Change Management for Federated Co-operative Limited (FCL)

This article discusses the change management process for Federated Co-operative Limited (FCL) and the different approaches to change. It covers the challenges faced and recommendations for successful change management. The article also highlights the importance of power and politics, and organizational learning in the change process.

Management of change
Change Management for Federated Co-operative Limited (FCL)
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Management of change
Chapter one
Chapter one talks about the actual change process. In this chapter the practically theory of
change is mentioned that revolves around making useful prediction on how the change should
take place (Lozano, Nummert, Ceulemans, 2016 p.59). There are also various aspects of
organizational change, the context of the change could be either internal or external and the
process is the actual transition that should take place. Moreover, change is often accompanied
and takes place in three major phases and these are the ending, which is regarded as a phase of
loss, the neutral zone, regarded as a phase of uncertainty and the beginning, which is regarded as
the phase of making a new start.
Federated Co-operatives Limited was undergoing some really important organization change.
Just as mentioned in chapter one, the context of the change could either be internal or external.
Well, for the case of Federated Co-operatives Limited the context was more of internal because
they had changed a number of aspects in the internal management such as the organization
culture as well as its information and technology and it marketing system. The change also took
place in three stages as mentioned, the beginning ending, neutral and beginning phase.
Recommendation
The process of organization change takes place in various stages. These different stages are what
make an organization strong again once they have all been successfully passed. They should
therefore be appreciated.

Management of change
Chapter nine
Approaches to change and implementation change. There are two approaches in
implementation of change and these approaches are direct and facilitated. A direct change is
where change originates from the top while a facilitated change is where other members of the
organization are consulted (Pugh, 2016 p.90).There are also certain approaches that can be taken
to deal with some of the challenges associated with change. The necessary steps to be taken are
shown in the diagram below;
According to Federated Co-operatives Limited, their change was not that of a direct approach but
rather a facilitated one. This is so because the change was communicated to all other employees
before the change was initiated in the first place. Moreover, we see that employees are engaged
through a Q&A session and also by the use of surveys. In any change processes there are
challenges that are usually experienced in the transition. FCL also experienced a number of these
challenges for instance they had a challenge in managing the 36 active IT projects in which 7 of
those were multimillion dollar.

Management of change
Recommendation
Challenges are a common thing in any change process. They should therefore be embraced and
dealt with because at times change is inevitable.
Chapter 7
Change from the perspective of power and politics. Power is regarded as the ability to
influence other people’s behavior and politics is when power is being actively used. Politics and
power have a say in which the process of change will take place in an organization. They can
either accelerate the change or be a source of dynamic energy. It can also cause a sense of
mistrust and a total distraction from organizational goals (Hayes, 2018 p.102).
At FCL change in perspective of politics and power is evident. Power and politics have an effect
on change that could either be negative or positive. For FCL we see that the managers and
relevant people in power are trying as much as they can to make sure that they positively steer
the change process that they were undergoing. This is done by engaging all the employees in a Q
& A session.
Recommendation
Power and politics are very vital in any change process. They should therefore be carefully
utilized so as to ensure that they accelerate the change and do not cause any cases of suspicion
and mistrust.
Chapter 8
Change from the perspective of organizational learning. There are some key aspects
associated with organizational learning and these are obstacles and enablers to learning

Management of change
(Cummings, Bridgman, Brown, 2016 p.63).This approach of change unlike the power and
politics approach is very dynamic in nature. It puts into considerations various distinct variables
that facilitate the change. First and foremost, it involves determining the position that a company
is them picking up form there so as to reach where you want to be. The element of change is
supposed to propell the company to where it wants to be in the future from where it already is at
the moment.
FCL was experiencing a series of employee burnout as they felt that the company is not headed
in the right direction. It was therefore necessary that the employees are reminded on the
importance of the change and the roadmap ahead and exactly how to get there. Banda was
convinced that it was a critical moment that the company set down some guiding principles that
could help in decision making to facilitated the change.
Recommendation
Organizational learning is a very important approach in change management. It facilitates and
enables the organization to rebuild trust in their employees regarding a change that is already in
process and that which is yet to happen (Bradley, 2016 p.77).This approach should b embraced.

Management of change
References
Bradley, G., 2016. Benefit Realisation Management: A practical guide to achieving benefits
through change. Routledge.
Cummings, S., Bridgman, T. and Brown, K.G., 2016. Unfreezing change as three steps:
Rethinking Kurt Lewin’s legacy for change management. human relations, 69(1), pp.33-60.
Doppelt, B., 2017. Leading change toward sustainability: A change-management guide for
business, government and civil society. Routledge.
Hayes, J., 2018. The theory and practice of change management.
Lozano, R., Nummert, B. and Ceulemans, K., 2016. Elucidating the relationship between
sustainability reporting and organisational change management for sustainability. Journal of
cleaner production, 125, pp.168-188.
Pugh, L., 2016. Change management in information services. Routledge.