Change and Transformation

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