Strategic Change Management Analysis: New Zealand Post Case Study

This report provides a critical evaluation of how New Zealand Post manages change to create a high-performance culture. It analyzes social process perspectives, including contingency and postmodern approaches, and examines the implementation of change management models such as the Organizational Development model and Lewin's Change Model. The report discusses the challenges and successes of NZ Post's GOAL program, highlighting issues like employee resistance and the importance of communication and leadership practices in driving organizational change. The analysis considers both the theoretical underpinnings of change management and the practical application within the context of New Zealand Post's diverse business portfolio.

Running head: ORGANIZATIONAL CHANGE MANAGEMENT
ORGANIZATIONAL CHANGE MANAGEMENT
Name of the Student:
Name of the University:
Author note:

1ORGANIZATIONAL CHANGE MANAGEMENT
Executive Summary
It has been argued that the effective change management has been decisive to any organization to
proficiently endure and succeed in the current extremely competitive and constantly developing
business environment. However, theories as well as developments to change management
presently obtainable to intellectuals and practitioners have shown several contradictions, mostly
absent of empirical evidence and aided by uncontested propositions relating to the character of
existing organisational change management. Furthermore, organizational change has been
identified as an essential for modern organizations which typically has been involving changes of
organizations’ mission, vision as well as processes, with impact at both individual and
organization level. Several business organizations have been accepting changes if they perceive
these factors as fundamental and rapidly get used to the behaviour in a need for new direction.
However, in majority of change management cases, changes have been considered to be
immensely crucial thus lead to employee resistance and unwillingness towards the proposed
change. The paper has provided comprehensive insights of the way New Zealand Post has
adapted certain approaches in managing change by relying on change models for creating high
performance culture.

2ORGANIZATIONAL CHANGE MANAGEMENT
Table of Contents
Introduction......................................................................................................................................3
Analysis...........................................................................................................................................3
Social Process Perspectives of Managing Change......................................................................3
Change Management Models......................................................................................................6
Conclusion.....................................................................................................................................10
References......................................................................................................................................11

3ORGANIZATIONAL CHANGE MANAGEMENT
Introduction
Change management has been recognized as an important process of continually
renewing an organization’s direction, constitution in addition to the skills and abilities to serve
the shifting needs of external and internal clientele. According to Burke (2017), change has been
seen an omnipresent characteristic of organisational life, both at a functioning and strategic level.
For that reason, there should be no doubt on the topic of the significance to any organisation of
its capability to recognize areas where it needs to be in the future and ways to manage the
changes required. Schein (2015) has stated that as the demand for change typically has been
unpredictable thus needs to be highly reactive, discontinuous thus often tends to be triggered by
situations of organizational crisis. Moreover, while there has been an ever increasing general
literature focusing on the importance of organizational change and proposing ways to approach
it, fewer amounts of observed facts has been provided for different theories and approaches
suggested (Micheli & Mari, 2014). The following paper will offer a critical evaluation of the way
New Zealand Post will take up ways in managing change by relying on change models for
creating high performance culture.
Analysis
Social Process Perspectives of Managing Change
New Zealand Postal Group operating as a diverse and complex portfolio of business has
been covering banking, compensation services, supply and logistics, selling and information
management in addition to the established delivery of mail. According to case study, the
processing and delivery of domestic mail has been considered as the core function for NZ Post

4ORGANIZATIONAL CHANGE MANAGEMENT
(Jim Arrowsmith, 2019). However, Biron and Karanika-Murray (2014) have identified the need
for greater level of attention on the ‘software’ dimensions of performance to establish high level
of standardization, reliability and sustainable processes which will have its outcome across the
postal delivery network at the national level. In a confrontation to both designed and emergent
models, Wadongo and Abdel-Kader (2014) have identified the need for the growth of a
contingency model of change.
Contingency Perspective-
It has been asserted that diverse organizations encounter diverse situations thus resulting to alter
strategies accordingly. NZ Post has been focusing on creating high performance culture by
setting up a protected culture and building a highly engaged employee base. NZ Post by adopting
a contingency style tactic will be able to accept any form of analysis which has been levelled at
contingency theory itself Moreover, Mikalef et al. (2015) have noted that NZ Post through
implementation of this approach must distinguish key contingencies and implement the
prearranged approach.
The major strength of contingency approach has relied on the explanation of
organizational change from a behavioural perspective where executives should make decisions
which explain the particular events thus focusing on areas which have greater degree of
relevance (Biron & Karanika-Murray, 2014). For example, even though introducing
modifications in the military might typically be domineering, while change in an undersized
business might characteristically be counselling; there could be times when the reverse is highly
effectual solution (Hall, 2016). There can be identified no formulas or directive principles aimed

5ORGANIZATIONAL CHANGE MANAGEMENT
for organizational change. The centre of management in organizational change depends on the
obtainment of arrangement and ‘good fits’ to guarantee constancy and control.
Post Modern Perspective
At this juncture, Burrell and Cooper (2015) have shed light on post modern approach of
change tends to challenge the assumptions of the way individuals work in recent times.
Furthermore, authors have claimed that postmodernism has refuted these concepts when it has
been considered postmodern organizations as flexible structures requiring employees possessing
multiple skills who can acquire the skills of constant learning. Thus, NZ Post in order to conquer
increasing challenges in aligning company’s resource to every day fluctuating mail volumes and
managing labour expenses has called for post modern change approaches in efficiently replacing
private enterprise with Marxism. Gond et al. (2016) have noted that NZ Postal group through
postmodernism perspective will seek to give power to its employees in embracing work
accountability and involve in decision making procedures.
The major strength of post modern approach lies on the way in engage organizational
contexts in innovative way and to proficiently distinguish and react to the interdependent,
uncertain nature of dynamic, commodity-valuing business culture. Burrell and Cooper (2015)
have noted that from a postmodern perspective, organizational communication focuses to a great
degree on sharing power, accepting responsibility and distinguishing interdependence. Thus, the
implementation of postmodern change style will provide global ways of generating resources and
consuming products. Meanwhile, according to a knowledge management perspective, networks
of information and knowledge have emerged as most crucial from a postmodern perspective to
proficiently react to unvarying influences and changes in the market which has been demanding

6ORGANIZATIONAL CHANGE MANAGEMENT
rising networks and relationships with outside systems (Worley & Mohrman, 2014). These
factors according to Bakari, Hunjra and Niazi (2017) have been creating ‘borderless aggregates’.
Postmodern contingency views have responded to the challenge of setting up for change and
disagreed that even though market forecast tends to have lack of probability, proper alignment of
all systems will increase vigilance of NZ Postal Group towards market changes highly-unionised
workforce and further aid them to aim for improved alignment in addition to strategic choices
which can be dynamic, practical and automatic.
However, Burrell and Cooper (2015) have identified certain criticisms towards
postmodern applications to organizational theory. Such a critique has emerged from the fact that
devoid of wide range of cultural concerns related to diversity as well as critical objections to
violence of power, scientific consistency has yet been widely practiced and strict official
procedure still pertains to NZ Post. On the other hand, two critical objections have been
witnessed against implementation of postmodern approach to organizations as well as to
organizational communication (Jim Arrowsmith, 2019). Reports of Schein (2015) have revealed
that NZ Postal Group in order to implement postmodern change approach has to concede
rationality and therefore must efficiently understand the applied post modern perspectives.
However, New Zealand Post through post modern approach can proficiently offer new energy
for its business practices on if organizational cultures provide fluid contexts for deconstructing
the strategic uncertainties of signs and successful regulation of information which can be
redistributed and with redefinition of power relations.
Change Management Models
Organizational Development Model in implementing GOAL programme in NZ

7ORGANIZATIONAL CHANGE MANAGEMENT
At this juncture, Cummings, Bridgman and Brown (2016) have noted that as
organizations have been trying to deal with demands and competitiveness by shifting the current
system which is unable to meet the demands, efficient changes have been essential to be changed
to successfully sustain such challenges. As the key to acquire such challenges laid in the
effective use of knowledge, skill and commitment o f people to improve organizational
effectiveness, companies like NZ Post will attain significant competitive advantage. Jim
Arrowsmith (2019) have noted that NZ Post even by proficiently offering wide range of
programmes have been failing to deliver continuing performance improvements across the board.
However, OD through continuous improvement mechanism with emphasis on elevated
collaboration of employees and systems of an organization.
Organizational Development Model
Source: (Jim Arrowsmith, 2019)
Meanwhile, Micheli and Mari (2014) have noted that as “Change” has been identified as
immensely critical factors when it comes to organization. On one hand, every organization have
been well-informed of the predictability of change, whenever an organization moves around in a

8ORGANIZATIONAL CHANGE MANAGEMENT
changing phase, there happens to be disorder among the employees. Studies of Micheli and Mari
(2014) have noted that adaptive organizations have conducted change management studies
whereby many techniques have been applied to obtain resistance to change among the
employees. Thus, companies like NZ Post has included in its goal initiative to use employees
possessing high emotional quotient as change agent in order to lead as well as manage change.
Such a goal of NZ Post has implied on the fact that employees can strategically analyze the crisis
situations proficiently in addition to control over their own desires and behaviours (Jim
Arrowsmith, 2019).
Implementation of Lewin’s Change Model for NZ Post’s goal programme
Furthermore, by viewing change as a vital procedure with distinct stages, it will be easier
for NZ Post to efficiently prepare and strategize the change present in the goal initiative
framework. According to Bakari, Hunjra and Niazi (2017), successful implementation of Lewin
change model must be proficiently executed prior to the change process. These factors however
shed light to the importance of employee skill and understanding among employees about the
importance and need for change. Wojciechowski et al. (2016) have stated that three-step model
by Lewin tend to link to organism and machine metaphors by comprising three vital steps
namely, unfreeze, move and refreeze. Comprehensive studies have noted that the underlying
principle of Lewin’s model relies on the fact that there can be identified certain driving forces
which require to compensate the resisting forces for change to take place. Furthermore, such
forces provide effective tool for management in order to identify as well as discuss the driving
and resisting forces (Bakari, Hunjra & Niazi, 2017). Nonetheless, it can developed into a
development tool for managers where the three steps have been implemented as planning
session, implementation and post-implementation review, devoid of the involvement and interest

9ORGANIZATIONAL CHANGE MANAGEMENT
of the employees. NZ Post employers through this GOAL initiative have been aiming to
establish distinct leadership practices. Furthermore, the primary focus of the company has been
to increase the interest and motivation level of front line leaders to facilitate them in combating
ever increasing competition and challenges by its rivals. As per the case provided by Jim
Arrowsmith (2019), even though workshops and training programmes held with leaders at all
levels of the business helped to develop a vision of an ideal and suitable high-performance team,
frontline managers still show resistance and lack of employee motivation in adapting to the
change.
Implementation of Lewin’s Change Model for NZ Post’s goal programme
Source: (Cummings, Bridgman & Brown, 2016)
Unfreeze

10ORGANIZATIONAL CHANGE MANAGEMENT
The first stage of the Lewin’s theory identified as the unfreeze stage depends on
proficiently preparing the organisation to impress the implemented change and its importance for
the organization's productivity. This state primarily involved breaking down the current status
quo prior to an advanced way of functioning can be established. Pratono (2016) has revealed that
as communication tends to play a disease role in the unfreeze phase New Zealand post
organisation should focus on communication and disseminating change implementation
information to all levels of employees and also inform them why the existing procedures cannot
continue. According to Lewin, this can be executed by proficiently aligning the message to the
declining sales growth reduce financial results and lack of employee motivation within the
organisation. The unfreeze stage should initiate in the core of the organisation. However
according to Biron and Karanika-Murray (2014), the code in this context has been dependent on
the standard, values, behaviour and beliefs of the front line managers of New Zealand Post who
primarily has the major responsibility of postal delivery network nationally.
However three step model of Lewin has suggested that changing the culture of an
organisation should be initiated in the very beginning of the change procedure. Burrell and
Cooper (2015) at this juncture has stated that regulated crisis in New Zealand post should be
strategically established in order to raise the motivation level and participation of the front line
managers towards to change implementation.
Change
Following the controlled crisis which has been set up along with the successful
motivational injuries and reduction in employee resistance the New Zealand post has been ready
for the second stage of Lewin’s model known as the change phase. Wojciechowski et al. (2016)

11ORGANIZATIONAL CHANGE MANAGEMENT
have stated that individual employees require acquiring the knowledge of the benefits associated
with the implemented change not only at the organisational level but also on the personal level.
Thus the front line managers of NZ Post must fully embrace the change and further contribute on
making it highly lucrative (Jim Arrowsmith, 2019). However, Burke (2017) has stated that for
NZ Post, it has been inadequate for human resources to understand the change implementation
and its relevant changes, thus critically focusing on communication base between employees and
employer. Thus, employees at NZ Post must call for sufficient time in order to adapt to the
change and require associating them to the organisation in the course of the change process.
Refreeze
At this juncture, when the applied changes have been taking shape and NZ Post’s front
line leaders have obtained the ability to lead people to accept the advanced ways of functioning.
NZ Post shows readiness to proceed to the third stage that is refreezing. In this phase, the
company, NZ Post should guarantee the newly developed change has been consistently executed
and the front line leaders show great inclination and reduce their level of resistance towards the
proposed change. Even though change has been regarded to be constant in the current setting,
there has been identified a sense of stability that proceeds in creating an environment which
allows each individual to perform consistently well (Cummings, Bridgman & Brown, 2016).
With the refreeze stage will facilitate the implementation to involve new job descriptions in
addition to a consultation process undertaken prior to the engagements for supervising roles.
Biron and Karanika-Murray (2014) have stated that the refreeze stage will engage all influential
and support employees attended GOAL training courses which integrated useful on-the-job
submission of principles well-read.

12ORGANIZATIONAL CHANGE MANAGEMENT
Conclusion
Therefore, from the above the discussion it can be stated that New Zealand Post by
applying two most important social process perspectives namely post modern and contingency
style approach will be able to recognize any form of criticism which has been leveled at
contingency theory itself.
On the other hand, by applying Lewin’s change model NZ Post front line managers will
be able to lead people to accept the advanced ways of functioning. Moreover, the report has
evaluated that through Lewin’s three step model employees at NZ Post will demand for
sufficient time in order to adapt to the change and require associating them to the organisation in
the course of the change process.

13ORGANIZATIONAL CHANGE MANAGEMENT
References
Bakari, H., Hunjra, A. I., & Niazi, G. S. K. (2017). How does authentic leadership influence
planned organizational change? The role of employees’ perceptions: Integration of
Theory of Planned Behavior and Lewin's three step model. Journal of Change
Management, 17(2), 155-187.
Biron, C., & Karanika-Murray, M. (2014). Process evaluation for organizational stress and well-
being interventions: Implications for theory, method, and practice. International Journal
of Stress Management, 21(1), 85.
Burke, W. W. (2017). Organization change: Theory and practice. Sage Publications.
Burrell, G., & Cooper, R. (2015). Modernism, postmodernism and organizational analysis: An
introduction. In For Robert Cooper (pp. 149-175). Routledge.
Cummings, S., Bridgman, T., & Brown, K. G. (2016). Unfreezing change as three steps:
Rethinking Kurt Lewin’s legacy for change management. Human relations, 69(1), 33-60.
Gond, J. P., Cabantous, L., Harding, N., & Learmonth, M. (2016). What do we mean by
performativity in organizational and management theory? The uses and abuses of
performativity. International Journal of Management Reviews, 18(4), 440-463.
Hall, M. (2016). Realising the richness of psychology theory in contingency-based management
accounting research. Management Accounting Research, 31, 63-74.
Jim Arrowsmith. (2019). Case study, New Zealand Post, high-performance work, HRM and line-
manager involvement. Retrieved from

14ORGANIZATIONAL CHANGE MANAGEMENT
http://www.nzjhrm.org.nz/Site/Case_Studies_/Delivering_High_Performance_in_New_Z
ealand_Post.aspx
Micheli, P., & Mari, L. (2014). The theory and practice of performance
measurement. Management accounting research, 25(2), 147-156.
Mikalef, P., Pateli, A., Batenburg, R. S., & Wetering, R. V. D. (2015). Purchasing alignment
under multiple contingencies: a configuration theory approach. Industrial Management &
Data Systems, 115(4), 625-645.
Pratono, A. H. (2016). Strategic orientation and information technological turbulence:
Contingency perspective in SMEs. Business Process Management Journal, 22(2), 368-
382.
Schein, E. H. (2015). Dialogic organization development: The theory and practice of
transformational change. Berrett-Koehler Publishers.
Wadongo, B., & Abdel-Kader, M. (2014). Contingency theory, performance management and
organisational effectiveness in the third sector: A theoretical framework. International
Journal of Productivity and Performance Management, 63(6), 680-703.
Wojciechowski, E., Murphy, P., Pearsall, T., & French, E. (2016). A case review: Integrating
Lewin’s theory with lean’s system approach for change. Online journal of issues in
nursing, 21(1).
Worley, C. G., & Mohrman, S. A. (2014). Is change management obsolete?. Organizational
Dynamics, 43(3), 214-224.