Managing Change at Ooredoo Telecommunication

Running head: MANAGING CHANGE AT OOREDOO TELECOMMUNICATIONS
MANAGING CHANGE AT OOREDOO TELECOMMUNICATIONS
Name of the student:
Name of the university:
Author Note:

MANAGING CHANGE AT OOREDOO TELECOMMUNICATIONS1
Table of Contents
1. Evaluation of Change Agents’ Knowledge, Attributes Skills and Development..................3
1.1. Relationship between Leadership and Change Agents...................................................3
1.2. Characteristics and attributes of change agents..............................................................4
1.3. Evaluation of the effectiveness of change agents...........................................................5
2. Approaches to Organisational Change and Relevant Processes............................................6
2.1. Evaluation of Change Theories, Tools and Techniques..................................................6
2.2. Evaluation of the Internal and External Triggers of Change that may affect an
Organisation...........................................................................................................................7
2.3. Change Management Strategy for the Organization and Consider the Stakeholders.....8
3. Implementation of Effective Change within an Organisation................................................9
3.1. Relevant tools and techniques to implement and manage change..................................9
3.2. Plan to implement a change in an organisation.............................................................10
3.3. Measures to monitor and evaluate progress of the change plan....................................11
4. Stakeholder Responses to Organisational Change...............................................................12
4.1. Possible risks associated with an organisations’ change process..................................12
4.2. Stakeholder analysis to understand possible resistance to change................................13
4.3. Relevant strategies to manage resistance to change in organisations...........................14
5. Involve Functional Areas in an Organisation’s Change Management.................................15
5.1. Relation between management disciplines and effective organisational change..........15
5.2. Role of various business functions/departments within change management..............16
5.3. Develop and evaluate an integrated change management plan for an organisation......16

MANAGING CHANGE AT OOREDOO TELECOMMUNICATIONS2
References................................................................................................................................18

MANAGING CHANGE AT OOREDOO TELECOMMUNICATIONS3
1. Evaluation of Change Agents’ Knowledge, Attributes Skills and
Development
1.1. Relationship between Leadership and Change Agents
Organizations incorporate changes within their system to make progressive
advancements for the better interest of their organizations. These changes might be
influenced by technology, globalization or due to the evolving demands of the customers.
Change management is thus viewed as an important component of leadership quality that
should be incorporated by the leaders to implement potential changes in an organization
(King and Stevenson 2017). A change agent is someone who implements these changes and
are often considered as efficient team leads or supervisors who have the experience and the
capability to conduct the change in the operational processes. The change agent might be
someone internal from the organization who is already aware of the history and the
management of the organization (Gaubatz and Ensminger 2017). It can also be someone
external, such as a consultant who will take the initiative to bring about the changes
efficiently.
Ooredoo Group of Telecommunications as the name suggests is a leading
international organization that provides mobile and broadband connection to their valued
customers in the country of Maldives. The company has improvised changes in many areas
and has developed in numerous sectors with the sole focus to expand their business arena.
The organization also has profound plans on stimulating the growth of connections amongst
the people of the nation with their full potential by implementing effective changes. Thus, to
accomplish this vision, the company needs to have effective change agents who will be
skilful as well as experienced enough for this purpose.

MANAGING CHANGE AT OOREDOO TELECOMMUNICATIONS4
It is evident from history that to implement massive changes in the departments, any
organization would require experienced leaders to manage the change and address the
associated issues (Haake, Rantatalo and Lindberg 2017). Hence, Ooredoo
Telecommunication’s organization should incorporate competent leaders to bring about
overall changes and help the company gain a smart competition in the market. If the leaders
are not competent enough, the organization will not be successful in its processes and fail in
their operational processes.
1.2. Characteristics and attributes of change agents
Successful leaders in a company prove to be effective change agents due to the
experience they have gained by working for the organization for a prolonged time. The
primary responsibility of these leaders is to implement the new processes in the system to
fasten up the regular activities that will help in achieving the goals of the organization. They
should also be in charge of guiding the employees to adapt to the changes and be accustomed
with the new executed processes of the organization (Zbieg, Batorski and Żak 2016). The
change agents should primarily have the vision to detect which changes will be beneficial for
the organization and implement those for the increment in production.
The Ooredoo organization of telecommunication should adapt both internal and
external change agents for the execution of the new processes in the organization. These
change agents should have some attributes in common to bring about effective changes in the
organization. The most primary quality in change agents is the flexibility to adapt changes.
They must have an entrepreneurial attitude in their approach such that they can explore the
various business opportunities associated with the relevant changes in the organization
(Eskerod, Justesen and Sjøgaard 2017). They must also possess a diversified knowledge
about the possible chances of growth in the telecommunication industry such that they can
identify which changes will be effective and plan accordingly to bring such changes.

MANAGING CHANGE AT OOREDOO TELECOMMUNICATIONS5
The change agents of the telecommunication organization should also take the
complete responsibility in the change management procedure in the systems of the company.
By taking the ownership, they need to implement the changes and take care about the
consequences regarding the same (Rupietta, Meuer and Backes-Gellner 2018). They should
also check whether the employees of the organization are able to align themselves with these
changes or not. According to the role of the change agents, they should be responsible for
bringing about only those changes that will prove to be effective for the organization.
1.3. Evaluation of the effectiveness of change agents
The role of a change agent in an organization is to bring the changes effectively and
monitor the aftermath of these changes with full responsibility. However, the effectiveness of
the change agents can be evaluated by certain metrics that will highly contribute to the
overall organizational performance. In the telecom organization of Ooredoo at Maldives, the
competency of the change agents can be estimated by the efficiency rate of the new processes
and whether they are successful in bringing in more productivity for the organization or not.
They need to implement changes by assessing the urgency of the required change in
the telecom company. For instance, the up gradation of the company from the manual
processes to automated processes are a necessary requirement change than the changes need
to be made in the HR policies of the company. Hence, the responsible executives will look
into the urgency of the changes and implement it chronologically. Another metric to evaluate
the change management is the timeline of the changes in the processes (Lubasi and Mwangi
2017). The change management procedure should have a proper planning and a time within
which it should be completed. If the change agents are not able to complete the changes
within the stipulated time, it will lead to other hazards in the operations of the organization.