Change and Transformation

This article discusses organizational change and transformation using Change Management Theory and Mckinsey's 7s models. It provides recommendations, obstacles, and actions to take for effective change management. The case study is about Jobs International India Ltd, a company of Jobs International UK Ltd. The main players are the investor and previous General Manager, the newly promoted General Manager, and the advisor.

Change and
Transformation

Contents
INTRODUCTION...........................................................................................................................................3
MAIN BODY.................................................................................................................................................3
1. (a) What would your recommendations be as to how Mr Jacobs should proceed?............................3
1.(b) What obstacles would you expect Mr Jacobs to meet in implementing your recommendations
and how should these be overcome?......................................................................................................4
2. (a) What action would you take and why?..........................................................................................5
2. (b) What obstacles would you expect to meet and how would you overcome them?........................6
3 (a) What actions would you propose and why?....................................................................................7
3 (b) What obstacles would you expect to meet and how would you overcome them?.........................8
CONCLUSION...............................................................................................................................................9
REFERENCES..............................................................................................................................................10

INTRODUCTION
Change is more tangible and defined, whereas transformation is more ambiguous and broad.
Although change focuses on shifting individual functions inside the corporation, transition
attempts to overhaul the entire organisation. Whereas change refers to the deployment of a
number of discrete projects that may or may not have an impact on the entire organisation,
transformation refers to a portfolio of interconnected or overlapping activities aimed at
completely reinventing the business (Campbell and Göritz, 2014). This article is about a firm's
change management. Jobs International India Ltd, a company of Jobs International UK Ltd, is
the subject of the case. The whole writing discusses organizational change and its
transformation. Thus, several ideas, concepts, and considerations are explored. To effectively
tackle the difficulties, Change Management Theory and Mckinsey's 7s models are used. Change
may be difficult for a company to embrace. In the text, the challenges and methods for resolving
them are covered. The case's primary players are the investor and previous General Manager, the
newly promoted General Manager, and the advisor.
MAIN BODY
1. (a) What would your recommendations be as to how Mr Jacobs should proceed?
David Jacobs is a significant stakeholder and chief executive. Jacobs, in my opinion, is very
close to his family and career. It has been seen and discovered that there are some limits inside
the job environment. Because there are certain changes as a result of the addition of emerging
leaders to the organisation, changing management theory might be used. The theory's main goal
is to determine how well doers can comprehend changes and overcome obstacles within them.
Change management theory is divided into the following stages. Unfreeze, Change, and Refreeze
are the three options. Even the first step is all about determining whether or not modifications are
meaningful in the present organizational setting. According to the expert, there are some limits in
the thinking of workers and managing directors regarding operations, direction, and duties,
among other things.
Workers' feelings of apprehension regarding processing various initiation rituals, having to
accept various leadership styles, and other issues include workers trying to treat themselves as

mere superiors of the corporation, manager's simple and direct assertions, employee's anxiety
about operating various initiations, and so on. These are expected to alter in order for the
company to advance. This step occurs whenever the highlighted issues must be addressed. It is
encouraged that you take the time required to evaluate and implement the modifications.
Certainly, both the boss and the workforce will need time to acclimatize to the new leader
approaches. Workers in various Indian civilizations regard themselves as mere employees
instead of being included in the judgment process. At this point, constructive improvements must
be made that will last. Workers should be supplied with training centers to help them achieve
professional and eliminate worries, anxiousness, and other impediments to progress (Ahmady,
Nikooravesh and Mehrpour, 2016).
It is suggested to Mr. Jacob apply Mckinsey's 7s model which is helping in apply change in
company such as:
Structure: A company's structure refers to the way it is organized the sequence of authority and
responsibility connections that comprise its JI limited chart.
Strategy: A strategy is a well-crafted business plan that enables a JI limited to create an action
plan to attain a long - term competitive advantage, which is supported by the organization's
purpose and objectives.
Systems are the JI limited's market and technical foundation that defines processes and the
judgment processes.
Skills define a firm's skills and competences, allowing its people to fulfill JI limited goals.
Style: Mature workers' attitudes in a corporation build a standard of ethics via their relationships
and symbolically judgment, which shapes the managerial style of its leadership.
Staff includes talent acquisition as well as all human resources associated with corporate choices,
including education, hiring, and incentive schemes.
Shared value: Each effective information system, goals, and principles serve as its basis and play
a crucial part in harmonizing all critical aspects to maintain a successful organizational

architecture. As well as when JI Ltd apply this model in Poland in order to apply changes in
effective manner.
1.(b) What obstacles would you expect Mr Jacobs to meet in implementing your
recommendations and how should these be overcome?
People's impact: The key difficulties, according to the authorities, are connected to the
organization’s strategy. Company will not be able to function correctly and provide optimal
results to the company unless people feel at ease and motivated at perform. The expected
outcomes will not be realized in the manner envisaged. The implementation of devices in the
vehicles, according to the firm's employees, demonstrates that the organisation does not respect
them. The company has also revised its rule for employees, assigning one driver to each vehicle
rather than 2. This approach is detrimental to vehicle operators and leads to ineffective
management. The negative consequences on drivers result in poor working conditions.
Due to their limited capability and anxiety, workers would find it difficult to be exposed to
the learning organization shift. Because they are underneath and uninformed of the achievements
achieved in the manufacturing line, gaining collaboration to develop a current legal structure
would be challenging. To solve the issue, JI India will train employees in the necessary hard and
soft skills to run IT systems as part of the monitoring and surface treatment.
Cultural differences would be the most major hindrance to the JI's efficacy in expanding
into other locations. When compared to the United Kingdom and The United States, these two
countries have quite different cultures. As a consequence, employees in both the United
Kingdom and India may find it difficult to oversee operations in the planned zones. To deal with
the challenge, JI's CEO would devise an effective path. Employees will also undergo cross-
cultural instruction so that they can interact with consumers from other cultures.
To overcome from these barriers require applying change management theory in order to
apply changes in effective manner.
2. (a) What action would you take and why?
According to Mr Jacobs' position in this relation to organizational change project, a choice
will be made that will aid in the management of the JI's challenges in India. First and foremost, a
contemporary organizational framework must be established in order for JI to cope with some

other rivals. In order to adopt a contemporary organizational structure, Lewin's Change
Management Model must be used. As previously said, change management is essential to adapt
leadership style and support staff motivation to reach organizational goals. There really are 3 key
processes in this model: unfreeze, change, and refreeze. The requirement for change in
organizational change is essential at the unfreeze stage. Following that, workers would receive
training in order to adapt to the new IT installation in the JI. The final phase would be to analyses
the future requirement regarding the performance obtained following the organizational
transformation. Implementing a contemporary organizational structure, according to (Chang and
Lin, (2015), aids strong growth and empowers personnel. In the case situation, it has been
determined that employees must wait for their manager's approval before doing anything. A
contemporary management chart would be preferable in this case.
Changes in the operating method, incentive systems, and management style will all be
addressed to Mr Jacobs in his capacity as chief executive of JI India. The use of IT technologies
in the actual operation would assist the JI in saving time and effort for its employees. It would
also accelerate upcoming creativeness. Learning and development, according to Fleming and
Spicer, (2014), assist in motivating people and developing essential abilities. Workers are worried
about just the changeover of chief executive, according to the situation, and education would
enable them control their anxiety and go back into the workforce. The firm's horizontal structure
would be created so that employees may develop their skills without having waited for walk
direction from their leadership or supervisors. Adoption of transformative leaders rather than an
authoritarian one advocated by Jacob's cousin would be beneficial to embrace change. This sort
of leader not only empowers people, but also enables them embrace change and manage the
problems that JI India faces.
2. (b) What obstacles would you expect to meet and how would you overcome them?
Jacob will confront a variety of challenges in the execution of change management. The
following are some examples:
Lack of support: Mr Jacob's cousin was pursuing an authoritarian leadership style. Considering
her move, there may be a lack of enthusiasm from the executives, executives, and administrators,
one of whom is Mr Jacob's cousin. Workers build rapport and confidence when their workplace

culture is supportive. To deal with the problem, an appropriate corporate culture where
individuals help one other would be required.
Poor ability and imagination: It would be tough to expose personnel to the new organisational
shift due to their low capacity and fear. It will be difficult to gain cooperation to establish a
contemporary institutional framework since they are under-motivated and unaware of the
advances made in the production line. To address the problem, JI India will adopt appropriate
hard and soft skills to prepare them operate IT systems inside the control and maintenance
procedure.
Resource constraints: Administrative transformation is related with a large wealth of programs
such as financial, human capital, and time. There is inadequate interaction and a shortage of
attitude, as indicated in the case scenario. Large amounts of monetary backing are necessary to
integrate the IT system with JI India's production line. It would also take a long time to
implement a contemporary institutional framework. To tackle the problem, enough budgetary
control is critical to accomplish progress in the areas of restructuring of JI in India, as well as
growth into Australia and America.
3 (a) What actions would you propose and why?
If you were the chief executive of JI India, you would revamp the firm's whole attitude. A
specific course of action would be adopted in hopes of turning the condition around inside the
following six months in preparation for growth into Australia and America. The following are
some examples:
Turning activities Time required
Democratic leadership style 1 month
Staff involvement 2 months
Fostering cross culture communication 3 months
Apply of staff recognition 4 Months
Outsider market research and entry mode
selection
5 Months
Implementation of technology 6 Months

Employees are the cornerstone of every firm that is looking to expand. Staffs are not
properly encouraged by the man who is a director (Cousin of Mr Jacob) because of his dictatorial
leadership style in this situation. There is a lack of confidence among staff, and also poor
leadership. JI's hierarchical organizational structure also causes difficulty communicating and
leads to disputes. Workers cannot improve essential skills and abilities due to insufficient
education. As a result, staff empowerment is essential to strengthen them and enable them to
adapt to the operational model implemented in the UK business. Instruction will also assist
Indian employees in adopting the UK operating approach through the design phase. Staff is
participating in corporate decision-making under a democratic style of leadership. I would be
applied inside the JI Indian business to provide increase competitive advantage to workers. This
sort of leadership aids JI India in talent development and engaging a huge workforce. Staff will
be able to acclimatize to UK operations as well as Poland operations and offer assistance to
organizations’ when they extend to Australia and America under this style of leadership.
To address the demands and desires of employees in JI India, competence in style of
leadership is also necessary. Global expansion necessitates cross-cultural interaction. As a result,
while approaching Poland, America and Australia, JI needed to set up a cross-cultural
communication network so that contact with diverse participants would be simple. Worker
regulations must be implemented so that workers do not encounter the sort of abuse that they do
at JI India. Independent market analysis in the two nations is also necessary so that JI's general
manager may have a better understanding of the possible threats faced by these two locations.
Furthermore, an appropriate form of entrance is essential so that development may be lucrative,
because JR, and besides, has an effective comparative benefit. Innovation would be the most
efficient way to modernize JI and increase their operational effectiveness, similar to their
competitors.
3 (b) What obstacles would you expect to meet and how would you overcome them?
The most significant impediment to the JI's effectiveness in spreading into foreign regions
would be cultural differences. Whether contrasted to the United Kingdom and The united, these
two nations have quite diverse cultures. As a result, staff in both the UK and India may find it
challenging to manage activities in the proposed two-country zones. The chief executive of JT

would develop an effective communications mechanism to deal with the problem. Workers will
also receive cross-cultural training such that they can deal with cross-cultural customers.
When planning for the development, JI may run into problems due to the lack of knowledge
and expertise among its management and leadership. Staff is encouraged and their essential
creative talents are developed via training and education. There may be challenges with
teamwork since the personnel lack morale and trust in one another. It has been determined that
individuals are not sufficiently motivated in the case situation. Furthermore, there is a substantial
level of purchasing that impedes staff effectiveness. Bonuses, awards, and acknowledgment
would be offered to improve employee performance with the JR in order to solve the problem
and manage human resources. There may be a lack of competence, which might stymie
expansion plans into Australia and the United States. To overcome this barrier, an appropriate
organizational culture, such as autocratic leadership, must be created. It would encourage
employee creativeness while also assisting them in effectively managing the development.
CONCLUSION
Change management is described as a firm's techniques and procedures for describing and
implementing change in the both internally and externally activities. Educating and continuous
integration, developing the appropriate transformation, and evaluating pre- and post-change
operations to guarantee smooth execution is all part of this process. Important organizational
transformation is difficult. It frequently necessitates several layers of collaboration and may
entail multiple autonomous organizations’ inside an organisation. It's vital to have a planned
strategy to change in order to achieve a seamless process with little disturbance. Changes
frequently fail caused by human error: the change's proponents failed to consider the healthful,
genuine, and expected responses of regular folk to disruptions in their habits. One of the most
essential success criteria for good change managing is proper communication. As the
transformation spreads, all concerned personnel must comprehend the development it through
different phases and witness the effects.

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