Analysis of Change Management at Pusat Tuisyen Cemerlang Report

This report provides a detailed analysis of the change management process implemented at Pusat Tuisyen Cemerlang, a tuition center. It begins by examining the diagnostic approaches employed to identify the need for change, highlighting the shift in operational strategies such as adjusting employee work schedules, setting individual performance targets, and implementing new administrative controls. The report then critically evaluates the forms and effectiveness of communication during the change process, drawing on relevant theories to explain the challenges and successes of the communication strategies used. Finally, the report proposes alternative approaches to managing the change process, suggesting improvements and providing justifications for the proposed changes. The analysis covers areas like sponsorship, buy-in, communication, and specific change management activities, all aimed at improving the effectiveness of change implementation within the organization.

Running head: ORGANISATIONAL DEVELOPMENT AND CHANGE
Organisational Development and Change
Name of the Student
Name of the University
Author Note

1ORGANISATIONAL DEVELOPMENT AND CHANGE
Introduction
This research report provides a detailed analysis of how change has been applied to
organization Pusat Tuisyen Cemerlang. Thus, to start with the analysis, the report first gives
an insight about the level of diagnosis has been employed and analysed the nature and level
of intervention faced during the implementation of change. As the market environment has
been dynamic in nature, market needs and demands are changing rapidly and to deal with the
change the organization applied few changes in the operation such as different shifts time of
individuals working in Pusat Tuisyen Cemerlang, individual monthly target for each
employee working in the organization, and new administrative control for the operation
which was done by employing three operational managers for each branch of Pusat Tuisyen
Cemerlang. However, the entire change management process and intervention came in the
middle have been discussed in the following.
Question 1: Critically analysing the forms and ranges of diagnosis that
were employed and nature and levels of intervention
Organisational Diagnosis remains an effective ways of looking at an organisation to
particularly determining the gaps between the current and expected performance as well as
how it can be achieved. In order to identify the need for change, Evidence-Based Diagnosis
approach has been applied. Pusat Tuisyen Cemerlang had long been facing the issue of
slow growth in profits due to lack of leaners, lack of proper administration, lack of skilled
candidates for providing coaching. On the contrary, the competitors in the sector were
leading ahead with respect to hiring learners, and faculties and moreover, the competitors
have used the approach of tying up with the university to learn about the course materials and
likewise designed the coaching materials. Thus, Pusat Tuisyen Cemerlang were in the need
of an effective administration which would fulfil the gaps in the operation. In this context,

2ORGANISATIONAL DEVELOPMENT AND CHANGE
Hechanova and Cementina-Olpoc (2013) mentioned that change is one of the most significant
aspects of effective management and thereby, change is the coping technique of moving from
the present state to expected state. So, the change of administrative control was required in
Pusat Tuisyen Cemerlang.
However, it is worth mentioning that intervention in the change implementation
program is most the possible scenario. The organisation faced the challenge of resistance
from the internal environment only such as employees opposed the idea of accepting the
individual target policy. Employees felt that the proposed policy is going to be a burden for
them, while their existing dues were not cleared. Parker et al., (2013) mentioned that lack of
communication in the organization often create the resistance. For example, when applying
the change of setting individual target for the existing employees, senior personnel of the
organization did not discuss about the same with the employees. Thus, employees due to lack
of information, employees resisted the order. In addition to this, the organization also faced
the intervention of finance because applying the change to existing operation is always the
question of investment.
Question 2: What form did the communication of change process take and
how effective was this?
Explaining in relation to relevant theories and concepts covered in the unit
Implementation of change in Pusat Tuisyen Cemerlang, indicates the fact the
organization faced a massive level of resistance due to lack of proper communication. As put
forward by Matos Marques Simoes and Esposito (2014), the organization cannot over-
communicate when there is a need of change and thereby, every successful senior manager
once led a successful change management effort often expressed the need for change
experience and end up making statement. However, it has been observed that in the case of

3ORGANISATIONAL DEVELOPMENT AND CHANGE
Pusat Tuisyen Cemerlang, the communication approach was not transparent whatsoever;
this means the leaders in the organisation have only provided the answers they know and they
eventually destroyed their own credibility by providing incorrect information. However,
Kuipers et al., (2014).argued that leaders need to listen and avoid defensiveness and must
have to act thoughtfulness. As put forward by, Belias and Koustelios (2014) the change
leaders or sponsors should spend time conversing one –on-one or in a limited number of
individuals with the people who are demanded to make the changes.
As put forward by Quinn and Quinn (2016), the brands communicate the reasons for
the change in such a way that every individual in the organisation understand the context, the
purpose and the need. According to Christin Jurisch et al., (2014), such communication
worked as the building a memorable, and conceptual framework to implement the change. In
addition to this, the organization needs to publicly review the measurement that are
fundamentally in place to fuel progress in the change management as well as change efforts.
Furthermore, in order to resolve the issue of communication, the organization needs to hold
interactive workshop and the forums in which all individuals can significantly explore the
change altogether but keeping the scope of learning in place. The organisation should have
used the training as the format of interactive communication and the opportunity for the
people to particularly discover new behaviour and ideas regarding the change and change
management. In this context, Fernandez and Rainey (2017), all ranges and levels of
organisation need to take part in the same sessions.
However, the organization Pusat Tuisyen Cemerlang applied the strategy of flat
communication in which employees were directly informed about the change management
method and agenda. This means even though the employee know about the change
management goals and objective through the communication but the frequency of
communication was relatively less and due to which employees observed the lack of clarity.

4ORGANISATIONAL DEVELOPMENT AND CHANGE
Hence, Jacobs, Van Witteloostuijn and Christe-Zeyse (2013) mentioned that
organization must provide the opportunities for people to significantly network with each
other and this can be done both formally and informally and of course for sharing the ideas in
relation to change management. On the contrary, Hechanov and Cementina-Olpoc (2013)
mentioned that whether the individual believe in top-down approach as well as bottom-up
approach to make and apply changes in the organization but this is significantly true that
there is clear need for senior management to be observed to make the change process work
accordingly. In this context, Matos Marques Simoes and Esposito (2014) mentioned that
when it comes to managing change through communication, the senior management of the
organisation must have to back the changed process to gain a desired level of support to
particularly instigate change in all levels. Senior management support for change technique
which could guide the management in particularly gaining the help. Moreover, it could allow
the management or the change method to deal with the cross functional limits that delay the
change.
In addition to this, Belia and Koustelios (2014) mentioned that changed has to be
about people and the profits should stem from people oriented change only. Thus means
people are the most significant aspects and thereby change management cannot be more than
people management. Considering this statement, there has to three major elements in change
such as openness, communication and involvement.
Question 3: Explaining how change process can be applied differently and
why
It can be mentioned that change management is kind of a term and it is kind of a
structured approach for ensuring that change are effectively and smoothly applied and
thereby, the lasting benefits of change can be achieved. However, as a change management,

5ORGANISATIONAL DEVELOPMENT AND CHANGE
the individual always needs to focus on greater impact of change, significantly on the people
and how they as a group move from current situation to new situation. Thereby, the change
process goes from a simple process to major change in strategy required, if the business needs
to achieve its potential. For the purpose of managing change effectively and successfully, it is
important to focus on the greater impact of change. Hechanova, & Cementina-Olpoc (2013)
mentioned that on the basis of tangible effect of change, it is important to take the personal
impact into the account and also consider the journey towards working as well as behaving in
new manners to implement and support the change. It is also identified that the change curve
needs to be useful enough which effectively describes the personal as well as organizational
technique of change more clearly.
Change management therefore is a very wide field and approaches to deal with
change that often varies significantly but there are certain elements associated with change
such change that cannot be overlooked when working as a changed management agent. To
implement change at Pusat Tuisyen Cemerlang in relation to setting individual target, hiring
administrative personnel and designing coaching materials, there are certain elements that
change agent management agent needs to consider.
Sponsorship: Sponsorship initiative must ensure that there has to be an active
participation for change at senior executive range within the organisation as well as engaging
sponsorship to accomplish the desired outcome.
Buy –in: The change agent must have to gain the buy-in for the changes particularly
from those involved and affected by the change in any manner.
Communication: As put forward by Matos Marques Simoes and Esposito (2014),
change management agent along with the senior management of the organization needs to
communicate the change and its purpose to people who are affected by the change. In order

6ORGANISATIONAL DEVELOPMENT AND CHANGE
to make this process more easily, change agent and the management of the organization must
have to communicate the reason for change in a manner that individuals in each layer of
management should know about the purpose and reason for change. Employees should be
communicated about the benefits that can be derived from the change. As put forward by
Belias & Koustelios (2014), the organization needs to publicise reward and recognition for
positive change approach as well as accomplishment in change management.
Change management activities that change management agent should consider
When the change management agent is done with change management objective and
scope, the next step should be about considering the specific set of tasks and hence the range
of possible activities can be broad. The most vital criteria of performing such task is findings
out the essential tasks if the desired level of success needs to be gained. In addition to this,
the brand or the organization as a whole must have to make sure that there is a clear
expression of the reasons and reasons for change and helping the investors to communicate.
As put forward by Fernandez and Rainey (2017) the organisation needs to assess all
stakeholder groups and of course define the nature of sponsorship, engagement and
communication would be required.

7ORGANISATIONAL DEVELOPMENT AND CHANGE
References
Belias, D., & Koustelios, A. (2014). The impact of leadership and change management
strategy on organizational culture. European Scientific Journal, 10(7).
Christin Jurisch, M., Palka, W., Wolf, P., & Krcmar, H. (2014). Which capabilities matter for
successful business process change?. Business process management journal, 20(1),
47-67.
Fernandez, S., & Rainey, H. G. (2017). Managing successful organizational change in the
public sector. In Debating Public Administration (pp. 7-26). Routledge.
Hechanova, R. M., & Cementina-Olpoc, R. (2013). Transformational leadership, change
management, and commitment to change: A comparison of academic and business
organizations. The Asia-Pacific Education Researcher, 22(1), 11-19.
Jacobs, G., Van Witteloostuijn, A., & Christe-Zeyse, J. (2013). A theoretical framework of
organizational change. Journal of Organizational Change Management, 26(5), 772-
792.
Kuipers, B. S., Higgs, M., Kickert, W., Tummers, L., Grandia, J., & Van der Voet, J. (2014).
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administration, 92(1), 1-20.
Matos Marques Simoes, P., & Esposito, M. (2014). Improving change management: How
communication nature influences resistance to change. Journal of Management
Development, 33(4), 324-341.
Parker, D., Charlton, J., Ribeiro, A., & D. Pathak, R. (2013). Integration of project-based
management and change management: Intervention methodology. International
Journal of Productivity and Performance Management, 62(5), 534-544.

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Quinn, R. W., & Quinn, R. E. (2016). Change management and leadership development have
to mesh. Harvard Business Review, 1(7), 2-4.