Manage Change

The central focus of this paper is organizational change management. In-depth assessment of the case study has been carried out. High uncertainty and extreme competition in the market are driving the firms to change their internal structure and process for the sake of improving their organizational performance. However, there are certain challenges, which are often faced by the managers of the firms to carry out the change. These challenges have been discussed in the paper. Furthermore, the way of managing change by mitigating all the challenges have also been discussed in the paper.

Running head: MANAGE CHANGE
Manage Change
Name of the student
Name of the university
Author note

2MANAGE CHANGE
Executive Summary:
The central focus of this paper is organizational change management. In-depth assessment of the
case study has been carried out. High uncertainty and extreme competition in the market are
driving the firms to change their internal structure and process for the sake of improving their
organizational performance. However, there are certain challenges, which are often faced by the
managers of the firms to carry out the change. These challenges have been discussed in the
paper. Furthermore, the way of managing change by mitigating all the challenges have also been
discussed in the paper.
2

3MANAGE CHANGE
Table of Contents
Introduction:....................................................................................................................................4
Assessment of the case:...................................................................................................................5
Concept of organizational change:..................................................................................................5
Forces of organizational change:.....................................................................................................7
Challenges of organizational change:............................................................................................10
Types of organizational change:....................................................................................................13
Steps of change management:.......................................................................................................15
Ways of managing change:............................................................................................................18
Communication strategy of change management:.........................................................................22
Role of leaders in managing change:.............................................................................................22
Conclusion:....................................................................................................................................23
References:....................................................................................................................................25
3

4MANAGE CHANGE
Introduction:
In the extremely volatile business environment, change has become one of the most
important factors to attain competitive advantage. As discussed by Hayes (2018) change is one
of the most important factors of effective management. This is regarded as the coping process,
followed by the organizations in the contemporary times for the sake of moving from one state to
that of the others. Change is nothing but the response of dynamic internal and external factors
which can have firm impact on the existing state. Extreme economic uncertainly around the
world is acting as the driving force behind the firms to adapt effective measure for the sake
survival. As per the perception of Cameron and Green (2015) the ongoing speed and complexity
in the contemporary business environment are leading both the managers and employees to adapt
quickly and effectively.
With the passage of time, the requirement of market is changing rapidly. There lies the
significance of change, which plays a critical role in improving the knowledge and ability of the
companies to adapt high end technology. This is the way of integrating innovation in the
business process at exponential rate and thus attains long term success from business. However,
initiating the process of change is highly challenging. Doppelt (2017) stated that there lies the
importance of change management which can provide the higher authority of an organization
with the ability to run the entire process of change in a systematic manner. Present paper would
put forth the discussion of managing change. Both the significance and challenges of change will
be discussed in the paper. Furthermore, the steps and the role of leaders to manage change will
also be evaluated in the paper.
4

5MANAGE CHANGE
Assessment of the case:
Goetsch and Davis (2014) observed that in the dynamic business environment, change is
the inevitable factor for survival. This is the way of applying creative thoughts, which can help
the manager of the firms to maintain ever-accelerating drive which is the fundamental facor of
existing in the competitive market. As per the case study, BSSG is running an effective
procurement and sourcing process as the response of unexpected and continuous growth of the
company.
The fundamental aim of BSSG behind organizing procurement is to sustain the basic
need of project and thereby manage the bulk work. However, the company is facing immense
challenge in the way of delivering effective engineering, procurement and construction to one of
their valuable clients O&G Clients. Thus, in order to mitigate the challenge, BSSG has planned
to shift from the tactical function to a strategic function. The company has planned to restructure
the process of procurement department in order to improve their efficiency. This paper would
evaluate the proposed change management plan which BSSG should follow for in order to
manage necessary steps of change properly and thereby improve the internal functionality of
procurement department and deliver high quality of projects to the clients.
Concept of organizational change:
Organizational change is defined as the procedure of creating imbalance in the existing
pattern and system in an organization which is very much needed to secure the position in the
extremely uncertain business environment. Kuipers et al. (2014) showed that when an
organization is operating and functioning for long time, a balance between technical, human and
structural set-up is established in the organization which supports in maintaining its relationship
5

6MANAGE CHANGE
with the environment. The organizations irrespective of any industry basically follow a tentative
set of relations with the environment in which they are operating their business. It has been
observed that the organizations have an adjustment in job, working condition and organizational
culture.
Still, continuous change in the external environment is acting as the driving force behind
the firms to change their existing structure and process. According to Matos Marques Simoes
and Esposito (2014) change requires the individual staff to make necessary adjustments. Still,
lack of ability among the staffs to make the new adjustment affects their mental stability and
leads them to show reluctant attitude in the way of coping up with the change. Both individuals
and certain group of employees show negative attitude towards change as they feel that their
existence will be in great danger as the outcome of change. As opined by Hord and Hall (2014)
there lies the worth of change management which helps the higher authority of the firms to
initiate the process of change in a organized way by engendering positive attitude among the
human resources.
Management of change is defined as the continuous process, undertaken by the higher
authority of the firms to monitor the behavior of uncontrollable forces and analyze the impact of
controllable forces in order to maintain a balance in between the internal functionality of the
firms. At the same time, Lines et al. (2015) shaded light on the fact that management of change
may also be considered as the procedure of implementing appropriate strategies and action
programs in order to sustain a dynamic symmetry between the controllable and uncontrollable
forces. Change management is defined as the structured approach and formal process which are
practiced by the management of the firms to transform the individuals, teams, and organizations
from the existing state to that of the desired state in future. Lozano et al. (2015) put stress on the
6

7MANAGE CHANGE
fact that change management comprises of the process of defining and adopting corporate
strategies, procedure, technology as well as the organizational structure in terms of dealing with
the change which stem from the internal and external conditions. According to the case study,
BSSG is planning to change the structure of procurement department for the sake of meeting the
diverse demand of the clients by providing them with high quality of projects.
Ceulemans et al. (2015) observed that appropriate management of change is one of the
most critical parts of project as it leads and enables the people to accept new processes, system,
technology, structure and value. It can be said that, change management is basically the set of
activities that which promotes the transition of people from the present state to that of the desired
future state. Thus, implementation of appropriate change management strategy would serve
BSSG with the ability of delivering the complicated project by improving the efficiency of
procurement department. Bradley (2016) stated that change management is basically the process
of aligning the firm with that of its market place which is the key of attaining competitive
advantage by responding efficiently to the external business environment. Rapid development of
technology and machines have revolutionized the way of conducting the business and acting as
the driving force behind the firms, irrespective of the size and industry to alter their
organizational structure and culture, the nature of their relations with employee and the way of
using the technology. Fernandez and Rainey (2017) threw light on the fact that this is the way,
through which the companies are becoming able to survive in the ever-changing business
environment.
7

8MANAGE CHANGE
Forces of organizational change:
In the contemporary business environment, the organizations are encountering with
multiple forces, which are driving them to change their internal structure and process. Benn et al.
(2014) observed that these forces come from both external and internal sources. It is the prime
responsibly of the managers of corporate entities to explore the forces properly which can serve
them with the capability to determine the factors, which they should consider at the time of
change.
External Forces:
As said by Tang (2019) external forces originate outside the organization and drive the
firms to initiate change from their existing state. The external forces, which are leading the
companies to initiate change, are as follows:
 Technology:
This is one of the major factors in the contemporary times, leading to change in the
organization. Dawson (2019) commented that this is acting as the driving force behind the firms
to focus on delivering less cost effective products or services by promoting speed in their internal
functionality. As BGGS is facing issues in the way of completing the larger project and
therefore, making the plan to restructure their procurement department. It is imperative for them
to adapt various tools such as workflow automation and software scheduling for the sake of
ensuring smooth flow in their project and thus complete longer project in a timely and cost
effective manner.
 Marketing conditions:
8

9MANAGE CHANGE
Market condition is another vital force, driving the firms to initiate business process
restructuring. De Massis et al. (2019) stressed on the fact that the market with extensive
competition is acting as the driving force behind the firms to improve their internal efficiency in
order to improve the products or services. This is the key of staying aside from the hardcore
competition in the market. From the case study, it is evident that diverse need of the clients to
have high quality of project. This is the external force, which is driving BSSG to restructure their
procurement department.
 Political and legal changes:
Political and legal changes define the activities and the methods, which are to be
undertaken by the firms in order to deal with the external business environment. Harmon (2019)
highlighted by saying that any changes in political and legal environment may affect the
organization operation and led them to change their processes and standard.
 Social changes:
Social changes reflect aspiration, need and lifestyle of the people. McKenzie and Carter
(2019) said that this is basically the ongoing trend in the market which is acting as the driving
force behind the firms to change their internal structure. This is the way, through which the
companies can work as per the ongoing trend in the market. According to the case study,
Engineering, Procurement and Constructions are the basic demand which is creating urgency in
BSSG to restructure their procurement department and improve their efficiency for the sake of
completing the project in a timely and cost effective manner.
Internal Forces
9

10MANAGE CHANGE
Internal forces originate inside the organization and urge the management to modify their
internal functionality for improving their current state. It is important to note in this context that
internal forces may be internal forces, low productivity and conflict among the staffs which can
pose great threat towards maintaining stability in the internal business environment. Based on
the perception of Otero (2019) it can be said that internal forces for changes may stem from
human resource problems as well as managerial behavior which are elaborately discussed below:
 Human Resource Problems:
This is one of the most significant forces leading the management of the firms to change
their internal process in terms of improving their efficiency. As BSSG is facing significant issues
in the way of completing the large project, it is imperative for them to shift from the local
sourcing to the international sourcing. Thus, in order to hire of shore employees, BSSG should
shift their traditional recruitment method to modern recruitment and selection strategy. As
observed by Steiss (2019) this can help them to hire skilled and competent staffs which are very
much needed to meet the objectives of critical projects.
 Managerial Behavior:
This is another major internal force, driving the higher authority of an organization to
change their existing structure and culture in order to maintain stability. It has been observed that
high degree of conflict among between managers and their subordinate is one of the major signs
that the organization needs changes. In addition, Fewings and Henjewele (2019) also showed
that inappropriate leadership behavior likes inadequate direction or support can result in human
resource problem which ultimately lead the manager to initiate change.
10

11MANAGE CHANGE
Challenges of organizational change:
Change is the inevitable factor to sustain in the highly volatile business environment.
However, planning and managing change in the field of both culture and technology is one of the
most difficult tasks, faced by the managers in the contemporary times. Kerzner (2019) shaded
light on the fact that negative attitude in the workplace is one of the major challenges for the
managers of the managers of corporate entities to initiate change which is extremely important
factor for sustaining in the extremely competitive business environment. Lines and Smithwick
(2019) stated that lack of proper planning is one of the major challenges, faced by the managers
in the contemporary times.
Without a comprehensive and step wise planning, it becomes difficult for the managers of
the firms to face encounters in the way of changing their existing structure and process. At the
same time, deficiency of proper preparation can cause major problem in generating positive
image among the minds of the customers rather than attaining the benefits of change.
As BSSG is planning to make changes in the structure of their procurement department, it
is the major responsibility of the senior manager of the firm to make apt planning and keep the
staffs informed from the initial stage of change. It is imperative to note here that the managers
should explore the area which needs to be changed. As BSSG is planning to change their existing
structure, it is the prime responsibility of the higher authority of the firm to know the way,
through which the transition will take place. However, Waddell et al. (2019) counter argued on
the ground that change is a very lengthy process which can hamper the consistency of the
existing process. Thus, BSSG should set a time frame, within which the entire process of change
needs to be completed. Lower morale among the human resources is another major challenge,
encountered by the manger in the way of initiating change. In many cases, the staffs do not like
11

12MANAGE CHANGE
change as they feel that it will put their job in danger. In addition, as opined, by Faupel and Süß
(2019) it can be said that lack of knowledge and expertise to work in the new system and
structure also lead them to show reluctant attitude towards change.
Low morale is one of the major barriers to organizational change as the employees with
lower morale are more likely to resist the change. Such resistance makes it difficult for the
higher authority of an organization to facilitate a smooth transition from the existing condition to
that of the desired state in future. At the same time, Brunning (2018) also observed that lower
moral among the staffs can also affect the degree of productivity. As BSSG is planning to alter
the structure of their procurement department and change their recruitment process for the sake
of hiring off shore staffs, the senior manager of the firm face the issues related to reluctant
attitude from the staffs of procurement department and human resource department. Petrou et al.
(2018) said that when the employees are dissatisfied with the decision taken by the
management, they are less likely to implement those decisions in such a manner, which would
help them to achieve long term success.
As per the observation of Tidd and Bessant (2018) lack of consensus is another major
barrier to effective change management. If the management of an organization fail to align
everyone in the same platform with the corporate change, it will become difficult for the
management to initiate change. From the case study, it is evident that BSSG is planning to
change the internal structure of their procurement department in order to deliver best quality of
project to their valuable clients. Thus, it is the major responsibility of the senior management to
align all the staffs in a single platform and keep them informed about the process of change. As
observed by Kerzner (2018) this can make the employees feel valuable, which is the key
ofgenerating positive attitude among them towards change. The senior management of BSSG
12

13MANAGE CHANGE
should also show the managers, how change will affect the internal functionality and urge the
managers to follow certain steps for leading change by supporting all the staffs in a single
platform.
Types of organizational change:
Organizational change comprises of the major planning which cam have a firm impact on
both individuals and groups. According to observation of Van Staveren (2018) the higher
authority of an organization holds the responsibility of taking necessary decision related to
change. There are different types of change, within the organizational domain which play a
critical role in bringing the operational enhancement and desired behavior among the human
resources. The type of changes, which have desired impact on organizational structure and
culture are discussed below.
 Strategic Change
This is one of the major types of change which require major concern from the higher
authority of the organization. Hornstein (2015) showed that this is the way of changing the
fundamental organizational mission which is the key of changing the whole direction of the
organization and move it into desired state. According to the case study, BSSG has undertaken
the challenge of delivering Engineering, Procurement and Construction to O&G Clients.
However, such project is much more complicated than that of the ordinary projects. Bourne
(2016) suggested that, the senior management of the firm should focus on strategic shift and alter
their organizational objective. This is the way, through which the senior management can be able
to change their organizational culture which is the initial step of changing their organizational
structure.
13

14MANAGE CHANGE
 Structural Change
This is another vital type of change which can help the company to move to the desired
stage in a timely and cost effective manner. Imran et al. (2016) said that decentralized operations
and participative management style are the recent trend in the contemporary business
environment. From the case study, it is evident that BSSG is planning to carry out restructuring
process of procurement department in order to improve their organizational efficiency.
Accordingly, it is the prime responsibility of the senior management of the firm to follow the
participative management style and allow the staffs to take part in the decision making process as
the process of change generally starts from lower level. As highlighted by Pimentel and Major
(2016) thus, implementation of decentralized operations and participative management style
would help BSSG to accelerate the social climate of the organization and generate positive
attitude among the team members to acquire skills in order to take necessary decision.
 Process-oriented Change
Lozano and von Haartman (2018) opined that process-oriented Change comprises of
altering the existing process into new one which is the key of improving overall organizational
efficiency. It is imperative to note here that such changes require replacing or retraining the
staffs, making investment on heavy capital equipment and executing the operational change.
According to the case study, the organization namely BSSG has undertaken the challenge of
delivering much complicated project work. Thus, it is imperative for them to change the existing
process which can improve organizational culture and thereby modify the behavior of human
resources. This is the way, through which BSSG can easily move to desired state (Hornstein
2015).
14

15MANAGE CHANGE
 People-oriented Change
The employees are the key asset of an organization. Thus, in order to move the organization to
move the organization into desired state, the firms need to focus on the employees initially. It is
the prime responsibility of the management of the firms to take necessary steps in order to
generate predictable behavior among the staffs. In addition, Brunning (2018) commented that
necessary training must also be provided to the staffs for enabling them for coping up with that
of the existing system and process. As BSSG is planning to deliver complicated projects, the
senior management of the company should focus on shifting their local sourcing to international
sourcing for the sake of improving their organizational productivity and thereby meet the diverse
demand of their most valuable O&G client (Faupel and Süß 2019).
Steps of change management:
As discussed by Faupel and Süß (2019) change management is a complicated process
which requires comprehensive planning. It is imperative for the higher authority of the
organizations to make a comprehensive planning with the aim of running the entire method of
change in a systematic mode. According to the case study, BSSG is planning to initiate the
restructuring process of procurement in order to meet the challenges of providing Engineering,
Procurement and Construction to O&G clients. As opined by Tidd and Bessant (2018) thus, in
order to change the structure of an entire department, it is important for the senior management
of BSSG to follow certain stage, which can help them to ensure stability in the entire change
process. The steps, which BSSG can follow to restructure their procurement department are
presented below:
Step 1: Conduct an internal needs analysis
15

16MANAGE CHANGE
This is the first step of restructuring the procurement department in which in-depth
assessment of the existing performance of the procurement department. As BSSG has undertaken
the challenge of providing high quality of project to their O&G clients, the senior management of
the company should focus on assessing the durability and credibility of the existing structure of
procurement department. This can help them to explore the area which needs improvement. Van
Staveren (2018) commented that the process of internal needs analysis comprises of the
collection of wide ranges of valuable data which is the key of benchmarking the current
performance, resources used and assessment of the current growth projection.
Step 2: Evaluation of supplier’s market
This is the second step of restructuring the procurement process. In this stage, the
strategic procurement department of an organization identifies te feasible sources of the
compulsory raw materials, finished goods or services and the component. This is the way,
through which the organizations become able to makes suitable planning and take necessary
steps for the sake of gathering necessary resources that are required for the sake of strengthening
the inner value of the project.
Step 3: Collect supplier information
Lozano and von Haartman (2018) observed that lack of ability among the suppliers can
create major problem for the firms to meet the objectives of complicated projects. Therefore, it is
the prime responsibility of the companies to select the suppliers carefully. The companies should
also evaluate financial statements, credit reports; performance and reputation of the supplies
must also be evaluated carefully. The higher authority of BSSG should also arrange to inspect
the site of the suppliers and talk to other customers regarding their experiences with the supplier.
16

17MANAGE CHANGE
As the company is planning to deliver an extremely complicated project, they can also
access the agents who have in-depth knowledge regarding the market. Thus, usage of agents can
also be beneficial for BSSG to attract necessary information regarding the suppliers. In order to
acquire high quality of raw material, BSSG should also select more than one supplier which can
help them to avoid any kind of supply disruptions. Fewings and Henjewele (2019) put stress on
the fact that the strategy of selecting multiple suppliers is high effective as it supports in
centralized control and thereby delivering the large and complicated projects in a timely and cost
effective manner.
Step 4: implementation of outsourcing strategy
Appropriate outsourcing strategy needs to be implemented for the sake of improving the
performance of the procurement department. According to the view of Lines and Smithwick
(2019) determining the right outsourcing strategy is the matter of utmost importance as it can
help the company to hire extremely skilled staffs and thereby complete the larger project in a
timely and cost effective manner. As BSSG is aiming to deliver Engineering, Procurement and
Construction to their most valuable client, it is imperative for them to implement comprehensive
outsourcing strategy. At the same time, the company can also focus on shifting their easy
purchase order to that of the internationally acknowledged subcontracts.
Step 5: Compliance
Compliance is the fifth step of procurement management. The organizations should set
the purchasing control, the fundamental goal of which is to prevent any kind of procurement
fraud. As BSSG is aiming to restructure their procurement department, it is imperative for the
17

18MANAGE CHANGE
senior manager of the company to control the behavior of the staffs as they are more likely to
commit fraud.
Step 6: Negotiate with suppliers
The contract management function needs to be centralized in accordance with the way,
through which the procurement team is structured. The companies must maintain steady
relationship with that of the suppliers, which can make it easy for them to carry out the central
contract management function by meeting the standard of contract.
Step 7: Implement a transition plan
This is the last stage of restructuring the procurement department. In this stage, the
organizations must invite the suppliers in the decision making process. As the company is going
to change the structure of their procurement department, it is the key duty of the management to
set a comprehensive communication plan for the sake of maintaining cordial communication
with that of the suppliers. Moreover, Fewings and Henjewele (2019) showed that the
organization must also develop and effective system in order to evaluate the performance of the
suppliers. The system of reassuring the performance of suppliers is defined asKey Performance
Indicators (KPIs).
Ways of managing change:
Dawson (2019) viewed that change management is incredibly important factor of
initiating the whole procedure of change in a systematic manner. As the managers face certain
issue in the way of changing the existing structure, culture and process, implementation of
appropriate change management strategy is very much needed in order to mitigate those issues.
18

19MANAGE CHANGE
According to Kotter’s 8 steps Model of Change, it is the prime responsibility of the managers of
the corporate entities to take necessary steps in order to generate controllable behavior among the
staffs and thus run the process change in a consistent manner.
Figure 1: Kotter's 8-Step Change Model
(Source: Fernandez and Rainey 2017)
 Step 1: Create Urgency
This is the first and most essential step of change management. In this stage, the higher
authority of an organization should identify the potential issues which need to be mitigated
urgently. It is important to develop a strong sense of urgency among the staffs which can act as
the motivational factor of moving towards change. As BSSG is making the plan to restructure
their procurement department, the higher authority should make the staffs to understand the need
of such restructuring for delivering Engineering, Procurement and Construction to O&G Clients.
19

20MANAGE CHANGE
 Step 2: Form a Powerful Coalition
This is the second step of change management which comprises of assessing the change
leaders and the key stakeholders. In this stage, the senior management of an organization should
also request both the change leaders and the stakeholders to involve in the entire process of
change. As the procurement department of BSSG is going to be restructured, the senior
management should practice a powerful change coalition, who will work as the team in order to
deliver high quality of projects.
 Step 3: Developing a Vision and a Strategy
In the third stage, it is important to determine the core organizational value and define the
ultimate vision and strategy in order to realize the need of change. In order to restructure the
procurement department of BSSG, the change leader should describe the vision of restructuring
among the staffs in such a manner, so that they can understand it and show positive attitude
towards change.
 Step 4: Communicate the Vision
In this stage, it is the prime responsibility of the leaders to communicate the vision of
change powerfully among the staffs. McKenzie and Carter (2019) started that this can help in
generating predictable behavior among them. As BSSG is planning to restructure the
procurement department for delivering Engineering, Procurement and Construction to O&G
Clients, it is the prime responsibility of the change leader of the organization to arrange
necessary training program for the staffs to enable them to cope up with the new structure.
 Step 5: Remove Obstacles
20

21MANAGE CHANGE
In this stage, the higher authority of an organization should ensure that both
organizational processes and structure are aligned with that of the organizational objectives. In
the context of BSSG, its change leader should check the behavior of the staffs continuously that
are resisting change and take proactive action accordingly for the sake of improving their
behavior. In order to generate positive behavior and motivation among the staffs, the leaders of
BSSG should reward the employees, who are supporting the process of change.
 Step 6: Create Short-Term Wins
In this stage, it is imperative to set short term goal for the staffs in order to generate
motivation among them towards change. The change leader of BSSG should set the short term
goal at the initial stage, which can give a feeling of victory to the staffs at the initial stage. In this
stage, many short term goals must be created rather than setting one long term goal.
Acknowledging the contribution of the people who support the change is one of the major ways
of change management (Cameron and Green 2015).
 Step 7: Build on the Change
In this stage, the change leaders should focus and work hard in order to improve systems,
structures and policies which are the key of effective change managers. Analysis of the success
stories takes place in this stage. This is the way, through which individual experience can be
improved which is very much needed in order to attain continuous improvement.
 Step Eight: Anchor the Changes in Corporate Culture
This is the last step of managing organizational change. In the context of BSSG, it is
imperative for the senior management of the organization to share the success story of change
21

22MANAGE CHANGE
with that of the staffs. The senior manager should also ensure that the change is the integral part
of the organizational culture.
Communication strategy of change management:
Maintaining healthy communication with the stakeholders is the matter of utmost
importance in order to change the organizational system and process. Thus, it is imperative to
build a strong communication strategy and involve the key stakeholders who are involved in the
entire process of change. As the senior management of BSSG has decided to restructure their
procurement department, it is imperative for the higher authority to communicate the
significance of change to the staffs, working in the procurement department, as they are the most
significant internal stakeholder.
Matos Marques Simoes and Esposito (2014) opined that the customers are the most
important internal stakeholder, who also needs to be communicated. As per the case study, O&G
Clients are the most valuable stakeholder of BSSG. Thus, it is imperative for the higher authority
of the company to keep the clients informed regarding the process of change. The organization
should give necessary information to the clients regarding the rationale behind the change and
how the staffs are working efficiently in order to start the process of change. As opined by
Dawson (2019) identification of the most effective communication channel is very much needed
in this context. As BSSG is planning to change the structure of procurement department, it is
imperative for them to access the mass communication channel such as Email, Intranet and
memos in order to keep both the internal and external stakeholders informed about the process of
change.
22

23MANAGE CHANGE
Role of leaders in managing change:
The leaders play critical role in managing organizational change. It has been observed
that negative attitude among the staffs is the biggest barrier of effective change management.
Here, it is the role of leaders to leverage the relationship with the team members. The leaders of
BSSG should address the concern of individual employees and take proactive action in order to
mitigate the same for the sake of generating positive attitude among them towards change. At the
same time, it is the role of leaders to ask for feedback among the staffs and crate urgency among
them to raise their concern to the management (Cameron and Green 2015). The leaders should
support and encourage the staff in the entire phase of change which can help in promoting
positive attitude among them towards change. At the same time, the leaders hold the
responsibility of communicating the key information to the staffs on consistent basis. This can
make the employees to feel valuable which is the key of integrating the motivation of change
among them. Monitoring the behavior and take necessary action to improve the behavior is very
much needed for successful change management (Hord and Hall 2014).
Conclusion:
Based on the discussion, it can be concluded by saying that, change management is an
incredibly important factor in the way of initiating any kind of organizational change in an
effective manner. Change comprises of making the things different which can take place at the
individual and group level in an organization. However, negative attitude among the team
members is one of the major challenges in the way of leading organizational change. Such
reluctant attitude among the staffs generally stems from the fear of losing the job as most of the
time; they lack the necessary skill to cope up with the new working structure and process. It has
23

24MANAGE CHANGE
been observed that implementation of change requires in-depth knowledge among the human
resources regarding the change process. Thus, it is important for the senior management of the
firms to keep the staffs informed regarding the change related initiatives from the initial stage.
This is the key of generating positive attitude among the staffs towards.
Change is one of the most complicated processes which are to be understood by all the
staffs. It is the widely admitted fact that confusion regarding the purpose of change is the key
cause, leading the staffs to show reluctant attitude towards change. So, it is the prime
responsibility of the senior management to hire skilled and competent senior manager who take
necessary steps of carrying out the change process by aligning the staffs with that of the
fundamental objectives of change. It has been observed that lack f knowledge among the staffs
to work in the new structure also generates negative attitude among them. Thus, training is to be
provided to them to enable them to work efficiently in the new system.
24

25MANAGE CHANGE
References:
Baran, B.E., Filipkowski, J.N. and Stockwell, R.A., 2019. Organizational Change: Perspectives
From Human Resource Management. Journal of Change Management, 19(3), pp.201-219.
Benn, S., Edwards, M. and Williams, T., 2014. Organizational change for corporate
sustainability. Routledge.
Bourne, L., 2016. Stakeholder relationship management: a maturity model for organisational
implementation. Routledge.
Bradley, G., 2016. Benefit Realisation Management: A practical guide to achieving benefits
through change. Routledge.
Brunning, H., 2018. A manual of organizational development: The psychology of change.
Routledge.
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.
Ceulemans, K., Lozano, R. and Alonso-Almeida, M., 2015. Sustainability reporting in higher
education: Interconnecting the reporting process and organisational change management for
sustainability. Sustainability, 7(7), pp.8881-8903.
Dawson, P., 2019. Reshaping change: A processual perspective. Routledge.
De Massis, A., Wang, H. and Chua, J.H., 2019. Counterpoint: How heterogeneity among family
firms influences organizational change. Journal of Change Management, 19(1), pp.37-44.
25

26MANAGE CHANGE
Doppelt, B., 2017. Leading change toward sustainability: A change-management guide for
business, government and civil society. Routledge.
Faupel, S. and Süß, S., 2019. The effect of transformational leadership on employees during
organizational change–An empirical analysis. Journal of Change Management, 19(3), pp.145-
166.
Fernandez, S. and Rainey, H.G., 2017. Managing successful organizational change in the public
sector. Routledge.
Fewings, P. and Henjewele, C., 2019. Construction project management: an integrated
approach. Routledge.
Goetsch, D.L. and Davis, S., 2014. Quality management for organizational excellence. CRC
Press.
Harmon, P., 2019. Business process change: a business process management guide for managers
and process professionals. Morgan Kaufmann.
Hayes, J., 2018. The theory and practice of change management. Palgrave.
Hord, S.M. and Hall, G., 2014. Implementing change-Patterns, principles, and potholes. Pearson
Education.-
Hornstein, H.A., 2015. The integration of project management and organizational change
management is now a necessity. International Journal of Project Management, 33(2), pp.291-
298.
26

27MANAGE CHANGE
Imran, M.K., Rehman, C.A., Aslam, U. and Bilal, A.R., 2016. What’s organization knowledge
management strategy for successful change implementation?. Journal of Organizational Change
Management, 29(7), pp.1097-1117.
Kerzner, H., 2018. Project management best practices: Achieving global excellence. John Wiley
& Sons.
Kerzner, H., 2019. Using the project management maturity model: strategic planning for project
management. Wiley.
Kuipers, B.S., Higgs, M., Kickert, W., Tummers, L., Grandia, J. and Van der Voet, J., 2014. The
management of change in public organizations: A literature review. Public administration, 92(1),
pp.1-20.
Lines, B.C. and Smithwick, J.B., 2019. Best practices for organizational change management
within electrical contractors. International journal of construction education and
research, 15(2), pp.136-159.
Lines, B.C., Sullivan, K.T., Smithwick, J.B. and Mischung, J., 2015. Overcoming resistance to
change in engineering and construction: Change management factors for owner
organizations. International Journal of Project Management, 33(5), pp.1170-1179.
Lozano, R. and von Haartman, R., 2018. Reinforcing the holistic perspective of sustainability:
analysis of the importance of sustainability drivers in organizations. Corporate Social
Responsibility and Environmental Management, 25(4), pp.508-522.
27

28MANAGE CHANGE
Lozano, R., Ceulemans, K. and Seatter, C.S., 2015. Teaching organisational change management
for sustainability: designing and delivering a course at the University of Leeds to better prepare
future sustainability change agents. Journal of Cleaner Production, 106, pp.205-215.
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.
McKenzie, P. and Carter, R., 2019. Change management reduces antibiotic use on pig
farms. Australian Veterinary Journal, 97(7), pp.233-234.
Otero, A.R., 2019. Optimization Methodology for Change Management Controls Using Grey
Systems Theory. International Journal of Business and Applied Social Science, 5(6), pp. 89-
120.
Petrou, P., Demerouti, E. and Schaufeli, W.B., 2018. Crafting the change: The role of employee
job crafting behaviors for successful organizational change. Journal of Management, 44(5),
pp.1766-1792.
Pimentel, L. and Major, M., 2016. Key success factors for quality management implementation:
evidence from the public sector. Total Quality Management & Business Excellence, 27(9-10),
pp.997-1012.
Steiss, A.W., 2019. Strategic management for public and nonprofit organizations. Routledge.
Tang, K.N., 2019. Change management. In Leadership and Change Management, 8(3), pp. 47-
55.
28

29MANAGE CHANGE
Tidd, J. and Bessant, J.R., 2018. Managing innovation: integrating technological, market and
organizational change. John Wiley & Sons.
Van Staveren, M., 2018. Uncertainty and ground conditions: a risk management approach. CRC
Press.
Waddell, D., Creed, A., Cummings, T.G. and Worley, C.G., 2019. Organisational change:
Development and transformation. Cengage AU.
29