NBS8265: Managing Change at GMCT - Key Issue Analysis

This case study analyzes the key issues faced by Green Mountain Cellular Telephone (GMCT) during a change initiative, focusing on aspects of change management. It examines challenges related to the psychology of change, organizational culture, power dynamics, organizational structure, and sources of resistance. The analysis highlights conflicts in management objectives, unclear reporting systems, lack of experienced personnel, and employee resistance due to lower remuneration. The study references various models like Schramm’s communication model, the Rational Decision Making model, and Herzberg’s Two-Factor Theory to understand how these issues impacted the organization's productivity and ability to implement change effectively. The paper also examines the impact of subcontractor delays and the importance of clear communication and decision-making processes for successful change management. The conclusion emphasizes the need for GMCT to address these issues to improve its performance in the market.

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Identifying and analyzing the key issues faced by GMCT for change management
Introduction
The change that is being undertaken by the organizations in their structure and
functioning has helped in the improvements in the market. The major aspects of the change are
being undertaken by the organizations when the urgency for bringing forth the change is felt by
the organization. The process of the change is undertaken through the management of the
resources of the company.
The discussion aims at understanding the key issues that are faced by GMCT (Green
Mountain Cellular Telephone) for the change that is planned by the company for bringing in
improvements in the functioning of the organization. The purpose of the discussion is to
understand the key issues that are being faced by the organization relating to the psychology of
change, organisational culture and structure, power and politics and various resistances to change
Discussion
The change that is planned by the organization has helped in understanding the various
aspects of the improvements in the organization. However, there are resistances and issues to the
change while implementing the same on the current organization structure.
The conflict in the psychology of undertaking the change is evident through the
contradictions in the mindset of the managers of the company. There are conflicts in the
objectives of the change that is being undertaken by the organization. For example, the conflict
in the ideas of Peterson and his boss Hardy has affected the smooth functioning of the
organization based on the change. Hardy wants to market the product to the subscribers in the

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license area, whereas Peterson wants to implement the skimming the cream pricing strategy for
maximizing the revenue for their business (Carter et al. 2013). This conflict in the ideas and the
objectives between the management hampers the free functioning of the organization due to
contradictions of the common goal. On the other hand, the hierarchy plays a major part in the
organization, which has resulted to preferences within the management and the workforce based
on experience and functioning. It has affected the decision making of the organization resulting
to low productivity. It has affected the change that is organized by the company.
The organizational culture and the structure again play a major role in determining the
transition that is undertaken by the organization. The transition that is planned by the company is
based on the proper functioning of the workforce, which is again affected by the ambiguous
reporting system of the organization (Quick et al. 2013). A clear instance of the unclear reporting
system can be stated from the experience that Eric Peterson gathered while working in the
organization. The day, in which he was appointed, the president asked him to report directly to
the president. However, the next day he was made to report to Hardy, who was the director of
Budget and plans of the organization in addition to his responsibility of monitoring over the
operations of the organization. The unclear reporting system of the organization has affected the
proper functioning of the workforce.
The management of the organization could have used Schramm’s model of
communication, which would have enhanced the communication and the reporting system of the
enterprise (Refer to Appendice 1). The model helps in the clear determination of the sender and
the receiver of the message. For an example, the application of the model in the structure and the
functioning of IBM have helped in determining the change (Clampitt 2012). It has facilitated in

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undertaking the determining of the needs of the employees, which has helped in the decision
making of the organization as per the needs of the market.
The concerned company, GMCT, has also faced an issue based on the lack of
experienced personnel in the hierarchy. The power and politics of the organization has affected
the initiative of the managers for the development in the functioning of the organization in the
market (Cummings and Worley 2014). It has affected the organization based on the decision of
the change and the understanding of the implementation of the change in the structure of the
organization. Peterson has observed that the contradiction of the decisions has affected the
proper functioning of the workforce due to the delays in the decision taking and the sudden shifts
of the decisions. It has affected the progression of the same in the market. The proper functioning
of the organization is based on the proper decision making model of the organization. The
company’s management should have undertaken the Rational Decision Making model which
would have helped the organization in analyzing the needs of the organization and the resource
capabilities of the same before taking any decision (Refer to Appendice 2). An application of
such a model is evident in the fast progress made by Adidas (Byrnes 2013). The growing
concern of the organization for the change depended on the necessity of the change and the
measurement of the capabilities of the organization to undertake the transition (Shin, Taylor and
Seo 2012).
The delays by the subcontractors have affected the smooth functioning of the
organization in the market. In certain cases, the subcontractors have delayed their construction
activity of the cellular towers. It has affected the change that is being planned by the organization
for delivering the promised services to the clients in order to enhance their goodwill in the
market (Kaufman 2017). The delays in the functioning of the organization have affected the

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change initiative that is being planned by Eric. The delays in the managerial functions have
affected the idea of the change and its implementation in the market structure.
The organization also faces the resistance of the employees towards the change that is
being planned by the organization due to lower remuneration of the employees. The delay in the
functioning of the workforce is based on the lower motivation and the working environment. It
has affected the proper functioning of the company in the market (Cameron and Green 2015).
The application of the Herzberg’s Two-Factor Theory of Motivation will be helping the
organization in understanding the needs of the employees (Refer to Appendice 3). The
determination of the hygiene and the motivational factors of the theory will be helping the
organization in undertaking the proper management of the human resource. Alternatively, the
company must undertake steps for negotiating with the employees for integrating the workforce
for the smooth functioning. The application of the Herzberg’s Two-Factor Theory of Motivation
and its effects is evident through the progression made by Mars, Inc (Ghazi, Shahzada and Khan
2013). It has helped in undertaking the proper change management as per the requirements of the
organization.
Conclusion
Therefore, the issues that are faced by the company are determined through the
productivity of the organization and the resistances that are being faced by the management of
the same while implementing the change in the systems and the structure. The company lacks the
proper decision making power due to the lack of experience of the management personnel in the
hierarchy. On the other hand, the sudden shift of the decision that is undertaken by the
management has affected the change that is being planned by the organization for

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implementation in the structure. The smooth functioning of the workforce again helps the
organization in keeping up with the commitments that are being made by the organization to its
consumers. The delay in the services of the workforce and the subcontractors has thereby
affected the goodwill of the organization in the market. The reporting system of the organization
and the communication that is being undertaken by the same has also affected the smooth
functioning and the change that is being planned by the management. The power and the politics
of the organization have also affected the transition. The hierarchy of control and the clash of the
objectives of the managers have affected the smooth functioning of the workforce, which has
resulted to the degrading productivity of the organization in the market. The major aspects of the
change as was proposed by the management of the organization was resisted by the workforce
and the other activities that are undertaken by the organization. Therefore, the company must
take steps in resolving the issues that they are facing while undertaking the change in order to
bring in improvements in the systems and the functioning of the organization in the market.

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References
Alshmemri, M., Shahwan-Akl, L. and Maude, P., 2017. Herzberg’s two-factor theory. Life
Science Journal, 14(5).
Byrnes, J.P., 2013. The nature and development of decision-making: A self-regulation model.
Psychology Press.
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.
Carter, M.Z., Armenakis, A.A., Feild, H.S. and Mossholder, K.W., 2013. Transformational
leadership, relationship quality, and employee performance during continuous incremental
organizational change. Journal of Organizational Behavior, 34(7), pp.942-958.
Clampitt, P.G., 2012. Communicating for managerial effectiveness. Sage.
Cornish, D.B. and Clarke, R.V. eds., 2014. The reasoning criminal: Rational choice perspectives
on offending. Transaction Publishers.
Cummings, T.G. and Worley, C.G., 2014. Organization development and change. Cengage
learning.
Ghazi, S.R., Shahzada, G. and Khan, M.S., 2013. Resurrecting Herzberg’s two factor theory: An
implication to the university teachers. Journal of educational and social research, 3(2), p.445.
Kaufman, H., 2017. The limits of organizational change. Routledge.
McQuail, D. and Windahl, S., 2015. Communication models for the study of mass
communications. Routledge.

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Quick, J.C., Wright, T.A., Adkins, J.A., Nelson, D.L. and Quick, J.D., 2013. Preventive stress
management in organizations. American Psychological Association.
Shin, J., Taylor, M.S. and Seo, M.G., 2012. Resources for change: The relationships of
organizational inducements and psychological resilience to employees' attitudes and behaviors
toward organizational change. Academy of Management journal, 55(3), pp.727-748.

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Appendix
Appendice 1
Figure 1: Schramm’s model of communication
(Source: McQuail and Windahl 2015)

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Appendice 2
Figure 2: Rational decision making model
(Source: Cornish and Clarke 2014)

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Appendice 3
Figure 3: Herzberg’s two-factor theory
(Source: Alshmemri, Shahwan-Akl and Maude 2017)

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