Organizational Change and Renewal: RSEC & EBF Acquisition Case

This case study examines the organizational change that occurred during the acquisition of Electronic Bits Fast (EBF) by Rapid Supply Electronics Components Ltd (RSEC). RSEC, with its decentralized structure, acquired EBF, which had a centralized structure, leading to various challenges. The analysis utilizes change management theories such as Lewin's change model, reactive and self-reinforcing sequences to understand the strategic steps taken by RSEC. The study explores the intended centralization efforts post-acquisition and evaluates the effectiveness of the applied change management theories, highlighting both positive impacts and problems such as communication issues, conflicting employee beliefs, and unclear vision, ultimately questioning the success of the organizational change process. Desklib offers a platform to explore similar solved assignments and case studies.

Running head: RAPID SUPPLY ELECTRONICS COMPONENTS
Rapid Supply Electronics Components
Name of the Student
Name of the University

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Table of Contents
Account for organizational change and renewal.............................................................................3
Use of theories.................................................................................................................................3
Problems in organizational change theories....................................................................................4
References........................................................................................................................................6

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Account for organizational change and renewal
This report has focused on organizational change ion two companies including Electronic
Bits Fast (EBF) and Rapid Supply Electronics Components Ltd (RESC). There has been a
decentralized approach having six several business elements that are autonomous and
responsible for sales force and CSD. EBF has been a centralized structure that helps in
combining various business units in the main office. However, in the process of takeover of EBF
from RSEC, various issues have been faced in the market. There have been various changes in
the organization up to the takeover processes in the organization (Cameron and Green 2015).
There have been use of the change management theories in this process that have been helping in
providing keen approach to the change process. This case shows that dielectric approach can be
achieved by the use if the organizational change process theories. Various steps have been taken
by the organization in order to manage changes properly. The RSEC board have made strategies
in order to make changes in the company after the takeover process. After the process EBF have
been a part of RSEC and looking for change in the company for its development in the market.
This case study has helped in showing the utilization of change management theories in the
organization.
Use of theories
As per the theories used in the case study, the theories of reactive sequence and self-
reinforcing sequences points of level of decision making processes in the management. The type
of information provided by the decision makers have been keen in utilizing change theories in
the organization. As per the Lewin’s change model, the aim of RSEC has been striving towards
the process of acquisition. EBF has been a growing company in the market in recent years

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(Hayes 2018). Therefore, it has become necessary for the RSEC for capturing the value created
by the company in the market. The change theory describes about the positive approach of the
company in order to make changes in the structure and behavior of the RSEC. The increase in
the return and competitive advantages have been helping the company to grow in the market.
The change has been focusing in the positive aspects of the RTSEC for capturing the
market. Several sectors have been improved in the RSEC with the help of change theories
(Doppelt 2017). Personal acceptance and implicit theories have been helping in selective process
for the change management with the help of several participants. The initial step for the change
needs to be the urge of change in the organization. Therefore, this helps in creating a planned
approach in the change management process. The acceptance of the manager has been helping in
mentioning issues in the organization (Pugh 2016). The use of this theories have been
maintaining keen approach to the development of company in the market. As argued, these
change management theories have been responsible for some negative changes in the company.
These changes included in the development process of the value created by EBF in the market
(Morin et al. 2016). Respective changes in the market have not been marked properly in the
context. Therefore, the use of these theories have been inappropriate in some cases.
Problems in organizational change theories
The change in the organization have been discussed in the above sections. However,
there have been some issues in the theories of organizational change. These changes include
various key steps starting from planning phase. EBF has been an established company in the
market. Therefore, there is a least chance of change in the organization after the collaboration.
The diagnosis change in the company has been remerged as a loss to the company (Altamony
2016). RSEC has not been able to gain value so as EBF had already gained in the market. The

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vision of the company after the collaboration has not been clear in perspective of the
organization. The use of several attitude in the organizational behavior has not been properly
changed with these organizational theories. Lack of communication has been a major problem as
there has been engagement of employees from both the companies (Hayes 2018). The
organizational change has blurred the goals and vision of RSEC. Stakeholders have not gained
any kind pf respect form the organization due to lack in communication among them. RSEC
employees have been believing about their superiority than that of EBF employees. This has
brought conflict among the employees in the company. Leadership and managerial activates in
the RSEC have been nurtured. Therefore, it can be concluded that there are some aspects in
which these organization change theories have been a failure in the scenario.

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References
Altamony, H., Tarhini, A., 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.
Cameron, E. and Green, M., 2015. Making sense of change management: A complete guide to
the models, tools and techniques of organizational change. Kogan Page Publishers.
Doppelt, B., 2017. Leading change toward sustainability: A change-management guide for
business, government and civil society. Routledge.
Hayes, J., 2018. The theory and practice of change management.
Morin, A.J., Meyer, J.P., Bélanger, É., Boudrias, J.S., Gagné, M. and Parker, P.D., 2016.
Longitudinal associations between employees’ beliefs about the quality of the change
management process, affective commitment to change and psychological empowerment. Human
Relations, 69(3), pp.839-867.
Pugh, L., 2016. Change management in information services. Routledge.