Leadership and Change Management Assignment - (Doc)

LEADERSHIP AND CHANGE MANAGEMENT
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Table of Contents
PART 1............................................................................................................................................4
Introduction .....................................................................................................................................4
State and explain the benchmark styles on the Leadership Grid given by Robert Blake and Jane S
Mouton with their popular terminology ..........................................................................................4
2. What is ‘leadership development’? Identify and summarise the nature of various leadership
development programmes................................................................................................................7
3. Assess the impact of cultural factors on leadership practice taking into account the basic
dimensions of National Culture.......................................................................................................9
Conclusion ....................................................................................................................................10
References .....................................................................................................................................12
PART 2..........................................................................................................................................15
Introduction ...................................................................................................................................15
1. Identity and discuss different varieties of changes that are facing the business world today. ..15
2. Reasons why individuals and groups resist change and management’s plan to overcome the
difficulty. .......................................................................................................................................17
3. Briefly present the four theoretical perspectives on organizational change..............................20
Conclusion ....................................................................................................................................21
References .....................................................................................................................................22
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PART 1
Introduction
Leadership can be defined as an overall ability of a person to make sound decisions and
also motivate the employees of a company to perform well. Unlike management, leadership
cannot be taught but it can be learnt or enhanced by coaching and mentoring (Furusten, 2014).
Focus of the present study in on Solaris which is a Malaysia based IT Solutions Company. It has
been involved in providing web development, marketing as well as branding solutions since last
15 years. This has been made possible by its dedicated employees who are led by a good team of
management. The report has laid emphasis on identifying the bench mark styles on Blake and
Moulton’s Leadership Grid. This will be followed by discussing the meaning of leadership
development and the nature of various programs that can be used by Solaris IT solutions. Last
but not the least; focus will also be given on analyzing the impact of cultural factors on
leadership practices as per national culture of Malaysia.
State and explain the benchmark styles on the Leadership Grid given by
Robert Blake and Jane S Mouton with their popular terminology
The managerial grid model has been given by Robert Blake and Jane Mouton in year
1964 (Cameron and Green, 2015). The present section focuses on various benchmark styles that
are present in the model.
Figure 1 Leadership Grid
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(Source: Clayton, 2017)
The model has focused on five kinds of leadership styles on basis of two areas being concern for
people and production which are represented on x and y axis respectively. The theory has been
evolving and developing on a constant basis. Recently there was an addition to two styles as well
as a new element named as resilience (House and et.al., 2013).
The Indifferent or Impoverished leadership (1, 1)
This style has a presence of leaders where there is minimum concern for people as well as
production. This is in form of a very low focus on creating systems to get job done in a better
manner followed by little interest in creating a motivating team culture. This results in producing
disorganization and disharmony within organization. This kind of style should not be used by
Solaris IT solutions as it causes an increased amount of dissatisfaction in employees and lack of
harmony while they work in teams (Van der Voet, 2014). Other than this, there is also an
increase in employee turnover rates which puts undue pressure on existing employees and may
make them feel demotivated. This may further impact IT firms on account of inefficient
operations thereby resulting in decreased sales and profit figures.
The Country Club or Accommodating leadership (1, 9)
These are kinds of leaders who make sure to focus on employees in all possible areas
and meet there needs and requirements in best possible manner. This treatment is based on the
assumption that staff members will generate maximum result on account of self-motivation and
good work culture. This type of leadership style should be adopted by Solaris IT solutions as the
employees will be happy, motivated and also work in greater harmony within teams. However
the organization may face low productivity issues as the concern for production in this leadership
approach is less.
The Status Quo or Middle-of-the-Road leadership (5, 5)
In this type of leadership style, the leaders are able to maintain a balance between needs
of staff as well as that of organization but are not able to focus adequate on any of them. There is
equitable consideration for both production and people while formulating decisions. Minimal
efforts are rendered by them for facilitating staff achievements and production level also reaches
to minimal possible level (Cameron and Green, 2015). This kind of style can be adopted in the
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company as employees are neither contented nor discontented with work but there is a presence
of good harmony among team members. However the organization receives only average
employee performance.
The Dictatorial or Produce, Perish or Control leadership (9, 1)
This kind of leadership can be compared to autocratic style as focus of the leaders is on
production-related matters rather than on needs of employees. There is a presence of increased
direction and domination from the leaders as there working is based on belief that work
efficiency can only be achieved through discipline (Kuhne and Stockdale, 2017). There is also no
room for any human interaction and employees are just considered as a resource. This all results
in short term productivity followed by high employee turnover rate (Marchington and et.al.,
2016). Solaris IT solutions can adopt this kind of leadership style when there is a presence of
high work pressure and is required to form crucial decision within limited span of time. But in
other times it may cause an increased amount of employee dissatisfaction followed by
conflicting situations in group working. The result will be increase in employee attrition and a
short lived performance level.
The Sound or Team leadership (9, 9)
As per many research scholars, the above mentioned leadership style is the most effective
and should be adopted in Solaris IT solutions (Van der Voet, 2014). The leaders in the firm will
show increased commitment towards organizational values and also focus on motivating as well
as empowering employees. These leaders consider employee motivation and there empowerment
as a crucial factor in creating a team work culture (Festing and et.al., 2013). This not only results
in creation of satisfied employees but also increase overall productivity levels of organization.
On application of this leadership style, the management at Solaris IT solutions may gain
extremely cohesive team, satisfied staff members and motivated employees who are ever ready
to render extra efforts for organization. There is also a decrease in employee turnover followed
by attraction of skilled staff members.
The Opportunistic leadership (Any of the above mentioned 5 Positions)
These are those kinds of leaders who try to take advantage of every situation. This is
done by adoption of any leadership style that will help in attainment of objective. The leaders
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may even adopt manipulation and exploitation strategies to persuade others. The reason is to
secure personal benefits rather than gaining support (Nieves and Haller, 2014).
The Paternalistic leadership Migrates from (1, 9) or (9, 1)
These kinds of leaders guide the employees and also praise/reward them for good
performance. They may however not accept that kind of thinking that is in contradiction with
their own thoughts.
2. What is ‘leadership development’? Identify and summarise the nature of
various leadership development programmes
Leadership development is that strategy which focuses on expanding overall capacity of a
person to effectively perform his leadership tasks and duties. This technique has a crucial link to
overall success of business. A study made by Center for Creative Leadership has found that those
companies that have a presence of mature leadership development activities show improved
business performance. These firms are also able to respond rapidly with respect to changing
market conditions (4 Reasons to Invest in Leadership Development, 2018). In this regard, there
is a list of many kinds of leadership development programs that can help in churning the skill set
of a leader within Solaris Ltd and these are as follows;
Communicating with Purpose
It is very essential to focus on developing effective communication skills in a leader in
order to attain all round success. As per the nature of this technique, it provides knowledge and
tips to first-line and mid-level managers to carry out effective communication with employees as
well as colleagues. Solaris must develop this program so as to gain a competitive advantage over
rival firms (Bowman and Raney, 2016).
Conflict Resolution and Management Program
In this program, the participants can identify varied styles of conflict and also about the
techniques of conflict resolution. This program should be undertaken by Solaris for its
management so as to resolve issues within organization as soon as possible by focusing on
methods to deal with conflict. This program can be delivered in the company’s training room and
also via a webinar format (Winkler and Bouncken, 2011). As per the nature of this program, it
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helps in understanding the tactics of negotiation and knowledge which leads to appropriate
management of resources
Presentation Skill Development program
As per the nature of this leadership development program, it helps to focus on preparing
the employees for presentation and makes them confident with respect to delivering the same. It
further aids in creation of speaking objectives and making an effective use of presentation tools
(Van der Voet, 2014). These can then be videotaped for later usage by participants. There can
further be utilization of Feedback sheets to suggest for improvements.
Team building program
The nature of this program is such that the leaders get a chance to build their team work
skills in terms of interaction and collaboration with other members. Solaris management can thus
make use of interactive workshop so as to engage the employees in becoming successful and also
become a part of effective team work.
Business development strategy program
This leadership program as per its nature helps the leaders to get a sight about
organizational goals followed by keeping a readiness about the upcoming challenges. Having a
strategy in hand is just not enough as leaders are required to build teams and also manage
relations at internal and external levels (Smal and Jõgeva, 2017). Hence, business development
strategy program can assist the leaders of Solaris in attaining all of above mentioned aspects.
Operations leadership program
This program can act give boost to employees in Solaris when it is all about attaining
operational excellence in ever changing market place. This is a most needed leadership
program in Solaris on account of presence of scarce resources as well as demand consumers
especially in the area of IT. The area where Solaris works has a high degree of market
volatility, instability as well as a need to follow strict financial regulations (Van der Voet,
2014). In the basis of nature of this program, a Solaris leader will be able to attain operations
excellence by attaining the program and also boost his chances of future sustainability. The
person will get a chance to gain increased knowledge about products and service offerings of
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company. He can then serve as change agent in the dynamic business world and also
develop strong network to attain success in operations as a leader.
Senior leadership course
For a long term sustainability of the company the management should introduce senior
leadership course for the existing leaders. This is also essential so as to assist in the process of
succession planning. The leaders will get a chance to sharpen their existing skill set in area of
leadership and they will also be in a better situation to tackle business challenges (House and
et.al., 2013). As per the nature of this program, focus will be given on skill set needed in a senior
leader so that they can help Solaris to attain success. It will also help the leaders by helping them
develop strategic responses to the business challenges that are faced by them.
All the above mentioned programs can help in overall development of employees for leadership
roles within the company. The management at Solaris can utilize all of them or at least a few in
their company.
3. Assess the impact of cultural factors on leadership practice taking into
account the basic dimensions of National Culture.
The effect of cultural factors on the leadership practices in Malaysia can be assessed by
use of Hofstede framework. As per power distance, Malaysia scores extremely high on this
dimension which simply means that Solaris follows a hierarchical order with a presence of
centralization. The subordinates are informed about their duties and an ideal boss usually follows
an autocratic approach (Hofstede cultural dimensions. 2016). Leadership practices are impacted
in this direction as the leaders have to abide by the hierarchy and treat the employees just as a
resource. Using this technique can be extremely difficult for a leader in Solaris who comes from
low power distance culture like UK who is quite open to ideas and suggestions.
With respect to individualism dimension, Malaysia has been regarded as a collectivistic
society where there is a presence of close commitment in group members (family/extended
relatives). There is also a existence of increased loyalty that helps in fostering strong relations.
Everyone takes responsibility for fellow members in group and any kind of offense leads to
shame. The Employer/employee relationships within Solaris follow the above concept and are
majorly based on moral terms such as family link when it comes to hiring or promotion (Winkler
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and Bouncken, 2011). Hence the leaders who are from Malaysian culture have a tendency to
inform management for hiring or promoting employees with whom they have close social terms .
The score of Malaysian culture on masculinity dimension is of 50 which represent an
intermediate position. The score of Malaysia on uncertainty avoidance dimension is 36 which
show that the culture has a low preference towards avoiding uncertainty. Hence management of
Solaris usually adopts a relaxed attitude where practice has more focus in comparison to
principles (Van der Voet, 2014). The managers also adhere with a flexible schedule when the
need arises. They are also ready to accept innovation as per demand of situation. These strategies
should also be adopted by employees at Solaris Company to provide some comfort to IT
employees with respect to work culture. This is necessary as IT industry is full of work pressure
hence some level of comfort is required.
As per long term orientation dimension, Malaysia has a presence of normative culture.
The management officials of Solaris who are from Malaysia have a strong concern towards truth.
They also highly respect traditions and do not believe in saving much for the future. As per the
leadership style, they may basically lay emphasis on attaining quick short terms results. Hence
the employees must be efficient in their work and should also be given training from time to time
so that they can render best results in less time (House and et.al., 2013). The score of Malaysia
on Indulgence dimension is very high. The impact of leadership is in form of a desire to let the
employees enjoy work and have fun in doing this. Hence the management tries to make the work
culture a comfortable one. The leaders also adopt a positive attitude towards employees and are
optimistic in their approach when they deal with them. A high degree of importance is also
placed by them on leisure time.
Conclusion
From the above report it can be concluded that Solaris IT solutions must adhere with
sound leadership style as given by Moulton and Blake so as to generate satisfied employees and
also increase overall productivity of firm. As the IT work involves for team effort hence
employees will also work in cohesion with each other. Other than this, it should also lay
emphasis on adopting varied leadership development programs to assist in overall progress of the
leaders. In similar lines, the leaders at Solaris are also required to mold there practices as per the
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national culture of Malaysia. This may not be difficult for native people but as Solaris hires
employees from other nations as well hence they may face issues.
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References
Books and Journals
Bowman, B. J. and Raney, E. C., 2016. Pilot implementation of a formal leadership development
strategy within a student chapter of an American pharmacy organisation. Pharmacy
Education. 16.
Cameron, E. and Green, M., 2015. Making sense of change management: a complete guide to the
models, tools and techniques of organizational change. Kogan Page Publishers.
Festing, M. and et. al., 2013. Current issues in International HRM: Alternative forms of
assignments, careers and talent management in a global context. German Journal of
Human Resource Management. 27(3). pp.161-166.
House, R.J. and et. al., 2013. Strategic leadership across cultures: GLOBE study of CEO
leadership behavior and effectiveness in 24 countries. Sage Publications.
Kuhne, S. and Stockdale, R., 2017. The impact of purpose, people and technology on the
virtual project team. Journal of Systems and Information Technology. 9(1). pp.60-77.
Marchington, M. and et. al., 2016. Human resource management at work. Kogan Page
Publishers.
Nieves, J. and Haller, S., 2014. Building dynamic capabilities through knowledge
resources. Tourism Management. 40. pp.224-232.
Smal, A. and Jõgeva, E., 2017. Communication challenges in managing global virtual teams: the
experience of project managers.
Van der Voet, J., 2014. The effectiveness and specificity of change management in a public
organization: Transformational leadership and a bureaucratic organizational
structure. European Management Journal. 32(3). pp.373-382.
Winkler, V. A. and Bouncken, R. B., 2011. How does cultural diversity in global innovation
teams affect the innovation process? Engineering Management Journal. 23(4). Pp. 24-35.
Online
4 Reasons to Invest in Leadership Development. 2018. [Online]. Available through:
https://www.ccl.org/articles/leading-effectively-articles/hr-pipeline-4-reasons-to-invest-
in-leadership-development/>
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Clayton, M., 2017. ROBERT BLAKE & JANE MOUTON: MANAGERIAL GRID. [Online].
Available through: https://www.pocketbook.co.uk/blog/2017/05/16/robert-blake-jane-
mouton-managerial-grid/>
Furusten, S., 2014. Institutional Theory and Organizational Change. [Online]. Available
through: https://www.e-elgar.com/shop/institutional-theory-and-organizational-change>
Hofstede cultural dimensions. 2016. [Online]. Available through:
http://www.eprotel.com.hk/en/images/contact_center_services-
system_solutions_benefits-pic01.jpg>
Solaris IT solutions. 2018. [Online]. Available through: <http://solaris.com.my/>
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LEADERSHIP AND CHANGE MANAGEMENT
PART 2
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PART 2
Introduction
Organizational change can be defined as the movement of a firm from one to other state
of affairs which can take place in many formats such as alteration in organizational structure,
policy, technology or culture. Change is actually a constant process which occurs in each and
every organization but employees usually have a nature to oppose them as they start fearing for
the unknown (Easter and Brooks, 2017). The present report is thus based on different changes
that are affecting the business world and reasons of employee resist to such alterations. Strategies
have also been suggested that can be taken by management followed by reviewing certain
theoretical perspectives to changes.
1. Identity and discuss different varieties of changes that are facing the business world
today.
Industry updates, new technological adaption, new government regulations as well as
general state of economy brings changes in business world. These deviations must be embraced
by the companies in best possible manner if they wish to evolve. It is also true that not every
firm, employee or management is receptive to changes but recognizing them beforehand makes it
easier in terms of survival (Dawson and Andriopoulos, 2014). Here is a list of changes that are
being faced by Solaris IT solutions while carrying out there operations.
Economic fluctuations– This is one of the most crucial changes that have been affecting
Solaris on account of its worldwide operations in form of generating low sales figures and
revenues. There is further a loss of client if the firm is unable to provide software solutions as per
needs of consumers. It is also very difficult to build a loyal and dedicated consumer base during
this time. The economic recession further leads to cutting of operating costs by the company
(Easter and Brooks, 2017). This is in form of minimizing waste production; limiting purchases.
The biggest issue is keeping the staff motivated at this time as the company is forced to
undertake salary cuts and is not in a situation to pay bonuses. The best strategy to be adopted by
Solaris in the situation of downturn is to adopt a stronger business model and prepare the
workforce for next recessionary phase.
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Efforts to Retain employees: A study made by Worley and Mohram, (2014) has
revealed that when a staff member remains loyal to a job then the employee turnover of entire
organization is reduced by 81 percent. In present times, Solaris IT Company is also bringing
changes in their infrastructure so that they can retain employees. This is being done by making a
positive work environment, adopting employee friendly policies; taking steps for welfare of staff
and adopting motivational strategies (Solaris IT solutions, 2018). This is a much needed change
as employee attrition costs thousands of dollars to the IT firm.
Implementing Green Technology -The consumers in the present times are very
knowledge and aware of the effects caused by environment pollution on a global level. They thus
prefer dealing with those firms that are trying to bring changes in their operations. These changes
are in form of reducing carbon foot print, waste generation, and minimal pollution among others
(Hesselbarth and Schaltegger, 2014). In order to be in tune with this change, Solaris has also
brought an alteration in the operating procedures. This has been done by adoption of green
technologies such as cloud computing which has reduced the real estate cost of company that
was previously needed in form of offices for housing the servers. The company has also made
sure that employees adopt facilities such as ride-sharing and public transportation to reduce in
greenhouse gas emission (Solaris IT solutions, 2018). However it is also true that embracing with
the change of going green has not been a cheap option for the company in spite of funding
provided by government to offset the costs. This change may take a good deal of time to show
results. For example, it has been estimated by Electric Power Research Institute that if the firms
implement smart grid technologies in their work operations then they can easily save 20.4 billion
dollars by 2030 (Chaudhry and Joshi, 2017). This is on account of a reduction in energy usage by
4 percent.
Changes in consumer taste and preferences – This is one of the major changes that
have been affecting business world including Solaris. The consumer needs changes on a frequent
basis and they are constantly looking for new, advanced and cheap products. For example, in the
area of software engineering they may need applications that are customized as per demand of
client. In web development they may need an app that helps in better connection with consumers.
Changes may also be demanded by consumers in service offerings such as good after sales;
sorting of queries on urgent basis among others (Fuchs and Prouska, 2014).
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Changes in governmental policies – Government can make variations in policies with
respect to IT sector. These can be in form of amendment in minimum wage structure, working
hours of employees, tougher health and safety requirements among others. Hence the company
has to abide by this process no matter they like it or not. If they are unable to do so then heavy
penalties can be faced which can also affect brand reputation of firm. On a positive note, the
government of Malaysia has decided to abolish goods and sales tax which will mean less
compliance and low cost for Solaris Company. In its regard, it is not that every modification is
harmful and it may have beneficial aspects as well (How will political changes in Malaysia
impact business, investment from Singapore, 2018).
Marketing Strategy - There has been a turnaround shift in the manner through which
products and services of the company are advertised. Similar situation was felt by Solaris a few
years back and hence it started the necessary updating so as to be in pace with completion. These
were in form of adhering to digital marketing strategies as well as interacting with consumers on
social networking. The firm also hired a social media strategist so as to deliver good results in
terms of sales and revenue (Worley and Mohram, 2014).
Introduction of new technology – Solaris belongs to IT sector hence there is a presence
of significant technological changes that are affecting its overall operations. These are in form of
cloud computing, Digital marketing, Search engine optimization among others. These changes if
embraced by Solaris in best manner can help in driving a strategic business advantage and also
ensure that the company stays ahead of competition. Hence the management must work on new
plan for delivering satisfying consumer experience (Matos and Esposito, 2014).
From the above description it can this be said that the modern day business environment
is facing changes that are quite different from old times. This is as the use of forward-thinking
business models as well as other sales/marketing strategy has forced the companies to move into
entirely new areas. The need is to identify overall nature of changes and move ahead by working
on them.
2. Reasons why individuals and groups resist change and management’s plan to overcome
the difficulty.
As per latest reports, Bursa which is an exchange holding company in Malaysia made an
announcement to bring changes in its organizational structure. This is being done with an aim to
transform the company into high performance one that has a presence of improved efficiency and
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it is more effective and competitive at regional level (NST business, 2017). In this respect the
company is planning to change its Chief Commercial Officer (CCO); Chief Operating Officer
(COO) as well as Chief Regulatory Officer (CRO). As soon as the change was announced the
company started facing difficulties in the same. There was a presence of low productivity and
decreased morale in employees which was clearly visible to senior management (Dawson and
Andriopoulos, 2014). The employees started communicating in groups with a tense look on their
face. It was also being rumored that some employees had made a mind to change their job. Some
of the employees even talked to the senior management that they were not happy with the new
CCO.
The main issue towards the said change is that the employees are not ready to accept the new
officers in different positions. Various causes for the same are as follows;
1. Change in status quo - This may happen as the employees fear that they will not be able
to develop good bonding with new managers. In the same way, the employees who are on
a verge of getting promoted may face difficulties as the new management may judge
them from other angles (Viljoen, 2016). In the same lines, majority of employees fear
that change in management as well as organizational structure may alter the policies as
well that may not be favorable for them.
2. Lack of competence – This is usually not accepted by employees but some of them have
a feeling that the change will need them to alter their skill set and expertise in particular
areas. They personally feel not being ready for the same (Abrell-Vogel and Rowold,
2014). For example, it has been said that new Chief Operating Officer is most likely to
introduce some software to enhance organizational working. Some employees find
themselves quite incompetent in terms of working which is most likely to affect their
chances of being in job for a long time.
3. Ego issues – There are also some members in senior management of company who
are not ready to accept the change. This is on account of the fact that no one
consulted them for the change. They were not even nominated for the senior
positions hence they do not want entry of new management in organization.
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4. Fears of unknown – Most of the employees have developed a fear towards unknown
which is resisting them to accept the said changes in Bursa Malaysia.
Management’s plan to overcome the difficulty
 Overcome opposition – it is best for management at Bursa Malaysia to engage those
employees who are resisting the overall process of change. By doing this, a direct focus
can be given on the issues and problems can be alleviated in a timely fashion.
 Communication – Employees must be told about the changes before hand and the
management should also take inputs from them. By doing so, the staff will be reassured
that they are still a part of team and management at company cares for them.
Communicating will also help in convincing the employees for the changes.
 Being truthful and honest – this is one of the most essential tactic that should be utilized
by Bursa management so as to overcome resistance to change. They must be completely
straightforward about the changes be it good or bad. This will help the employees to get
prepared in a timely manner and those who wish to leave the company will do so without
creating negativity in work culture.
Implement change in several stages – the management at Solaris should make sure that
the changes being planned with respect to organizational structure should not be introduced all at
once. The firm should first prepare all the employees for change by communicating with them in
a two way manner (Dawson and Andriopoulos, 2014). This should be followed by taking the
appropriate action for change followed by making plan for managing it in the best possible
manner. Last but not the least step to be taken by management at Solaris should be supporting
changes and reassuring that everything goes as planned.
3. Briefly present the four theoretical perspectives on organizational change
There is a presence of many theoretical perspectives with respect to change management; these
have been described in below mentioned sections.
1. Contingency theory – This model is an extended format of Lewis 3 step change process.
The theory has been given by Dunphy and Stace in 1993 which focuses on the fact that
change strategies should be altered by Solaris IT solutions as per environmental situations
so as to attain an optimum fit (Matos and Esposito, 2014). It is also not needed that the
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changes within the firm must happen on incremental basis but can occur on radical or
discontinuous fashion as well. The change can be consultative or coercive in nature hence
Solaris management should be prepared for all situations in advance.
2. Institutional theory – The managers of Solaris may be aware or not but they do to have a
complete control on the nature as well as timing of organizational changes that are being
planned. This can be on account of institutional constraints such as technical issues;
economic circumstances, socio culture framework in organization among others. It is best
to have a better understanding of the environment and the manner in which it affects
thinking of management at Solaris, the steps to be taken by them so as to take correct
decisions towards changes (Furusten, 2014).
3. Resources dependence – This theory focuses on the fact that how external constraints
impact the working of an organization. It further provides an insight about managing the
firms so as to lessen the impact of these constraints. In context of Solaris IT solutions, the
firm is dependent on the external environment for survival which are also responsible for
bringing change in its internal setup. The best way forward is to bring changes in work
culture or form relations so that the uncertainty can be absorbed in maximal possible
manner (Brewster and Hegewisch, 2017).
4. Population – ecology – this theory is all about studying the dynamic changes that occur in
an organization. It has further been argued by Haannn and freeman that long term
changes in organization occurs on account of selection rather than adaptation. Hence if
Solaris adheres with this concept then it cannot accept the changes in a ready manner. It
may then get replaced by other firms on account of competition. This will be those firms
who are able to match their products with the demand of consumers (Matos and Esposito,
2014).
Conclusion
It can be concluded from the above report that the management team at Bursa Malaysia
must manage, implement as well as execute changes in such a manner that there is always an
existence of communication in the staff members. This will allow for development of
equilibrium and also led to growth of the company. This is especially required as the change is
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with required to organizational structure and top management. Hence the employees are most
likely to get fearful about their status quo and may also worry about the unknown.
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References
Books and Journals
Abrell-Vogel, C. and Rowold, J., 2014. Leaders’ commitment to change and their effectiveness
in change–a multilevel investigation. Journal of organizational change management.
27(6). pp.900-921.
Brewster, C. and Hegewisch, A. eds., 2017. Policy and practice in European human resource
management: The Price Waterhouse Cranfield survey. Taylor & Francis.
Chaudhry, S. and Joshi, C., 2017. TRANSFORMATIONAL LEADERSHIP, HR PRACTICES
AND AFFECTIVE COMMITMENT TO CHANGE: A THEORETICAL
PERSPECTIVE. Journal of Organisation & Human Behaviour. 6(3).
Dawson, P. and Andriopoulos, C., 2014. Managing change, creativity and innovation. Sage.
Easter, T. H. and Brooks, S., 2017. Our leader is gone, now what? Creating the foundation for
stable transitions. People & Strategy. 40(1). pp.28-33.
Fuchs, S. and Prouska, R., 2014. Creating positive employee change evaluation: The role of
different levels of organizational support and change participation. Journal of Change
Management. 14(3). pp.361-383.
Hesselbarth, C. and Schaltegger, S., 2014. Educating change agents for sustainability–learnings
from the first sustainability management master of business administration. Journal of
cleaner production. 62. pp.24-36.
Matos Marques Simoes, P. and Esposito, M., 2014. Improving change management: How
communication nature influences resistance to change. Journal of Management
Development. 33 (4). pp.324-341.
Viljoen, J., 2016. Change management unwrapped: organisational development-change. HR
Future. p.28.
Worley, C.G. and Mohrman, S.A., 2014. Is change management obsolete?. Organizational
Dynamics. 43(3). pp.214-224.
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