Change Management in Montana Plastic Inc.’s Shelby Division

BSC ACCOUNTING AND
FINANCE MODULE
CHANGE MANAGEMENT

Table of Contents
INTRODUCTION...........................................................................................................................3
MAIN BODY...................................................................................................................................3
Question 1 – Force Field Analysis...............................................................................................3
Question 2 – Types of changes....................................................................................................4
Question 3 – Organisational practices, behaviour and culture....................................................5
Question 4 – Leading Change......................................................................................................7
Question 5 – Two recommendations...........................................................................................7
REFERENCES................................................................................................................................9

INTRODUCTION
Change management involves all those methods and manners of company in which it
undertakes to describe and implement change across its various processes which is both internal
and external. The organisation gets highly benefited of the well-developed structure of adopting
change which is critical to the successful transition along with mitigating any kind of disruption.
The change can be in form that is, of goals, technologies and processes (Dzwigol and et.al.,
2019). The aim of change management is to effecting change through framing and implementing
change strategies which even includes the act of controlling and helping people for adapting to
change. The present report is based on such case where there is an immediate need of effecting
change in order to bring down the company’s waste rate. The company here focused will be
Montana Plastic Inc.’s Shelby division whose business is of manufacturing plastic gasoline tanks
for global automotive brands like Toyota, Ford and General Motors. Therefore, the main
discussion pertaining to this company will be done in respect of Lewin’s Force Field analysis to
analyze the external and internal factors that are acting as a resisting and driving forces of change
in the company. With reference to the theories and models of change, the various types of change
the company is expecting will be identified. Then the resulting organisational practices from
proposed change will be evaluated in terms of its impact on organisational culture and behaviour
of its staff. Also, it will be discussed that how Stewart Belton could have influence others in the
organisation to embrace change. And at last, two recommendations will be made which help to
embed change which could result in the desired culture and behaviour in the company.
MAIN BODY
Question 1 – Force Field Analysis
Lewin’s force field analysis is helpful in distinguishing factors within an organisation that are
driving or avoiding the adoption of a desired state. These forces can be analyzed in order to make
informed decisions to ensure the acceptability of the proposed changes. To identify what leads to
people to accept or resist change, there is a need to understand their values and experiences
(Rosenbaum, More and Steane, 2018). This can be carried out in a best manner by developing
emotional intelligence and self-awareness which facilitate understanding of such driving and
resisting forces with others and us, as the behaviour and attitude of others indicate these forces.

There are certain steps in which force field analysis will be carried out for Montana Plastic Inc.’s
Shelby division in order to identify and evaluate such driving and resisting forces.
Definition of change that management is desiring: The goal of the director of the company that
is, Stewart Belton was that to bring down the rate of waste, avoid slowing down of topline
growth and issues related to production, effective management of workforce through change in
leadership, restore profitability.
Brainstorming the driving forces and restraining forces:
Evaluation of the above identified forces: In the above pictorial representation, there are many
driving and restraining forces identified within the Shelby division. While analyzing the driving
forces, the first force identified is executive mandate which Belton is proposing in his attempt to
turnaround the operations of their division. It is necessary to manage effectively the workforce
within the manufacturing by refining the management ranks, so that right people can be placed at
right position (Jayatilleke and Lai, 2018). Employee turnover is causing quality issues, but the
high end customer specification is demanding appropriate training to the new joinees so that
quality issues can be overcome at the earliest. Carbon emission control is demanding the change
of technology in terms of launching billet technology products. This change will lead to change
in the equipment required for producing plastic based tank rather than metal based tank.