

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The internal issue of the firm is related to leadership that is relevant to the Jack Ma’s
aspect which is failure as giving up. Constant struggle always leads towards success, while
giving up means failure. Another issue is related to ethics that fits into the Jack Ma’s aspect
he values attitude that focuses on the positive behaviour towards the organization.
5. Recommendations:
Priority Recommendation
High Focus on Eco-Tourism and Environmentally
sustainable practices
Medium Higher and Lowe Management trainings
Low Maintain positive behaviour rowards
organiation
6. Proposed Change
The selected company, “Dark Sky Project,” must bring change in the environmental
culture of the firm. Trainings must be provided to higher and lower management to spread
awareness about the ethical and moral values like do’s and don’ts of the organization.
Employees and managers should be restricted to strictly follow the rules and policies set by
the CEOs of the firm.
7. Challenges during Change
The company may struggle through four challenges while executing change
management plan, that includes;
Employee Resistance; it deals with the situation when an individual refuses to accept
the change. Sometimes employees feel comfortable with their old duty and do not agree to
change it. In various circumstances, employees do not take interest to learn new things or the
new strategic goal make it difficult for them to become familiar with their task.

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Lack of Communication; it also creates serious obstacles during implementation of
change process. Sometimes, managers fail to effectively communicate the purpose of
bringing change and fail to present a clear vision of the goal. Lack of communication creates
a sense of confusion among the workforce.
Lack of Training and Development; while executing any plan of action, it is necessary
for the management to ensure that, employees have enough knowledge skills and abilities
about the certain task. Otherwise lack of skills may lead to failure. To avoid any conflict, it is
essential for the company to provide adequate knowledge to its employees through proper
training and development system. In case of lack of knowledge about the goal, employees
fail to perform their task effectively. So, it is essential that, a worker must know the purpose
of performing his task and how to attain the objective.
Lack of Appropriate Planning; Planning plays a primary role in the achievement of any
strategic goal. In order to attain target, it is crucial for the one to prepare appropriate set of
rules and policies about the plan that, what he is going to do and how. The individual must
have a clear idea that, what is the purpose of developing a plan. Planning should be carried
out in terms of various steps. Such as, before implementing goal, the individual must forecast
that what necessary steps would be required to achieve goal and what will be the output of
this plan. After that, it ensures the availability of adequate resources, including manpower. In
a third stage, an individual must decide that in what manners change should be executed and
last how to evaluate the outcomes of the change process.
8. Four Theories of Change Management
8.1. Lewis Curtin Theory
There are three stages of change management process that involves, unfreeze, change
and refreeze.
 Refreeze: This is an ice-breaking stage where management convinces the employees
to accept the fact that change is necessary for the organization. In case of Dark Sky

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Project, there may have some employees who disagree to follow the new rules and
policies of the firm.
 Change: At this stage, individuals start accepting the change and try to discover the
methods and techniques to implement it.
 Refreeze: At this stage, the people starts performing their new tasks and duties by
implementing the change management process. Refreezing starts at the firm and
workers operate their activities like the way they were operating before Change (Yan
et al, 2016).
8.2. Kotler’s Theory of Change
This change theory is grounded on eight pillars which are separately discussed below:
1. Sense of urgency: This is the first step of any change process. Before execution of
change process, managers of the firm develop a sense of urgency among the workers
to realise the need of Change (Pollack & Pollack, 2014).
2. Develop Strong Coalition: At this step, the Leaders explains the reasons why change
is important for the growth of a business. Potential leaders of the firm organize
effective teams with particular knowledge and stresses on the importance of their
assigned task.
3. Develop a vision of Change: At this stage, leaders present the clear vision that enables
the employees to know the purpose of their task. Workers are required to have an
adequate knowledge that what they are going to perform, what is the purpose of this
task and how they will perform to obtain goal.
4. Communicate the Vision: The vision should be appropriately communicated to the
employees. Lack of communication in terms of vision may affect the performance
efficiency of the employee.
5. Remove Barriers: At this step, leaders decide to reduce the obstacles en route of
implementing change. If an employee does not have sufficient knowledge about his

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duty, then the leader will arrange training for that particular employee and enables
him to work professionally. Moreover, employee resistance is also a barrier, and some
individuals are very strongly resistant to the acceptance of the change. In this
situation, leaders announces the rewards and appraisals to motivate the employee and
removes barriers.
6. Develop Short Term Wins: Managers are required to share victory after achievement
of every short term objective. Moreover, leaders must develop various short goals
leading to one major long term goal. Victory has always been a sign of motivation so
sharing of small wins will encourage the workers and they would try to put their
potential efforts to accomplish the target.
7. Build on the Change: Sometimes, Disclosure of victory at earlier stages leads to
failure. If there are ten short goals to achieve one large goal, then victory after the
accomplishment of the first small goal must be considered as a lesson to improve the
next goal. So, it is essential to have improved versions of short term goals.
8. Anchors the Change in Corporate Culture: At this stage, managers monitors and
evaluates the outcomes of change on a daily basis that whether the change process is
meaningful or not.
8.3. Nudge Theory of Change
This theory elaborates that change can be carried out through random or indirect
means instead of direct impositions. The significant purpose of this theory is that, availability
of choices allows the people to think and take successful decision. Most often, we do not
think while making arbitrary decisions, but the nudge explains that if we give people an
opportunity and choice, then they will be able to think positively. The time of implementing
change in the organization, leaders may indirectly convince their employees by giving them
choices to accept the change.

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8.4. Bridges Model of Transition
This model illustrates that an individual does not accept change because he feels
uncomfortable adapting to a new situation. This fear results in the resistance towards the
change. The model is based on three stages, including; ending, losing, or letting go, the
second stage involves a neutral zone, and the third is a new beginning (Miller, 2017).
Ending, Losing, and Letting Go:
At this stage, person or a group of people gets the feel of loosing something with new
one. They do not feel comfortable in accepting change because they think something is going
to end, and new would be difficult to adapt. This situation creates depression, fear, lack of
confidence, and resistance in the individual (Bridges and Mitchel, 2017).
Neutral Zone
At this stage, individuals are nervous, impatient, and unclear. They try to discover
new techniques and methods and bears heavy workload as well. So, people at this stage are
neutral because they are in between the old and new learnings. Accepting changes but
confused and stuck.
New Beginning
In this stage, people start working with new facts and figures and become familiar
with their duties and operations. So, this is a completely comfortable stage.
9. Scenario for Ngai Tahu Tourism
Traditionally, industries are constantly growing with a rapid expansion of modern
technology. Businesses are trying to increase their productivity to maximize profit. However,
on the other hand, this smart growth of technology is also increasing the global warming that
is strongly affecting the environmental atmosphere of the earth. In the future, this growth will
become double, and the climate would be completely changed and inappropriate. In this
situation, the Dark Sky Project should prepare some strategic plans to avoid the destruction of
natural tourism points. In addition, the trend of traveling is also increasing across the world,

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and people are more attracted to visit those places that are full of natural beauty. In this way,
the company must bring change in its growth and development strategy (Peterson, 2017).

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10. References
Barr, T., Reid, J., Catska, P., Varona, G. and Rout, M. (2018), "Development of indigenous
enterprise in a contemporary business environment – the Ngāi Tahu Ahikā
approach", Journal of Enterprising Communities: People and Places in the Global
Economy 12(4), pp. 454-471. https://doi.org/10.1108/JEC-05-2016-0014
Beyen, M. van. (2016). Ngai Tahu head Sir Mark Solomon's exit triggered by clash of cultures.
Retrieved from https://www.stuff.co.nz/the-press/news/79478978/ngai-tahu-head-sir-
mark-solomons-exit-triggered-by-clash-of-cultures [21 April 2020,]
Byrd, H. (2016). Addressing climate change [section 3.1 of The State of New Zealand Report
for UN Habitat III].
Kux, S. (2015, June 25). 8 Keys to Success from Jack Ma, Self-Made Billionaire and CEO of
Alibaba. Retrieved from https://www.lifehack.org/articles/work/8-keys-success-from-
jack-self-made-billionaire-and-ceo-alibaba.html [21 April, 2020]
Miller, J. L. (2017). Managing Transitions: Using William Bridges’ Transition Model and a
Change Style Assessment Instrument to Inform Strategies and Measure Progress in
Organizational Change Management. In The 12th International Conference on
Performance Measurement in Libraries Proceedings (p. 357) [Print]
Neilson, M. (2019, January 27). Māori burial grounds under threat from rising seas increasing
storm events. Retrieved from https://www.nzherald.co.nz/nz/news/article.cfm?
c_id=1&objectid=12195542 [21 April, 2020]
NgaiTahu Annual Report. (2019). Retrieved from https://ngaitahu.iwi.nz/investment/ngai-tahu-
annual-reports/2019-annual-report/ [21 April 2020]
Petersen, L. (2017). The future of the New Zealand tourism workforce: 2035 Retrieved from
http://researcharchive.vuw.ac.nz/handle/10063/6802 [21 April 2020]

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Pollack, J., & Pollack, R. (2015). Using Kotter’s eight stage process to manage an organisational
change program: Presentation and practice. Systemic Practice and Action
Research, 28(1), 51-66 Retrieved from https://link.springer.com/article/10.1007/s11213-
014-9317-0 [21 April 2020]
Snoyink, N. L. (2015). Indigenous biodiversity protection and sustainable management in the
Upper Waimakariri Basin (Doctoral dissertation, Lincoln University).
Tahu, N. (2019). Ngāi Tahu Holdings Chief Executive resigns. Retrieved from
https://www.scoop.co.nz/stories/BU1908/S00461/ngai-tahu-holdings-chief-executive-
resigns.htm [21 April 2020]
Yan, R., Liu, J., Zheng, J., Zhai, Y., & Gu, Z. (2016). Kurt Lewin's process model for
organizational Change: The role of leadership and employee involvement: A critical
review. Journal of Innovation & Knowledge, 10, 665 [Print]