Analyzing Barriers to Change in Radian Using Established Theories

This document analyzes the barriers to change at Radian, a company involved in energy production. It identifies issues at individual, group, and organizational levels using diary entries as primary data sources. The analysis leverages three established management theories: McKinsey 7S model for structural alignment, Lewin’s theory of planned change for strategic implementation, and Kotter's eight-step process to manage transformation effectively. Through these frameworks, the document outlines strategies to improve collaborative working practices and overcome socially constructed barriers. It concludes with a series of procedures designed to facilitate successful organizational change within Radian.

Running head: PEOPLE AND ORGANIZATION
People and organization
Name of student
Name of University
Author note

1
PEOPLE AND ORGANIZATION
Table of Contents
Introduction......................................................................................................................................3
Problems experienced at individual, group and organisational level..............................................3
Socially constructed nature of organisation.....................................................................................5
Evaluating the theories and ideologies that can influence the current organisational practices......6
Designing plans to improve collaborative working nature............................................................12
Innovative approaches to overcome socially constructed barriers................................................14
Conclusion.....................................................................................................................................17
References......................................................................................................................................18

2
PEOPLE AND ORGANIZATION
Introduction
The report is developed to focus on the people and organization where various business
activities are managed. The business organization chosen here as the case study is Radian Oil
and Gas company in Saudi Arabia. The company manages its engineering solutions properly and
allows its customers to conserve energy. This will further help in making the organization
operate efficiently through a wide range of products and services’ solutions and reduce the
emissions of Carbon dioxide that can harm the ecological balance in nature. The business
activities at Radian Oil and gas company have also led to the saving of fuel, electricity and water
(Radian.com.sa 2017). The major issue that may be faced by the business organization is
illustrated and how it can affect the business functioning at the individual, group and
organizational level. The socially constructed nature of the organization is also understood along
with the identification of various factors that can influence the organizational practices (Abedin
et al. 2013). There are certain plans that will be constructed, based on the theories, to promote
collaborative working and overcome the socially constructed barriers too.
Problems experienced at individual, group and organisational level
The motive of the company is to conserve energy and so sustainable approaches have
been followed to make sure that energy conservation is possible and ecological balance in nature
is maintained.
Organisational level
One of the major issues faced was that a huge amount of energy was produced and
electricity was also used largely, which increased the operational expenditures too. Radian Oil
and Gas company started its business operations and processes in the year 2010 and since then it

3
PEOPLE AND ORGANIZATION
has been committed to the deliverance of excellence in terms of services provided to the
customers. The company also operated trough a wide range of products and services that reduced
the carbon dioxide emissions and even saved the fuel, electricity and water largely (Abraham
2013). The functioning of the engineering instruments and machineries incurred a lot of energy,
because of which the costs for implementing those were also high. The issue was though
negligible, still it posed to be a threat, because it delayed the construction project and even could
have reduced the capital of the organization, furthermore creating more problems like being
unable to improve the infrastructure of the organization through necessary investments. This is a
major issue at the organizational level for Radian Oil and Gas Company in Saudi Arabia (Baines
et al. 2013).
Individual level
There are lots of questions related to the industry fundamentals including macro
environmental factors, maintenance of balance between supply and demand, regulatory
mechanisms for managing the cost components and influence created by geopolitics. The prices
of oil and gas are reduced, which has created a huge adverse effect on the oil and gas industry of
Saudi Arabia. Crude prices reduced, which resulted in complexities related to the trade flow and
other traditional suppliers’ concerns. Depending on just energy is not favourable, because it
could result in less market share and even create difficulties to gain enough profit in business and
provide the right amounts of wages to the employees of Radian Oil and Gas Company, Saudi
Arabia (Barnaud and Antona 2014).
Group level

4
PEOPLE AND ORGANIZATION
At the group level, the issues faced were identified as lack of communication between the
employees and lesser wages paid to the team members when involved in smaller projects within
the oil and gas industry. It is often seen that the group members find it difficult to interact with
each other due to different backgrounds or cultures from which they belong. Discrimination is a
major issue that can create issues for the workers of Radian Oil and Gas Company at the group
level. This not only could hinder the successful accomplishment of tasks but might also prevent
the organisation to obtain the outcomes that were assumed at the earlier stages during the
management of a project. This might even delay the progress of a project and prevent the
completion of the project on time (Basu 2014).
Socially constructed nature of organisation
The socially constructed nature of the organisation means the theory of knowledge in
communication and sociology that can identify the development of jointly constructed
understandings and make shared assumptions about the reality and origin of the organisation.
The social constructionism theory enables to focus on the human beings perception related to the
environment where they are working. The conservation of energy is related to the performance
of the organisation, which shows that with the management of construction project activities,
there will be production of large amount of energy as well as many investments. As the
performance of the organisation is excellent, there has been production of huge amounts of
energy too, which is considered as a major issue, because energy conservation is important for
business sustainability (Baumeister and Peersman 2013).
Radian Oil and Gas Company has helped the customers to conserve energy and function
more efficiently by delivering a wide range of business solutions to reduce the emissions of

5
PEOPLE AND ORGANIZATION
carbon dioxide and maintain a stable environmental condition. This would also save a lot of heat,
water and electricity and at the same time preserve the environment by fulfilling its corporate
social responsibility properly. The organisation has achieved success through the development
of a good relationship between the business and its customers and gain knowledge about the
preferences of the customers, furthermore gain motivation level to emerge as a successful market
leader (Bratton and Gold 2012). Radian Oil and Gas company is one of the most established
business engineering solutions provider in Saudi Arabia that has been specialised in the areas of
transferring heat, solar power and heating systems, conservation of energy and optimisation of
combustion. The improvement of deaerators' effectiveness has been possible with little
investments, the short shutdown has provided better capacity, high turnaround, and this was the
cause of reducing the operational expenses too (Brindley 2017).
Evaluating the theories and ideologies that can influence the current organisational
practices
Various kinds of theories and models can be used to create a positive impact on the
organisational practices and ensure that the issues such as lack of ability to conserve energy,
financial instability and low level of communication between the employees of the organisation
are overcome. Few of the theories used within the business organization Radian Oil and Gas
Company, Saudi Arabia have brought huge advancements and progress in the project
management, and some of these are McKinsey 7S model, Kotter’s Eight step model, Kurt
Lewin’s theory of managing changes, etc. (Broadbent 2013).
The issues faced by the company were lack of ability to conserve energy and poor
communication between the workers of the organization. Issues were also related to the industry

6
PEOPLE AND ORGANIZATION
fundamentals such as the inappropriate balance between the supply and demands, ineffective
regulatory mechanisms and other macro environmental factors creating an impact on the
organisation. Due to the lowering of the crude price, the trade flow activities were hindered, and
suppliers' requirements were not fulfilled, which was a major concern as well. The company
wants to overcome the issue of high amounts of energy production, which can also lead to the
high generation of heat. The main focus of the company is to conserve energy and make sure that
the energy and other resources are utilised properly to make the business function effectively
(Brounen, Kok and Quigley 2012). Therefore, it is evident that the utilisation of these kinds of
theories can influence the organisational practices and led to better productivity, enhanced level
of profit and even help the organisation to gain a competitive advantage in business.
Mckinsey 7-S Model
The Mckinsey 7 S model or theory consists of the various components that are needed to
be followed by the Oil and gas company to accomplish a project and obtain the desired positive
outcomes properly. The first element is the strategy that has allowed the company to implement
strategies for pursuing the growth, development and creation of value within a volatile
environment. To become successful in the present market, the price of commodities tend to
increase, which needs to be re-evaluated based on the middle and high level expectations of the
customers. Radian Oil and Gas Company has managed to confront strategic changes and made
decisions to enhance performance and enable supply of products and services according to the
demands of the market (Chin, Hambrick and Treviño 2013).
The structure of the organisation is maintained through the management of reports and
optimises the exploration portfolio for increasing the production volume, mitigate risks and gain

7
PEOPLE AND ORGANIZATION
good amounts of return both in the long and short-term. The systems include the everyday
organisational activities that the employees of the organisation are involved with to accomplish
the tasks properly. As the issue related to the lack of conserving energy was to be overcome, it
would be important for Radian Oil and Gas Company to identify areas of growth, find out
opportunities to reduce the costs of production and even enhance the productivity level largely
(Coleman 2012).
The shared values are the goals and objectives that have been developed according to the
sets of values and beliefs required to maintain a good culture within the business organisation.
The major values and beliefs are followed at Radian Oil and Gas company for the creation of a
good culture and ensure that the work ethics are maintained properly too. This could make the
employees of the organisation abide by the rules, regulations and procedures, furthermore
develop a cost for fulfilling the demands and preferences of the customers in different segments
of the market. The company aims for meeting the demands of people in the different market
segments and manage the costs at various supply levels, which can allow the development of a
project and ensure that economic impact is maximised (Cummings, Bridgman and Brown 2016).
Style represents the kind of leadership adopted by Radian Oil and Gas company to
overcome the issues faced by the company and even the socially constructed barriers with
efficacy. No one seems to bother about the issues faced by the company other than the leader of
the business organisation. It is the role and responsibility of the leader to check whether the
company has been performing properly or not and find out ways by which the issues can be
overcome. The transformational and democratic leadership styles are followed mainly to
consider the opinions and feedbacks of the employees and then make effective decisions in
business for the business benefits (Davis 2012).

8
PEOPLE AND ORGANIZATION
Staffs and skills are the other two major components of the McKinsey 7 S model that
represents the employees of the organisation and their skills, competencies and expertise level.
The workers have been trained to strengthen their abilities so that they can perform to their
potential. This would also make the staffs informed about the issues experienced by the
organization and then work as an unit to deal with the issue perfectly (Eisenberg et al. 2013).
Figure 1: Mckinsey 7-S Model
(Source: Eisenberg et al. 2013)
Lewin’s change management theory
The theory proposed by Lewin was also utilised by the organisation to implement
changes to the organisation and ensure that the business operations and processes are managed
properly. The various stages included unfreezing, movement and refreezing.
The unfreezing stage allows for creating awareness of the issues among the staffs of
Radian Oil and Gas Company and enhances their level of acceptability to respond to the changes

9
PEOPLE AND ORGANIZATION
with ease and effectiveness (Gorran Farkas 2013). The people, processes and structures of the
company should be assessed to examine how changes should be possible, and the company could
gain competitive advantage in business.
The movement or changing stage allows for moving towards a new state and improve the
existing structure, processes and culture of the organisation. This would make the staffs adopt the
changes made by the company and learn the new ways of thinking, behaviours and processes that
could be advantageous. The changing stage could also resolve the issues related to lack of
communication and other cross-cultural barriers by promoting effective communication between
the employees and become familiar with the changes and improvements that were made
(Haddington, Mondada and Nevile 2013). The refreezing stage enabled reinforcements and
stabilised the new state of the organisation soon after the implementation of changes. This helped
in making changes to the organisational processes, structure and a perfect culture was also
established, which facilitated team work, coordination and acceptance of new behaviours and
attitudes. Acceptance of changes would bring more productivity, create a sense of urgency,
develop a vision and empower the staffs of Radian Oil and Gas Company, Saudi Arabia to
become successful within the business environment (Hayes 2014).
Kotter’s eight-step theory
This theory is equally important as the other two models or theories for managing
changes within the organisation and enhances its capabilities to overcome issues and establish
itself as a successful company within the marketplace.

10
PEOPLE AND ORGANIZATION
Figure: Kotter’s eight-step theory
(Source: Järvenoja, Volet and Järvelä 2013)
At first, a sense of urgency is created to demonstrate the problems to every member of
the organisation. The issues included the high production of heat and energy with very little
amounts of energy that had been conserved. Due to the immense heat generation, the cost of
operations and business activities also got higher along with a reduction in capital. Another
major problem was the emissions of carbon dioxide in large amounts due to the energy
production, which not only deteriorated the organisational functioning but also created negative
effects of the environment (Järvenoja, Volet and Järvelä 2013). The issues were needed to be
addressed to create urgency among the staffs and make them know how to deal with those.

11
PEOPLE AND ORGANIZATION
The organisation has developed a team consisting of skilled workers with proper
guidance by the leader to coordinate the activities and communicate important information about
the issues. It could be understood that, at the individual and group level, there was lack of
communication, which had been identified quite easily by developing a guiding coalition. After
this, a strategic vision is formed, and initiatives are taken to clarify certain things to the
employees and link the initiatives with the vision and mission of the organisation (Kenney 2012).
A volunteer army is enlisted to enable large-scale changes and allow them to discuss the effects
of these kinds of issues and furthermore identify opportunities to ensure that the changes are
successful and noteworthy.
The next stage of the Kotter’s model has facilitated the capabilities of the organisation to
overcome the barriers and created a positive impact on the business functioning. This has also
created enough scopes for Radian Oil and Gas Company to generate short-term wins and keep
track of the progress of the project. Kotter’s theory is used by the organisation to improve the
credibility of systems, structures and policies and initiate changes consistently until the vision
gets turned into reality and the goals and objectives are accomplished (Love, Lopez and Kim
2014). Lastly, the changes are made with the focus on accelerating the production and business
processes efficiency through the development of communication between the new behaviours
that have been adopted and organisational success. By understanding these issues, the company
would be able to implement high-efficiency energy saving cooling tower to reduce high amounts
of heat generation and even conserve a lot of energy. The staffs could understand the urgent need
for making changes and even implement various effective regulatory mechanisms for creating
positive effects (Okfalisa et al. 2012).

12
PEOPLE AND ORGANIZATION
Designing plans to improve collaborative working nature
It is often seen that resolving an issue becomes easier when collaborative working is
established within the workplace, and same has happened with Radian Oil and Gas Company in
Saudi Arabia. There are various plans to improve the collaborative working among individuals
and enhance the effectiveness of the workforce. The leader must inspire his subordinates and
communicate with them frequently. This creates new lines of communication and motivates the
employees to perform their roles and responsibilities with dedication and commitment. Aligning
the shared vision and purpose is essential to foster collaborative working and make the
employees understand their roles properly, furthermore help the organisation to achieve the goals
and objectives by contributing to the organisational effectiveness too (Ortiz-Cruz et al. 2012).
The staffs are willing to coordinate with each other and discuss certain matters, thereby
provide their feedback and opinions, based on which, effective decisions can be made. It has
developed close relationships with the employees and enabled the leader of Radian Oil and Gas
Company to establish a healthy culture where people can work as an unit (Oyedepo 2012).
Plans are also designed to diversify the workplace to manage flow and exchange of
information at a faster rate and maintain innovation, creativity, synergy and resolve conflicts and
misunderstandings within the workplace. It is important to maintain privacy and make sure that
information and data about clients and employees are not disclosed. The employees must be
careful to keep the data and information secured and prevent any sort of unauthorized access too,
which might result in loss of data (Patel, Pettitt and Wilson 2012).
With the advancement in technology, the internet has become widespread, and it has
benefited the company by allowing the workers to interact with one another and develop deep

13
PEOPLE AND ORGANIZATION
connections to manage proper flow and exchange of data and information with convenience.
Though emails, telephonic conversations and video conferencing can be essential tools for
employees to communicate with each other and work in coordination, still face to face meetings
can foster better relationships and provide guidance and support whenever critical situations are
needed to be handled. An employee engagement platform is created to improve the collaborative
working and align the staffs of the organisation with the shared vision and purpose
(Radian.com.sa 2017). This has smoothened the progress of the entire system to develop
interpersonal relationships and empower the staffs to bring positive results for the organisation
by working together.
Not just communication is essential to enhance the working efficiency, but also the
ability to respond to changes is needed for fulfilling the demands of the stakeholders. One of the
most effective plans for the creation of a collaborative working environment is to enable
transparency for defining the roles and responsibilities of the employees and share information to
guarantee the participation of the employees and reduce chances of errors to the utmost level
possible. Collaborative working could also help in preventing the supply chain risks and make
sure that good quality resources were provided for enhancing the manufacturing and production
processes (Shin et al. 2012).
Innovative approaches to overcome socially constructed barriers
Though the issues like lack of ability to conserve energy was not a socially constructed
barrier, still it is important for Radian Oil and Gas Company to maintain an optimum level of
energy and conserve it properly. The combustion operations were optimised with the burners
used with a low level of NOx, which can deliver the best performance. This would also facilitate

14
PEOPLE AND ORGANIZATION
the working mechanisms of the flame monitoring systems, combustion control and control the
fuel-air ratio properly, furthermore measure the water level and implement systems to manage
the burning of fuels and conserve energy as much as possible (Sutherland 2013). Al these
innovative approaches could allow Radian Oil and Gas company to improve its business
operations and processes, ensure consumption of fewer amounts of fuel and even reduce the
carbon dioxide emissions largely.
Many of the customers believed that not maintaining a balance in combustion could
create a negative impact by increasing the ownership cost and even degrade the performance and
effectiveness of the operations. All these issues would further increase the cost of fuel, create a
sudden shutdown of the systems, increase costs of production, produce high amounts of energy,
which might create large amounts of heat and cause pollution too (Vaara and Whittington 2012).
To overcome the socially constructed barrier, the company has introduced a patented dual
strainer venture steam trapping system, to improve the effectiveness of the oil and gas industry
and even reduce the cost of maintenance of boilers. This would further improve the transfer and
exchange of heat and energy and make sure that the most suitable amount of energy is used and
any other than that is not wasted. There would also be reduced emissions of carbon dioxide, and
on the other hand, the need for replacement of failed steam traps could be prevented as well;,
furthermore creating energy efficient system that can both conserve energy as well as ensure
successful functioning of Radian Oil and Gas Company in Saudi Arabia (Watson 2013). The
running of the steam traps would be possible in a better way, furthermore, it could serve as both
patented gas turbine and even augment the power supply to enable conservation of energy and
overcome issues where high amounts of heat and energy might be generated.

15
PEOPLE AND ORGANIZATION
There were other socially constructed barriers that have been generated due to the issues
related to the industry fundamentals such as macro environment, inappropriate balance between
the supply and demand, inaccurate regulatory mechanisms to control the cost of business
operations and processes. With the reduction in prices of crude oil, it has also raised a lot of
issues and complexities with the flow of trade-related activities and even low quality goods and
raw materials delivered by the suppliers (Yingjian et al. 2014). To overcome the issue of lesser
market share, Radian Oil and Gas Company must provide the right amounts of wages to the
employees and make sure that they are kept motivated, furthermore allowed to communicate
with each other and work as an unit to overcome the socially constructed barriers with ease and
effectiveness.
The waste energy is also a major issue, which can be generated in the form of steam,
exhaust gases and even may generate lots of heat due to the high energy consumption. Radian
Oil and Gas company has utilised various innovative approaches to make sure that the renewable
energy sources are used properly to obtain energy from solar power and with the use of solar
water heating systems. The company, in the recent years, has promoted its sustainable
approaches by utilizing the fuel cell technology combined with an electrochemical device
(Abedin et al. 2013). It has helped in combining the hydrogen fuel or natural gas with the oxygen
present in the air to generate electricity, heat and water at a faster rate with much efficacy. The
fuel cells have worked like a charm for producing and conserving energy, furthermore put strict
rules, regulations and limitations to reduce the emissions of carbon dioxide. There are few other
innovative approaches undertaken by Radian Oil and Gas company to focus on the needs of
customers and at the same time, conserve a lot of energy to create a positive mindset among the
customers about the company and develop a healthy environment where people could lead a

16
PEOPLE AND ORGANIZATION
better life in the future (Abraham 2013). The energy conservation should also allow for finding
out new ways of generating energy through environment-friendly approaches and ensure that the
needs and expectations of the customers are met, and energy that is conserved can be used for
other purposes when needed, in the future.
Conclusion
Based on the analysis of various aspects related to the management of people and
organizational activities, it could be understood that Radian Oil and Gas Company had managed
to bring fruitful results by identifying the issues at first and then developing relevant approaches
to overcome those properly. The problems were experienced at individual, group and even at the
organisational level that not only hindered the successful completion of projects undertaken, but
also created socially constructed barriers. Few issues experienced by the organisation were the
production of huge amounts of energy and heat, which was needed to be conserved, issues
generated due to inappropriate balance maintained between the demand and supply due to fall in
oil price and lack of communication problem faced at the group level. The theories used here to
discuss the impact of issues and ways of resolving those included McKinsey 7S model, Kotter’s
Eight step model, Lewin’s theory, etc. Several plans were designed as well to improve the
efficiency of collaborative working like enabling transparency, diversification of the workplace,
the creation of an employee engagement platform, etc. Lastly, few innovative approaches had
been discussed here to resolve the issues and even avoid harmful effects on the environment by
maintaining a sustainable place in the market.

17
PEOPLE AND ORGANIZATION
References
Abedin, M.J., Masjuki, H.H., Kalam, M.A., Sanjid, A., Rahman, S.A. and Masum, B.M., 2013.
Energy balance of internal combustion engines using alternative fuels. Renewable and
Sustainable Energy Reviews, 26, pp.20-33.
Abraham, S., 2013. Will business model innovation replace strategic analysis?. Strategy &
Leadership, 41(2), pp.31-38.
Baines, T., Lightfoot, H., Smart, P. and Fletcher, S., 2013. Servitization of manufacture:
Exploring the deployment and skills of people critical to the delivery of advanced
services. Journal of Manufacturing Technology Management, 24(4), pp.637-646.
Barnaud, C. and Antona, M., 2014. Deconstructing ecosystem services: uncertainties and
controversies around a socially constructed concept. Geoforum, 56, pp.113-123.
Basu, R., 2014. Managing quality in projects: An empirical study. International journal of
project management, 32(1), pp.178-187.
Baumeister, C. and Peersman, G., 2013. The role of time‐varying price elasticities in accounting
for volatility changes in the crude oil market. Journal of Applied Econometrics, 28(7), pp.1087-
1109
Bratton, J. and Gold, J., 2012. Human resource management: theory and practice. Palgrave
Macmillan.
Brindley, C. ed., 2017. Supply chain risk. Taylor & Francis.
Broadbent, D.E., 2013. Perception and communication. Elsevier.

18
PEOPLE AND ORGANIZATION
Brounen, D., Kok, N. and Quigley, J.M., 2012. Residential energy use and conservation:
Economics and demographics. European Economic Review, 56(5), pp.931-945.
Chin, M.K., Hambrick, D.C. and Treviño, L.K., 2013. Political ideologies of CEOs: The
influence of executives’ values on corporate social responsibility. Administrative Science
Quarterly, 58(2), pp.197-232.
Coleman, L., 2012. Explaining crude oil prices using fundamental measures. Energy Policy, 40,
pp.318-324.
Cummings, S., Bridgman, T. and Brown, K.G., 2016. Unfreezing change as three steps:
Rethinking Kurt Lewin’s legacy for change management. human relations, 69(1), pp.33-60.
Davis, G., 2012. A documentary analysis of the use of leadership and change theory in changing
practice in early years settings. Early Years, 32(3), pp.266-276.
Eisenberg, E.M., Goodall Jr, H.L. and Trethewey, A., 2013. Organizational communication:
Balancing creativity and constraint. Macmillan Higher Education.
Gorran Farkas, M., 2013. Building and sustaining a culture of assessment: best practices for
change leadership. Reference services review, 41(1), pp.13-31.
Haddington, P., Mondada, L. and Nevile, M. eds., 2013. Interaction and mobility: Language and
the body in motion (Vol. 20). Walter de gruyter.
Hayes, J., 2014. The theory and practice of change management. Palgrave Macmillan.

19
PEOPLE AND ORGANIZATION
Järvenoja, H., Volet, S. and Järvelä, S., 2013. Regulation of emotions in socially challenging
learning situations: An instrument to measure the adaptive and social nature of the regulation
process. Educational Psychology, 33(1), pp.31-58.
Kenney, W.F., 2012. Energy conservation in the process industries. Academic Press.
Love, P.E., Lopez, R. and Kim, J.T., 2014. Design error management: interaction of people,
organisation and the project environment in construction. Structure and Infrastructure
Engineering, 10(6), pp.811-820.
Okfalisa, Alias, R.A., Wong, K.Y. and Chong, S.C., 2012. A knowledge management metrics
model for measuring strategy implementation success. International Journal of Business
Excellence, 5(4), pp.305-322.
Ortiz-Cruz, A., Rodriguez, E., Ibarra-Valdez, C. and Alvarez-Ramirez, J., 2012. Efficiency of
crude oil markets: Evidences from informational entropy analysis. Energy Policy, 41, pp.365-
373.
Oyedepo, S.O., 2012. Energy and sustainable development in Nigeria: the way forward. Energy,
Sustainability and Society, 2(1), p.15.
Patel, H., Pettitt, M. and Wilson, J.R., 2012. Factors of collaborative working: A framework for a
collaboration model. Applied ergonomics, 43(1), pp.1-26.
Radian.com.sa. (2017). Radian. [online] Available at: http://www.radian.com.sa/ [Accessed 7
Nov. 2017].

20
PEOPLE AND ORGANIZATION
Shin, S.J., Kim, T.Y., Lee, J.Y. and Bian, L., 2012. Cognitive team diversity and individual team
member creativity: A cross-level interaction. Academy of Management Journal, 55(1), pp.197-
212.
Shirey, M.R., 2013. Lewin’s theory of planned change as a strategic resource. Journal of Nursing
Administration, 43(2), pp.69-72.
Sutherland, K., 2013. Applying Lewin's change management theory to the implementation of
bar-coded medication administration. Canadian Journal of Nursing Informatics, 8(1-2).
Vaara, E. and Whittington, R., 2012. Strategy-as-practice: taking social practices
seriously. Academy of Management Annals, 6(1), pp.285-336.
Watson, T., 2013. Management, organisation and employment strategy: new directions in theory
and practice. Routledge.
Yingjian, L., Qi, Q., Xiangzhu, H. and Jiezhi, L., 2014. Energy balance and efficiency analysis
for power generation in internal combustion engine sets using biogas. Sustainable energy
technologies and assessments, 6, pp.25-33.

21
PEOPLE AND ORGANIZATION
Appendix
Diary entries
Entry 1 (1.11.17 – 2.11.17)
Identified the problems experienced at the various levels including individual, group and
organizational levels
Entry 2 (3.11.17 – 5.11.17)
Studied the theories McKinsey 7S model, Lewin’s change management theory, Kotter’s eight
step theory
Entry 3 (6.11.17 – 8.11.17)
Learned the ways of improving the collaborative working
Entry 4 (8.11.17 – 10.11.17)
The finalization of procedures that have helped in overcoming the socially constructed barriers