Change Management Process Analysis for Moroccan Lights Co.

This report provides a comprehensive analysis of change management processes within business organizations, using the Moroccan Lights Co. as a case study. It begins with a critical evaluation of various change options, considering their pros and cons, and assesses the level of conflict associated with each. The report then identifies the most appropriate change management approach for Moroccan Lights' manufacturing operation department. Furthermore, it outlines the different change management phases, based on Lewin's change model, that should be adopted in sequence, including unfreezing, moving, and refreezing stages. The report also details a communication plan to ensure effective implementation. The analysis considers job rotation, organizational culture, and employee engagement, emphasizing the role of leadership in driving successful change. The report highlights the importance of adapting to internal and external environmental changes and provides insights into overcoming resistance to change.

Change management
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Abstract
This report provides a critical analysis of the change management process that takes place in
business organizations in order to adapt to change. It highlights the change management process
at the Moroccan Lights Co. and evaluates the alternatives of change process implementation.
Also, it provides a detailed description of the different change management phases that should be
adopted and the detailed communication plan.

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Table of Contents
Introduction......................................................................................................................................3
First: Critical analysis of the pros and cons of change options and evaluation of their level of
conflict.............................................................................................................................................3
Second: The appropriate change management approach to be implemented in Moroccan Lights
manufacturing operation department...............................................................................................6
Third: Detailed description of the different change management phases that should be adopted in
sequence...........................................................................................................................................8
Fourth: The detailed communication plan.....................................................................................10
Conclusions....................................................................................................................................12

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Introduction
Change management became a regular process in contemporary business organizations. It
enables organizations to survive by adapting to the internal and external environment changes.
Although, resistance to change can prohibit or lower the change management success due to
several reasons, including fear, anxiety, anger, job loss and low self-esteem. The fast
performance employees are innovative, who refuse the formal vertical organizational structure
and bureaucracy. They seek change to get involved in multiple tasks (Simoes and Esposito,
2014).
The leaders have a major role in driving the organization to success that could be achieved
through networking that motivates the employees to enhance their performance. The relationship
between the manager and the staff members is related to the employees' satisfaction (Gruman
and Saks, 2011).
This report critically analyzes of the pros and cons of change options and provides an evaluation
of their level of conflict in Moroccan Lights manufacturing operation department and the
selection of the best alternative. Also, it provides a detailed description of the different change
management phases that should be adopted and the detailed communication plan.
First: Critical analysis of the pros and cons of change options and evaluation of their level
of conflict
The radical transformation from the traditional organizational structure to organizational
networks results in changes in the relational and structural properties. According to Koch,
Galaskiewicz and Pierson (2015), the relational properties involve changes in the organizational
culture, while the structural properties involve changes in the organizational size, design and

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consensus of goals to be achieved among the members of the network. Knowing how the
networks are internally governed, facilitates the change process. Although there is an opposite
relationship between the organization size and the degree of goal consensus.
There is an important role to the organizational culture in linking between the organizational
values and work ethics and the outcomes, including the organizational overall performance.
There exist many arguments with respect to the levels of cultural sharing, including the
integration perspective that links culture with values, attitudes and beliefs of the majority of the
employees (Whelan, 2015). Another perspective is called the differentiation perspective that
denies the existence of an integrated culture due to the varying values and beliefs among the
employees. A third perspective is the fragmentation perspective that argues that culture is
ambiguous and diverse. Although different cultures could take place within different
organizations.
According to Lundholm, Rennstam and Alvesson (2012), the practice theory assumes a
relationship between culture in terms of shared meaning and practice. The formal hierarchical
organizations, also involve horizontal dimensions represented in the networks of relationships
and the employees' interactions. Employees can influence each other according to their level of
knowledge, not their formal organizational positions. Horizontalization lowers the effectiveness
of the formal hierarchy, but verticalization and horizontalization could take place within the
same organization and it involves equality between the managers and employees.
In creative industries, the main controller is culture not structure. These organizations use the
circulation method, where the employees are circulated across projects. Circulation involves
liberation of bureaucracy and performing mobile, multitasking, innovation and provides an
opportunity to cooperate with employees with diverse cultures (Clegg, 2012).

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With regard to the Moroccan Lights Co., Oussama desire for change stems from his creative
thinking of changing the work routine and bureaucracy to mobilize the human resources by job
rotation. Due to the variations between the employees' culture resistance to change takes place
among the employees, the matter that reflects different values and attitudes towards the
workplace. It is a major role to Oussama as an operations manager to maintain a satisfactory job
to the employees and help them to accept the change process and get involved in its success.
Accordingly, the four alternatives that he suggests should be analyzed in terms of their pros and
cons.
 The first alternative is to forget about Job rotation in this department, which means that no
changes will take place. The pros of this alternative are: it maintains stability, reduces the
employees' anxiety towards their job, stabilizes the current employees' culture and guarantees
the work efficiency due to the fact that the same person is doing the job for quite some time.
The cons of this alternative are: bureaucracy will remain within the organization, no creative
thinking will take place that prohibits the opportunity of bringing new ideas that could
accelerate the organizational performance and we cannot ignore that a proportion of the
employees seeks the change that is likely to reduce their performance level because of the
work routine. The conflict level is very low due to refusing the change.
 The second alternative is enforcing the job rotation for the three subordinates with immediate
effect. The pros of this alternative are: it accelerates the change process that became a must
in the business contemporary organizations and it encourages the employees to adapt to the
change. The cons of this alternative are: probability of absenteeism, mistrust in the manager
and job quit. The conflict level is very high due to enforcing the change.

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 The third alternative is to respect the feelings of each employee and work out an arrangement
where job rotation occurs for a while, stops for a while, and so on, thus allowing each person
to have his or her way for some time. The pros of this alternative are: it involves flexibility in
change implementation in a way that leaves a room for the resisting employee to adapt to it,
also, it enables Oussama to evaluate the advantages and disadvantages of the job rotation to
avoid the shortcomings in the next round of job rotation. The cons of this alternative are: the
delay in change implementation and the dissatisfaction of the employees who seeks the
change. The conflict level is moderate due to negotiating the change.
 The fourth alternative is to call the employees for another meeting to discuss the pros and
cons of the proposed change and that their interpersonal relationships are very important than
any job rotation. The cons of this alternative are: it develops a consensus for job rotation and
gives an opportunity to the resisting employee to discuss his fears of change. The pros of this
alternative are: the probability of canceling the change and consuming time in negotiations
that might not result in the desired consensus. The conflict level is low due to the employees
belief in the importance of the change.
Second: The appropriate change management approach to be implemented in Moroccan
Lights manufacturing operation department
The aim of Oussama is to create creativity among the staff that enhances the employee
productivity by adopting a dynamic job rotation. Increasing the employee productivity is a
function of his job satisfaction. People have different attitudes towards their jobs, some of them
are task oriented and the others are people oriented. That is why network management differs
from the traditional management and requires a different approach to deal with. It aims to
achieve goals and make cost-benefit arguments to allow effective and efficient response to

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change (Weare, Lichterman and Esparza, 2014). Network managers do not create barriers with
their staff, they prefer the horizontal way of management (Groeneveld and Dool, 2016).
Moreover, the organizational culture aligns the employees to the organizational goals. The matter
that fosters the collaboration between the managers and employees and interrelates the
employees In addition, it assists in establishing the social capital through the social networks that
allow cooperation and shared benefits in order to strengthen the organizational culture (Powley,
2012; Bellot, 2011). According to Tichy (1982), as cited in (Ojo, 2009), culture acts as a glue
that combines the various individuals of the organization together. It enables the employees to
feel part of the organization. Then, they become influenced to internalize the dominant culture to
achieve their objective of having a social identity.
The employee acceptance to stay connected to the employees' network is derived from the social
norms. The matter that requires employees to express their loyalty to the network when it is
needed. Morals represent the major source of loyalty that direct the employee attitude towards
acting according to the majority of the group. Loyalty assumes that the employee transforms his
perception of I and you to we, acting by this in a collective group manner (Lu and Fan, 2017;
Whelan, 2016; Copp, 2015).
Accordingly, the member who acts against the job rotation among Oussama team needs to feel
loyalty to the group to act according to the group needs of change, Also it seems that the
organizational culture Moroccan Lights Co. is not acting effectively. The management role is to
strengthen it to help the employees accept the change and act according to the organizational
goals. I suggest that Oussama starts with strengthening the organizational culture that enhances
the networking among the employees. This could be done by using technology tools to integrate
people with projects and enables them to act across-project and exchange information related to

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the particular job (Padhye, Mukherjee and Sinha, 2014; Koch, Leidner and Gonzalez, 2013).
Creating such a developed platform represents a cultural change that will facilitate the job
rotation among the three employees.
It will be more suitable that Oussama uses the fourth alternative and call the employees for
another meeting to discuss the pros and cons of the proposed change and maintains their
interpersonal relationship because of its high importance to the overall group productivity.
Third: Detailed description of the different change management phases that should be
adopted in sequence
Change management is considered to be a structured approach to transitioning from a current
state to a new desired state. Although it focuses on the human side and seeks their acceptance.
According to Bukłaha (2012), coinciding the individual and the organizational perspectives is the
responsibility of the leaders and managers and it should be implemented at the beginning of a
project and integrated into project activities.
There are different change management approaches and models that could be applied to analyze
the different change management phases that should be adopted in Moroccan Lights Co. to
guarantee a successful transition. Lewin's change management model will be used in analyzing
the change management phases that should be implemented by Oussama. The model involves
three sequential stages of unfreezing, moving and refreezing.
 Stage one 'unfreeze': It is called the unfreeze stage because it involves the change
assessment and pinpoints the opportunities. Also, the new vision is created and the strategy is
developed to achieve this vision. The manager should define the new performance measures
and develop the action plan for implementing it. Also, the communication plan should be
developed to ensure effective communication with the employees. Each employee should

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clearly know his new role and how his performance will be evaluated (Bukłaha, 2014; Ajmal
et al., 2015; Malmstrom, 2016). Accordingly, Oussama should prepare for the job rotation
before holding another meeting. He has to decide the new strategy in light of the
organizational vision, set the action plans to be implemented, define the employees' new
roles and select the appropriate methods for communicating with them. Also, the
performance measures should be set to maintain trust with the team members and decrease
their resistance to change.
 Stage two 'Moving': It witnesses the change implementation, where the proper action is
taken to prepare for the new actions to take place. In this stage, the employees should adapt
to the new changed system and work process. It represents the most challenging stage
because the employees are leaving their comfort zone. Leaders and managers are required to
implement the change strategy and develop the skills required to successfully implement the
change strategy (Ybema and Horvers, 2017). Accordingly, Oussama should hold his second
meeting with the team members and discuss with them the new strategy of job rotation and
the most effective way of implementing it. Also, he should clarify the opportunities of
change and how it maintains the relationships among the group, especially that two members
agree and desire the change. Then he should implement the change carefully and monitors its
progress and achievements.
 Stage three 'Refreezing': In this stage, the employees accept changes that became an
integral part of their daily work. In this level, managers and leaders should address the
cultural aspects to maintain the process of change (Schwalbe, McTague and Parrotta, 2016).
Accordingly, Oussama and his team members should cooperate in achieving the desired
goals. Oussama should effectively support, coach and guide his team to sustain the change. A

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final evaluation should be done to avoid the shortcomings. He should consider the
employees' self-esteem in the process of job rotation (Rajan and Ganesan, 2017).
Fourth: The detailed communication plan
Effective communication enhances the organizational effectiveness and willingness of its staff
members to cooperate to achieve the organizational goals. Communication could take the formal
or the informal style. Effective communication involves a willingness to listen, receive feedback
and complaints and information sharing. Setting clear organizational vision, mission and values
that managers believe in and promote for is essential in effective communication (Ruck, Welch
and Menara, 2017). Accordingly, Oussama should lead by example to allow the employees to
believe in the new job rotation system. Formal and informal communication with the team
members is likely to improve sharing of thoughts and empowering them to effectively in the
change process (Markos, 2010).
Communication could be considered by managers and leaders in terms of pathways that connect
information sender with its receiver. It depends on pathways or communication channels to
deliver the required information in messages (Caputo, Evangelista and Russo, 2016). In order to
develop the communication plan, the leader should go into sequential steps according to Bono
(2016), as follows:
 Establish a clear vision and objectives: The change management objectives should be set
according to the organizational vision and reflect its culture. Oussama should set the change
objectives and clarify it to the team members and consider their remarks and feedback to
enable them to feel that they are part of the change planning process.

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 Divide the change management into phases: Dividing the change management into phases
could be divided into three phases as discussed according to Lewin's change management
model of unfreeze, moving and refreeze.
 Confirm key milestones for each phase: The milestone of the unfreezing phase is
developing the vision and strategy of change. The milestone of the moving phase is
implementing change successfully and the milestone of the refreezing phase is to stabilize the
change.
 Identify the target audiences: The targeted audiences are the stakeholders of the
organization who are interested in its outcomes. In the case of Moroccan Lights, the major
stakeholders of the change process are Oussama, the manager and his staff members. The
role of each employee should be clearly communicated to ensure that everyone understands
his function.
 Selection of communication channels: Formal or written communication could be used to
deliver the change messages and communicate its advantages. Also, the informal or face
communication could take place to ensure the clarity of the change process. Oussama started
with the face communication, but unfortunately, he faced resistance to change from one of
the employees. He decided to make a second meeting which will be a face communication
method. He is advised to send the staff a written formal letter before holding the next
meeting to represent a material for negotiation and answering questions.
 Selection of the spokesperson: The spokesman facilitates the process of information
delivery, respond to inquiries and gives proper feedback to the employees concerning the