Managing Organizational Change in Company A: A Case Study

Running head: MANAGING ORGANIZATIONAL CHANGE 1
Managing Organizations and Leading People
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MANAGING ORGANIZATIONAL CHANGE 2
Managing Organizations and Leading People
Background information
Company A is among the fastest growing Australia based, online businesses having a
directory service website. The company operates as a privately functioning business but operates
under the NDM (news digital media) organization umbrella. It was formed by NDM in 2005 as
one of its business operations of online data websites that provide a variety of services such as
magazine and news websites, online weather and sports information, and search engines of
comparing shopping rates, online recruitment and travel related search engines. The company is
located in Sydney with other sales branches in Melbourne and Brisbane. It has employed over
150 members of staff which is an approximated 50% increase over a period of two years
(Werani, et al. 2016, p. 596). The case study involves an organizational change that happened in
company A that involved the replacement of almost all the senior management staff including its
CEO several years ago.
Company was initially involved in the production of information and news through
newspaper. There was pressure for the firms to implement a business change that involved
expanding their services to the production of information and news online in digital formats
(Teece, 2010, p. 183). This includes Company A which had to decrease its operations involving
newspaper and increase the digital services. Being an employee at Company A for more than six
years, I was able to acquire this content through observation, interviews with the management,
company information internally from within the firm’s sales department when working in
various roles as a senior retention account, account and sales executive manager.

MANAGING ORGANIZATIONAL CHANGE 3
Discussion and analysis
a. Structure
The company had to align its values, structure and culture of the parent firm so as to meet
strategic goals of growth a short time after its founding. To manage the strategic change like that
of Company A, experts have identified three fundamental change sets in the approach such as
political allocation, ideological or culture, and technical design mix problems. One of these
issues becomes a pressing problem at any given time and leads to change. In Company A’s case,
several changes evolved which involved culture issues (Abbas, and Asghar, 2010, p. 92). The
company has been experiencing growth in size since it was established related to various
acquired website services that operate as separate business units being supported by Finance,
human resource (HR), commercial services and other operations that are offered by NDM. One
decision within the Company A involved aligning the firm in based on culture, strategy and
operations so as to focus on performance and innovation towards attaining the objective of being
the top business providing online services (Kotter, 2012, p. 27). Due to this goal, company A’s
management redesigned its structure and merged units together to operate as single businesses.
Shortly after the relocation, the company started flattening out structures under new CEOs and
management teams. Since then, the company has been constantly changing trying to achieve its
goal and continue growing in performance and in number of workers (Christin Jurisch, 2014, p.
53). This was done to allow them become as competitive as Sensis the leading company. The
company experiences a performance gap which is described as the change from a desired state of
less level to another (Amit, and Zott, 2012, p. 47). This is noted in the increased performance in
the company after the structure and culture changes were implemented.
b. Motivation