Analyzing Change Management Issues within the FCL Company Report
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This report provides a comprehensive analysis of change management within Federated Co-Operatives Limited (FCL). It begins with an overview of the case, highlighting the challenges faced by the organization, as identified by CEO Scott Banda, and the need for strategic changes. The report then delves into the internal and external forces driving the need for change, including technological advancements, workplace diversity, and branding issues. It diagnoses specific problems within the organization, such as outdated technology, governance structure deficiencies, talent management gaps, and branding challenges. The report also identifies enablers and blocks of change, such as the organization's willingness to adapt its culture and the support from the governance structure, alongside resistance from employees. The analysis covers key aspects of organizational change, including the roles people play, the impact of emotions, and the importance of sensemaking processes and organizational culture. Overall, the report aims to provide a thorough understanding of the complexities of change management within FCL and offers insights into potential strategies for improvement.

Running head: MANAGEMENT OF CHANGE 1
Management of Change
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Management of Change
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INTRODUCTION
What is the case about?
The entire case describes the aspects related to Federated Co-Operatives Limited (FCL).
The case study has elaborated on how the organization has been progressing as well as key
concepts needed to induce change. According to Chief Executive Officer Scott Banda, the
company needs to check on various issues that will instill change. The whole idea is that since
the formation of the organization there have been chaos that needs effective change as soon as
possible. Banda after meeting with the FCLs senior leadership team (SLT) they agreed to come
up with new strategies that will embrace improvement in the organization. According to the two
officials, the organization had lacked strong strategies that could gear the issue of progress. Most
of the weaknesses were found in the various departments within the organization. Therefore, for
the officials to run the organization effectively, they were to ensure necessary change is induced
thus meeting the goals and objectives of the organization.
The main factors/forces driving the need for change
Numerous aspects drive change in an organization (Altamony, Al-Salti, Gharaibeh &
Elyas, 2016 p.67). Most of the forces impacting change in the organization tend to handle key
challenges that deter the company from meeting the stipulated goals and objectives. From the
classwork, there are both internal drivers and external drivers of the change in an organization.
The whole case study has analyzed these two types of drivers. Therefore in the case study some
of the external and internal concepts that are driving change include;
First of all the issue of technology is one of the concepts that accelerates the change
needed in the organization. According to the CEO, the organization has been using outdated
INTRODUCTION
What is the case about?
The entire case describes the aspects related to Federated Co-Operatives Limited (FCL).
The case study has elaborated on how the organization has been progressing as well as key
concepts needed to induce change. According to Chief Executive Officer Scott Banda, the
company needs to check on various issues that will instill change. The whole idea is that since
the formation of the organization there have been chaos that needs effective change as soon as
possible. Banda after meeting with the FCLs senior leadership team (SLT) they agreed to come
up with new strategies that will embrace improvement in the organization. According to the two
officials, the organization had lacked strong strategies that could gear the issue of progress. Most
of the weaknesses were found in the various departments within the organization. Therefore, for
the officials to run the organization effectively, they were to ensure necessary change is induced
thus meeting the goals and objectives of the organization.
The main factors/forces driving the need for change
Numerous aspects drive change in an organization (Altamony, Al-Salti, Gharaibeh &
Elyas, 2016 p.67). Most of the forces impacting change in the organization tend to handle key
challenges that deter the company from meeting the stipulated goals and objectives. From the
classwork, there are both internal drivers and external drivers of the change in an organization.
The whole case study has analyzed these two types of drivers. Therefore in the case study some
of the external and internal concepts that are driving change include;
First of all the issue of technology is one of the concepts that accelerates the change
needed in the organization. According to the CEO, the organization has been using outdated

MANAGEMENT OF CHANGE 3
information technology concepts. In the current business industry, every company is working
hard enough to conform to the innovation resulting from the use of technology (Buick et al.,
2015 p.345). Technology has become one of the main concepts that helps companies to meet the
desired goal and objectives. In the FCL Company, there is no IT support and that is why the
CEO together with the FCLs SLT has decided to come up with new strategies inducing the
technological aspect. Therefore, the whole analogy is that if the company fails to keep with the
pace of the technological advancement it will incur huge losses. To the CEO there is a need to
teach and educate the existing personnel on how to use the IT-related system thus meeting the
needs and mission of the organization. On another hand, technological advancement promotes
the change by improving the organizational relationship as well as organizational structure
(Cameron & Green, 2019 p.45).
Besides, the issue of workplace diversity in the FCL organization has also accelerated the
issue of change. Work diversity encapsulates the incorporation of various strategies such as
cultures and other human resources related aspects (Ceulemans, Lozano& Alonso-Almeida, 2015
p.45). In this manner, it becomes easy for the company to enjoy the impacts of using multiple
skills from different people thus meeting the organizational needs and objectives. In the case
study, the CEO has been advocated on the issue of talent management. At this level, the CEO is
categorical on allowing the organization to include different skills from various workers.
Chartzoulakis and Bertaki, (2015 p.123) cited that workforce diversity is the key aspect that
drives change. The whole concept is that the incorporation of the workers from different
backgrounds will tend to induce a new culture that in one way or the other will impact the
organization. The cultural diversity ensures that the workforce is conforming to the aspect of
globalization thus meeting the organizational vision and mission (Common, 2017 p.123).
information technology concepts. In the current business industry, every company is working
hard enough to conform to the innovation resulting from the use of technology (Buick et al.,
2015 p.345). Technology has become one of the main concepts that helps companies to meet the
desired goal and objectives. In the FCL Company, there is no IT support and that is why the
CEO together with the FCLs SLT has decided to come up with new strategies inducing the
technological aspect. Therefore, the whole analogy is that if the company fails to keep with the
pace of the technological advancement it will incur huge losses. To the CEO there is a need to
teach and educate the existing personnel on how to use the IT-related system thus meeting the
needs and mission of the organization. On another hand, technological advancement promotes
the change by improving the organizational relationship as well as organizational structure
(Cameron & Green, 2019 p.45).
Besides, the issue of workplace diversity in the FCL organization has also accelerated the
issue of change. Work diversity encapsulates the incorporation of various strategies such as
cultures and other human resources related aspects (Ceulemans, Lozano& Alonso-Almeida, 2015
p.45). In this manner, it becomes easy for the company to enjoy the impacts of using multiple
skills from different people thus meeting the organizational needs and objectives. In the case
study, the CEO has been advocated on the issue of talent management. At this level, the CEO is
categorical on allowing the organization to include different skills from various workers.
Chartzoulakis and Bertaki, (2015 p.123) cited that workforce diversity is the key aspect that
drives change. The whole concept is that the incorporation of the workers from different
backgrounds will tend to induce a new culture that in one way or the other will impact the
organization. The cultural diversity ensures that the workforce is conforming to the aspect of
globalization thus meeting the organizational vision and mission (Common, 2017 p.123).
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MANAGEMENT OF CHANGE 4
On another hand, the issue of branding seemed to be another aspect of driving change in the FCL
Company. Based on the case study the CEO seemed more concerned with how to manipulate the
branding aspect in the company. Donnelly and Kirk, (2015 p.78) cited that branding as that key
aspect that shapes what the business should give to the customers in the marketplace. According
to the CEO of the FCL the company has not modified the branding after a long period of time.
Through this analogy, it means that most of its products and services provided by the
organization are not unique in the marketplace thus deterring it from enjoying the comparative
advantage. On another hand, the CEO advocated that they have to attract the customer's attention
thus surviving in the marketplace. The CEO also added that the company ought to identify
fundamental aspects that will help in designing new products that are of high quality. The whole
analogy is to ensure that all products designed by the company incurs huge profits as well as
meeting the needs and wants of the customers in the marketplace (Fernandez & Rainey, 2017
p.567).
DIAGNOSING THE PROBLEMS AND ANALYZING THE CASE
Identifying and analyzing the problems, challenges, and issues specific to change
management as found in the case
Multiple issues and challenges are characterizing the issue of management change in the
company. The whole concept is based on how the organization has failed to conform to change.
Therefore, according to the CEO the FCL Company is in danger and this IS supported by the
challenges facing it.
First of all the CEO has outlined how technology in the company is a big challenge. To him, the
company needs effective change. According to Hamann et al (2015 p.50) the technology aspect
On another hand, the issue of branding seemed to be another aspect of driving change in the FCL
Company. Based on the case study the CEO seemed more concerned with how to manipulate the
branding aspect in the company. Donnelly and Kirk, (2015 p.78) cited that branding as that key
aspect that shapes what the business should give to the customers in the marketplace. According
to the CEO of the FCL the company has not modified the branding after a long period of time.
Through this analogy, it means that most of its products and services provided by the
organization are not unique in the marketplace thus deterring it from enjoying the comparative
advantage. On another hand, the CEO advocated that they have to attract the customer's attention
thus surviving in the marketplace. The CEO also added that the company ought to identify
fundamental aspects that will help in designing new products that are of high quality. The whole
analogy is to ensure that all products designed by the company incurs huge profits as well as
meeting the needs and wants of the customers in the marketplace (Fernandez & Rainey, 2017
p.567).
DIAGNOSING THE PROBLEMS AND ANALYZING THE CASE
Identifying and analyzing the problems, challenges, and issues specific to change
management as found in the case
Multiple issues and challenges are characterizing the issue of management change in the
company. The whole concept is based on how the organization has failed to conform to change.
Therefore, according to the CEO the FCL Company is in danger and this IS supported by the
challenges facing it.
First of all the CEO has outlined how technology in the company is a big challenge. To him, the
company needs effective change. According to Hamann et al (2015 p.50) the technology aspect
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MANAGEMENT OF CHANGE 5
will induce the issue of innovation. Technology is also making it easy for the company to handle
tasks more effectively as compared to the use of human labor. In almost more than 75% of the
organizations are using advanced technology to design and control various concepts incurred in
the production system (Hornstein, 2015 p.34). Concerning the case study, the CEO and the
Human Resource Vice President of the FCL Company have been on the frontline advising the
company to conform to the new technology. The issue of changing into new technology has been
associated with huge challenges and thus deterring the company from achieving its mission in
the market place. The IT department in the company needs change and that is why the CEO is
advising the company to induce effective technological change before it is too late.
On another hand, there is a huge challenge in the entire governance structure of the
company. Banda says that the administration structure in the company needs effective change.
The whole concept is that since the formation of the FCL Company no new candidate has been
recruited in the management structure. To him, this means that the organization lacks the concept
of diversity and thus it becomes difficult for the management to see change. By considering the
issue of governance the CEO has also advocated for the concept such as talent management that
has been a huge drawback in the company. Talent management according to the CEO helps the
company to enjoy new bloods that come up with new ideas and skills. This means that FCL lacks
new skills and ideas to induce the effective change that will accelerate the achievement of goals
and objectives. The problem of incompetent management and the lack of new workers has been
affecting the entire organization negatively (Linnerooth-Bayer & Hochrainer-Stigler, 2015 p.89).
Besides, no clear methods and strategies for promoting the existing workers in the organization.
Lack of motivation in any organization will make the human resource to be dormant and thus
deterring it from meeting what it is needed to survive in the market. Besides, the company has
will induce the issue of innovation. Technology is also making it easy for the company to handle
tasks more effectively as compared to the use of human labor. In almost more than 75% of the
organizations are using advanced technology to design and control various concepts incurred in
the production system (Hornstein, 2015 p.34). Concerning the case study, the CEO and the
Human Resource Vice President of the FCL Company have been on the frontline advising the
company to conform to the new technology. The issue of changing into new technology has been
associated with huge challenges and thus deterring the company from achieving its mission in
the market place. The IT department in the company needs change and that is why the CEO is
advising the company to induce effective technological change before it is too late.
On another hand, there is a huge challenge in the entire governance structure of the
company. Banda says that the administration structure in the company needs effective change.
The whole concept is that since the formation of the FCL Company no new candidate has been
recruited in the management structure. To him, this means that the organization lacks the concept
of diversity and thus it becomes difficult for the management to see change. By considering the
issue of governance the CEO has also advocated for the concept such as talent management that
has been a huge drawback in the company. Talent management according to the CEO helps the
company to enjoy new bloods that come up with new ideas and skills. This means that FCL lacks
new skills and ideas to induce the effective change that will accelerate the achievement of goals
and objectives. The problem of incompetent management and the lack of new workers has been
affecting the entire organization negatively (Linnerooth-Bayer & Hochrainer-Stigler, 2015 p.89).
Besides, no clear methods and strategies for promoting the existing workers in the organization.
Lack of motivation in any organization will make the human resource to be dormant and thus
deterring it from meeting what it is needed to survive in the market. Besides, the company has

MANAGEMENT OF CHANGE 6
been facing the issue of labor turnover. Most of the workers are quitting the work and the main
reason is due to lack of clear strategies for job promotion and motivational skills (Lozano,
Ceulemans & Seatter, 2015 p.165). All these challenges in one way or the other affect the
company negatively and that is why effective change is needed before it is too late.
Besides, the mode of branding in the organization is another challenge impacting the
progress of the company. From the CEO we tend to realize that the company has not been
performing well in the marketplace. Indeed, the FCL organization is not enjoying the
comparative advantage in the market. The whole concept is that no clear strategies supporting
the designing and formation of products released in the marketplace. Banda argued that most of
the products are lacking the market command and that is why the organization is incurring huge
losses. To him, the company ought to come up with an effective strategy that will ensure that the
organization designs good products that meet the needs of the customers. The FCL association
has additionally quickened the issue of progress. Work decent variety epitomizes the joining of
different procedures, for example, societies and other HR related viewpoints (Ceulemans,
Lozano& Alonso-Almeida, 2015 p.48). As such, it turns out to be simple for the organization to
appreciate the effects of utilizing numerous abilities from various individuals hence meeting the
hierarchical needs and destinations. For the situation study, the CEO has been upheld on the
issue of ability the board.
At this level, the CEO is clear cut on enabling the association to incorporate various
aptitudes from different specialists. Chartzoulakis and Bertaki, (2015 p.123) refered to that
workforce assorted variety is the key perspective that drives change. The entire idea is that the
consolidation of the laborers from various foundations will in general actuate another culture that
in one way or the other will affect the association. The social decent variety guarantees that the
been facing the issue of labor turnover. Most of the workers are quitting the work and the main
reason is due to lack of clear strategies for job promotion and motivational skills (Lozano,
Ceulemans & Seatter, 2015 p.165). All these challenges in one way or the other affect the
company negatively and that is why effective change is needed before it is too late.
Besides, the mode of branding in the organization is another challenge impacting the
progress of the company. From the CEO we tend to realize that the company has not been
performing well in the marketplace. Indeed, the FCL organization is not enjoying the
comparative advantage in the market. The whole concept is that no clear strategies supporting
the designing and formation of products released in the marketplace. Banda argued that most of
the products are lacking the market command and that is why the organization is incurring huge
losses. To him, the company ought to come up with an effective strategy that will ensure that the
organization designs good products that meet the needs of the customers. The FCL association
has additionally quickened the issue of progress. Work decent variety epitomizes the joining of
different procedures, for example, societies and other HR related viewpoints (Ceulemans,
Lozano& Alonso-Almeida, 2015 p.48). As such, it turns out to be simple for the organization to
appreciate the effects of utilizing numerous abilities from various individuals hence meeting the
hierarchical needs and destinations. For the situation study, the CEO has been upheld on the
issue of ability the board.
At this level, the CEO is clear cut on enabling the association to incorporate various
aptitudes from different specialists. Chartzoulakis and Bertaki, (2015 p.123) refered to that
workforce assorted variety is the key perspective that drives change. The entire idea is that the
consolidation of the laborers from various foundations will in general actuate another culture that
in one way or the other will affect the association. The social decent variety guarantees that the
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MANAGEMENT OF CHANGE 7
workforce is fitting in with the part of globalization along these lines meeting the authoritative
vision and strategic. On other hand, the issue of marking appeared to be another part of driving
change in the FCL Company. In light of the contextual investigation the CEO appeared to be
progressively worried about how to control the marking angle in the organization. Donnelly and
Kirk, (2015 p.79) refered to that marking as that key viewpoint that shapes what the business
should provide for the clients in the commercial center. As indicated by the CEO of the FCL the
organization has not adjusted the marking after a significant stretch of time. Through this
similarity, it implies that the vast majority of its items and administrations gave by the
association are not novel in the commercial center hence hindering it from getting a charge out of
the near favorable position. On another hand, the CEO upheld that they need to draw in the
client's consideration in this manner getting by in the commercial center. The CEO likewise
added that the organization should recognize basic angles that will help in planning new items
that are of high caliber. The entire similarity is to guarantee that all items planned by the
organization brings about gigantic benefits just as addressing the requirements and needs of the
clients in the commercial center. Besides, no promotional services used by the company when
selling the products to the market. Promotional services are the cornerstone of comparative
advantage (Hanson 2015 p.83). The huge competition incurred by the company is because it has
failed to be unique in the market thus failing to attract and maintain customers for long term
impact.
Identify the enablers and blocks of change
From the case study, some of the enablers of change are that the organization is willing to
modify its culture thus allowing the change needed. On another hand, the governance structure is
also supporting the change. The two elements seem to enable the change in FCL Company.
workforce is fitting in with the part of globalization along these lines meeting the authoritative
vision and strategic. On other hand, the issue of marking appeared to be another part of driving
change in the FCL Company. In light of the contextual investigation the CEO appeared to be
progressively worried about how to control the marking angle in the organization. Donnelly and
Kirk, (2015 p.79) refered to that marking as that key viewpoint that shapes what the business
should provide for the clients in the commercial center. As indicated by the CEO of the FCL the
organization has not adjusted the marking after a significant stretch of time. Through this
similarity, it implies that the vast majority of its items and administrations gave by the
association are not novel in the commercial center hence hindering it from getting a charge out of
the near favorable position. On another hand, the CEO upheld that they need to draw in the
client's consideration in this manner getting by in the commercial center. The CEO likewise
added that the organization should recognize basic angles that will help in planning new items
that are of high caliber. The entire similarity is to guarantee that all items planned by the
organization brings about gigantic benefits just as addressing the requirements and needs of the
clients in the commercial center. Besides, no promotional services used by the company when
selling the products to the market. Promotional services are the cornerstone of comparative
advantage (Hanson 2015 p.83). The huge competition incurred by the company is because it has
failed to be unique in the market thus failing to attract and maintain customers for long term
impact.
Identify the enablers and blocks of change
From the case study, some of the enablers of change are that the organization is willing to
modify its culture thus allowing the change needed. On another hand, the governance structure is
also supporting the change. The two elements seem to enable the change in FCL Company.
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MANAGEMENT OF CHANGE 8
On another hand, there are also multiple concepts hindering the change. According to the CEO,
the company is facing a lot of pressure from workers who are not ready to cooperate. The CEO
says that most of the employees in the organization have not been willing to comply with the
change and thus deterring the entire company to conform to new strategies.
Besides, the organization is also lacking a strong organizational structure to support the
issue of change. Organizational structure helps in creating awareness of the change. The
company is yet to educate the employees and other related stakeholders on why the need for
change. Through this analogy, it becomes difficult for the company to induce effective change
hence no progress at all. Also, culture is one of the concepts preventing the change (Pulakos,
Hanson, Arad & Moye, 2015 p.54). The CEO argued that no outlined rules and policies to
control the FCLs culture. Through this analogy, it becomes so difficult for the company to instill
effective business change.
RECOMMENDATIONS
As a manager, suggest what the organizations can do to manage the changes
There are many ways in which the organization can manage the change (Moye, 2015
p.23). Most of these ways work on inducing success thus helping the organization to comply
with its goals and objectives. Some of the processes argue on how organizations should focus on
identifying both external and internal causes of change (Rao, Wang & Huang, 2016 p.75).
Besides, organizations ought to focus on the intentions and realities of change. Through this
analogy, it becomes easy to plan and thus induce effective strategies relevant to the change
model. There must be strategies working on the organizational culture as well as power and
politics. Lastly, the organization should appreciate the issue of organizational learning whereby
On another hand, there are also multiple concepts hindering the change. According to the CEO,
the company is facing a lot of pressure from workers who are not ready to cooperate. The CEO
says that most of the employees in the organization have not been willing to comply with the
change and thus deterring the entire company to conform to new strategies.
Besides, the organization is also lacking a strong organizational structure to support the
issue of change. Organizational structure helps in creating awareness of the change. The
company is yet to educate the employees and other related stakeholders on why the need for
change. Through this analogy, it becomes difficult for the company to induce effective change
hence no progress at all. Also, culture is one of the concepts preventing the change (Pulakos,
Hanson, Arad & Moye, 2015 p.54). The CEO argued that no outlined rules and policies to
control the FCLs culture. Through this analogy, it becomes so difficult for the company to instill
effective business change.
RECOMMENDATIONS
As a manager, suggest what the organizations can do to manage the changes
There are many ways in which the organization can manage the change (Moye, 2015
p.23). Most of these ways work on inducing success thus helping the organization to comply
with its goals and objectives. Some of the processes argue on how organizations should focus on
identifying both external and internal causes of change (Rao, Wang & Huang, 2016 p.75).
Besides, organizations ought to focus on the intentions and realities of change. Through this
analogy, it becomes easy to plan and thus induce effective strategies relevant to the change
model. There must be strategies working on the organizational culture as well as power and
politics. Lastly, the organization should appreciate the issue of organizational learning whereby

MANAGEMENT OF CHANGE 9
the whole concept is to ensure there is awareness of change within the organization (Regos,
D’Amen, Herrando, Guisan& Brotons, 2015 p.143).
Discuss how the change process could have been managed better. What kinds of
organizational interventions can be introduced for managing the changes?
Concerning the case study, the company should use the following strategies to support
the issue of change. Each recommendation is based on the chapters learned in the class.
First, the company should understand the change process, the perspective of change and then
come up with effective measure on how to deliver the change (Seidl et al., 2017 p.23). Based on
the perspective of change the company should understand key issues as recommended below;
FCL Company should work on those external and internal causes of change. Through
this, it will become easy to identify how technology is threatening the success of the company.
To do all these company should consider the realities of change by incorporating an effective
plan handling the outcomes needed.
Besides, the company should focus on emotional journeys. At this place, the CEO and
other related officials in the company ought to focus on the issue of sense-making when
introducing the change in the organization (Smith et al., 2016 p.278). Creating awareness of
change will work on reducing pressure from the employees and other shareholders who will be
adamant to change.
On other hand, based on the perspectives of change, the CEO ought to check the
organizational culture in general. Through this analogy, it becomes easy for the company to work
effectively on values, beliefs and cultural policies (Stiles, Uhl & Stratil, 2016 p79). In the FCL
Company, most of the workers were not adhering to the policies and rules related to dressing
the whole concept is to ensure there is awareness of change within the organization (Regos,
D’Amen, Herrando, Guisan& Brotons, 2015 p.143).
Discuss how the change process could have been managed better. What kinds of
organizational interventions can be introduced for managing the changes?
Concerning the case study, the company should use the following strategies to support
the issue of change. Each recommendation is based on the chapters learned in the class.
First, the company should understand the change process, the perspective of change and then
come up with effective measure on how to deliver the change (Seidl et al., 2017 p.23). Based on
the perspective of change the company should understand key issues as recommended below;
FCL Company should work on those external and internal causes of change. Through
this, it will become easy to identify how technology is threatening the success of the company.
To do all these company should consider the realities of change by incorporating an effective
plan handling the outcomes needed.
Besides, the company should focus on emotional journeys. At this place, the CEO and
other related officials in the company ought to focus on the issue of sense-making when
introducing the change in the organization (Smith et al., 2016 p.278). Creating awareness of
change will work on reducing pressure from the employees and other shareholders who will be
adamant to change.
On other hand, based on the perspectives of change, the CEO ought to check the
organizational culture in general. Through this analogy, it becomes easy for the company to work
effectively on values, beliefs and cultural policies (Stiles, Uhl & Stratil, 2016 p79). In the FCL
Company, most of the workers were not adhering to the policies and rules related to dressing
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MANAGEMENT OF CHANGE 10
code. This means that the management structure should introduce policies that will control the
dressing code thus supporting the culture of the company.
Besides, the FCL Company has to focus on power and politics. In this kind of intervention, the
issue of leadership and change consultancy may be used to support the change needed. By doing
all these it becomes easy for the company to control the governance structure effectively thus
acquiring the goals and objectives (Verhulst & Lambrechts, 2015 p.76). Most of the corporate
structures in the organization deters the progress of change thus the CEO of the company should
learn how to fix change in the corporate structure.
The use of appropriate models and methods of implementing the change is also another
strategy that can be used by the FCL Company. In this strategy, the concept of facilitated and
directed methods is critical when managing the issue of branding (Lambrechts, 2015 p.56). The
CEO ought to focus on the relevant mechanisms that will support the directed changes by
considering the necessary elements supporting the success of the company.
Another intervention is that the company should use communication models and methods
to instill change. Communication is the only element that helps management structure to interact
with subordinates in the company. Besides, communication is fundamental channel that will help
the management to obtain the ideas and views from the subordinates (Wu et al., 2015 p.458).
Creating an effective relationship with subordinates will assist in knowing how the change will
be manipulated and how change should be fixed to meet the values, the needs of employees and
also the norms of the organization. The whole case depicts the viewpoints identified with
Federated Co-Operatives Limited (FCL). The contextual investigation has explained on how the
association has been advancing just as key ideas expected to actuate change. As per Chief
Executive Officer Scott Banda, the organization needs to keep an eye on different issues that will
code. This means that the management structure should introduce policies that will control the
dressing code thus supporting the culture of the company.
Besides, the FCL Company has to focus on power and politics. In this kind of intervention, the
issue of leadership and change consultancy may be used to support the change needed. By doing
all these it becomes easy for the company to control the governance structure effectively thus
acquiring the goals and objectives (Verhulst & Lambrechts, 2015 p.76). Most of the corporate
structures in the organization deters the progress of change thus the CEO of the company should
learn how to fix change in the corporate structure.
The use of appropriate models and methods of implementing the change is also another
strategy that can be used by the FCL Company. In this strategy, the concept of facilitated and
directed methods is critical when managing the issue of branding (Lambrechts, 2015 p.56). The
CEO ought to focus on the relevant mechanisms that will support the directed changes by
considering the necessary elements supporting the success of the company.
Another intervention is that the company should use communication models and methods
to instill change. Communication is the only element that helps management structure to interact
with subordinates in the company. Besides, communication is fundamental channel that will help
the management to obtain the ideas and views from the subordinates (Wu et al., 2015 p.458).
Creating an effective relationship with subordinates will assist in knowing how the change will
be manipulated and how change should be fixed to meet the values, the needs of employees and
also the norms of the organization. The whole case depicts the viewpoints identified with
Federated Co-Operatives Limited (FCL). The contextual investigation has explained on how the
association has been advancing just as key ideas expected to actuate change. As per Chief
Executive Officer Scott Banda, the organization needs to keep an eye on different issues that will
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MANAGEMENT OF CHANGE 11
impart change. The entire thought is that since the development of the association there has been
issue that necessities viable change as quickly as time permits. Banda in the wake of meeting
with the FCLs senior initiative group (SLT) they consented to concoct new procedures that will
grasp improvement in the association. As indicated by the two authorities, the association had
needed solid techniques that could equip the issue of progress. The vast majority of the
shortcomings were found in the different divisions inside the association. Subsequently, for the
authorities to run the association adequately, they were to guarantee fundamental change is
initiated hence meeting the objectives and destinations of the association.
Lastly, after the company has worked on the entire plan then it should focus on how
change can be managed. The management of change is what will determine the progress of the
organization (Zhao, Lv & Rao, 2017 p.790). The CEO ought to ensure that all stakeholders are
working hard to adhere to the change induced thus helping the company to enjoy the impact of
the change.
impart change. The entire thought is that since the development of the association there has been
issue that necessities viable change as quickly as time permits. Banda in the wake of meeting
with the FCLs senior initiative group (SLT) they consented to concoct new procedures that will
grasp improvement in the association. As indicated by the two authorities, the association had
needed solid techniques that could equip the issue of progress. The vast majority of the
shortcomings were found in the different divisions inside the association. Subsequently, for the
authorities to run the association adequately, they were to guarantee fundamental change is
initiated hence meeting the objectives and destinations of the association.
Lastly, after the company has worked on the entire plan then it should focus on how
change can be managed. The management of change is what will determine the progress of the
organization (Zhao, Lv & Rao, 2017 p.790). The CEO ought to ensure that all stakeholders are
working hard to adhere to the change induced thus helping the company to enjoy the impact of
the change.

MANAGEMENT OF CHANGE 12
References
Altamony, H., Al-Salti, Z., Gharaibeh, A. and Elyas, T., 2016. The relationship between change
management strategy and successful enterprise resource planning (ERP) implementations: A
theoretical perspective. International Journal of Business Management and Economic
Research, 7(4), pp.690-703.
Buick, F., Blackman, D.A., O'Donnell, M.E., O'Flynn, J.L. and West, D., 2015. Can enhanced
performance management support public sector change?. Journal of Organizational Change
Management, 28(2), pp.271-289.
Cameron, E. and Green, M., 2019. 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.
Chartzoulakis, K. and Bertaki, M., 2015. Sustainable water management in agriculture under
climate change. Agriculture and Agricultural Science Procedia, 4, pp.88-98.
Common, R., 2017. Public management and policy transfer in South-East Asia. In Policy
transfer in global perspective (pp. 143-161). Routledge.
Donnelly, P. and Kirk, P., 2015. Use the PDSA model for effective change
management. Education for Primary Care, 26(4), pp.279-281.
Fernandez, S. and Rainey, H.G., 2017. Managing successful organizational change in the public
sector. In Debating Public Administration (pp. 7-26). Routledge.
References
Altamony, H., Al-Salti, Z., Gharaibeh, A. and Elyas, T., 2016. The relationship between change
management strategy and successful enterprise resource planning (ERP) implementations: A
theoretical perspective. International Journal of Business Management and Economic
Research, 7(4), pp.690-703.
Buick, F., Blackman, D.A., O'Donnell, M.E., O'Flynn, J.L. and West, D., 2015. Can enhanced
performance management support public sector change?. Journal of Organizational Change
Management, 28(2), pp.271-289.
Cameron, E. and Green, M., 2019. 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.
Chartzoulakis, K. and Bertaki, M., 2015. Sustainable water management in agriculture under
climate change. Agriculture and Agricultural Science Procedia, 4, pp.88-98.
Common, R., 2017. Public management and policy transfer in South-East Asia. In Policy
transfer in global perspective (pp. 143-161). Routledge.
Donnelly, P. and Kirk, P., 2015. Use the PDSA model for effective change
management. Education for Primary Care, 26(4), pp.279-281.
Fernandez, S. and Rainey, H.G., 2017. Managing successful organizational change in the public
sector. In Debating Public Administration (pp. 7-26). Routledge.
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