Analysis Report: Change Management in Super Star University (BX2072)

This report analyzes a case study from Super Star University, focusing on the implementation of a new change management model initiated by the newly appointed Vice Chancellor. The report examines the reactions of different faculties, specifically the supportive approach of the Arts faculty and ...Read More

Running head: ANALYSIS REPORT ON CHANGE MANAGEMENT MODEL
Analysis Report on Change Management Model
Name of the university
Name of the student
Author note

1ANALYSIS REPORT ON CHANGE MANAGEMENT MODEL
Executive summery
The report aims to deliver answers of three questions related to a case study of Super Star
University, Australia. As the former vice chancellor resigns for his post and Professor Blocks
has been appointed newly, just at the end of the first month of joining professor proposed his
new vision and followed by that incident announced his proposal of change management. As
a result, two types of reaction can be noticed among the departments of Arts and Engineering.
Faculties of Arts are supportive while recommending strategies for change considering the
departmental needs whereas, faculties dealing with engineering and architecture shows
resistance regarding the model of change management being dissatisfied with the VC’s self-
decided policy. Therefore, this report has been identified the challenges and strength of both
the approaches and recommends solution. Finally, the role of VC has been evaluated in terms
of combating the challenges and few key strategies have been mentioned to overcome those
difficulties.

2ANALYSIS REPORT ON CHANGE MANAGEMENT MODEL
Table of Contents
Introduction................................................................................................................................3
Question 1..................................................................................................................................3
Strength of the approach........................................................................................................4
Probable Challenges...............................................................................................................5
Success rate of the implementation plan: advice for Dean....................................................6
Question 2..................................................................................................................................6
Strength of the approach........................................................................................................7
Challenges regarding resisting approach...............................................................................8
Advice for dean to handle resistance and ensure change.......................................................8
Question 3..................................................................................................................................9
Challenges faced by Vice Chancellor........................................................................................9
Strategies to overcome.............................................................................................................10
Conclusion................................................................................................................................11

3ANALYSIS REPORT ON CHANGE MANAGEMENT MODEL
Introduction
The report aims to deliver an analysis of case study related to organisational change at
the Super Star University. The agenda is to analyse the implications of change management
models in the case of proposing new organisational structure by the vice chancellor
(Hornstein, 2015). As the former Vice-principle announced his retirement on 2015, in order
to fill the designation, Professor Max Blocks was appointed as new vice chancellor and
president of the university. Therefore, he has announced new set of visions including his
ambition of escalating the university in the list of top 100 educational institutes across the
world (Kuipers et al., 2014).
It provides an idea of probable challenges along with solutions against the adopted
positive approaches by the Dean of the Faculty of Arts. It has recommended to the Dean of
the Faculty of Engineering, Architecture and Environmental Sciences which resistance model
should be the best to adopt by the department as the department is in confusion how to
implement changes within such a short period. Further discussion has been conducted on the
strength, issues and rate of success against the adopted approach of changing the
management. The present vice-chancellor of the university has new approach to operate the
institute and new visions framed for the organisation (Lozano et al., 2013). Considering the
organisational change the challenges has been mentioned along with recommendations,
which have been included here to overcome the probable difficulties in upcoming five years.
Question 1
The Dean of the faculty of Arts, Professor Sandy Lots, has decided to convey the new
vision among her responsible administrative members. In order to make positive response
against the new visions of SSU, they realised major changes should be done regarding the
position and performance of faculties (Kindström, Kowalkowski & Sandberg, 2013). These

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changes have been planned to execute following the low performance of the Policy
Administration discipline (1605) in the 2015 ERA report. In order to implement the changes
she asked for active involvement from four working parties consist of eminent faculty
professors on behalf of five schools and two institutes under the university, as a structured
framework has to be developed considering the timeline of next five years.
Strength of the approach
The strength of this approach is; this will highlight several issues, which have been
carrying an unresolved status for a prolonged period. As per the reports provided by four
working parties there are several areas, which are demanding change for betterment. Changes
have been recommended, maintaining the structure of change management model by Lewin
as described in Cummings, Bridgman and Brown, (2016), to the training process of faculty
research in order to increase annual output from the practicing researchers under SSU. New
recruitment strategy has been suggested for postgraduate students so that the university can
enjoy the benefits of having potential academic leaders among them, which will work directly
towards the vision of achieving position within top 100 universities across the world.
They have made a greater approach by involving philanthropist, industrialists and
government to provide the university with opportunities of internships and placement
assistance for the students to accomplish the ambition of new Vice chancellor (Reckhow &
Snyder, 2014). Apart from that, the four parties have acknowledged a renewal of designations
as most of the faculties are on the verge of retirement. According to the views shared by
Beetham and Sharpe, (2013), the proposed new theories of class management via both the
face-to-face and online mode will promote better understanding of the course. Their purpose
is, to restructure the entire department of Arts by filling the gaps with effective strategies
considering the newly set vision as top most priority.

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After revising the rough framework of five-year plan, it can be stated that it has most
of the qualities of a best change management approach. As per the studies of Al-Haddad and
Kotnour, (2015), at first, it has identified all the probable areas of improvement, according to
which committees have included practicing faculties, students, researchers and government
into the change programme to make it successful from all the social and educational
perspectives. Communicating with the corporate groups and government for raising funds has
been included in the proposal and undisturbed channel of interaction with them has been
proposed.
Probable Challenges
The reports made by four working committees lack some basic aspects of change
management approach. As those have already been approved as final recommendations by
the Dean of Arts faculty, while implementing strategies certain challenges may occur in front
of the newly set visions by VC. There is clear indication of the aspects, which need
improvement but the report does not content a roadmap following which the improvements
can be executed. Although, the matters of monetary grant from government and corporate
sectors have been discussed yet the entire recommendations lacks the strategic approach
rather these have been made keeping the underdeveloped areas of university as far as positive
change is concerned (Verhulst & Lambrechts, 2015). The probable issues have not even
introduced in the reports, which can be faced while implementing agendas of change
management.
It is difficult to renew positions of the staffs within such a short duration as many
researchers have already enrolled themselves under a particular faculty professor (Colucci‐
Gray et al., 2013). Research process will be slower or full of difficulties if sudden change
takes place in hierarchy. Most of the times, monetary grant is something that cannot be
achieved easily no matter how intelligent the student is or how helpful the research paper is

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going to be, it is a time-consuming process as well as matter of authorised permission.
Without even revising every aspect of the recommendation, Dean approved the reports
generated by four committees, which can be the biggest cause of future challenges.
Success rate of the implementation plan: advice for Dean
Behind every successful transformation, there is a strong hierarchical structure of
leaders, who promote effective strategies and function to support the newly set vision for
changing the managerial practice. It has been observed that almost 70% of change
management agendas experience failure due to misassumption of timeline and monetary
resources (Colucci‐Gray et al., 2013). Moreover, a weak approach towards the vision, lack of
resources and assistance, communicational gap between the workers and training issues are
some proven reason behind the failure of a change management approach. Although, the
report acknowledges all the areas of improvement in order to bring the change as well as
proposes probable sources of fund raising and assistance yet it lacks the practical strategic
approach.
While implementing the agendas challenges of hierarchical changes and timeline have
been recognised as the major drawback of the entire process. Considering every negative
aspects it can be said, as underdeveloped areas of administration have been identified in a
systematic way. A continuous process of revising, monitoring and improving should be
practiced in order to address the concern and act accordingly to ensure moderate intensity of
success.
Question 2
Professor Anthony court, Dean of the Engineering, Architecture and Environment
faculty, of the Super Star University, went for an urgent official discussion with the faculty
members just after his return from that retreat conducted in March 2016. Based on the low

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performance report of 2015, it had been decided to frame strategies considering the new
vision of the university. The recommendation has been done by three worker parties, which
are consisted of professional professors and faculty staffs, established by the Dean himself.
According to that, the number of students has to be increased along with the quality and
quantity of academic performance will achieve excellence if supported by monetary grants
for executing research. According to the perception of Lozano, Ceulemans and Seatter,
(2015), introduction of new courses is essential if the motto is to create a place in the list of
top 100 universities across the world.
Strength of the approach
Before digging into the strengths and weakness of suggested guideline of the
committees, it is necessary to acknowledge that this department is not satisfied with the
sudden announcement of change. The entire faculty is disappointed with the decision, as vice
chancellor sir did not consider their opinion before launching his new vision just after
qualifying for the new designation. Moreover, questions were raised regarding job security of
the staffs as well, because alteration of designations or talent management is one of the parts
of change management process (Thunnissen, Boselie & Fruytier, 2013).
Therefore, a sense of resistance can be felt out of poor communication as far as
implementation of recommended strategies for change are concerned. According to the views
of Lundy and Morin, (2013), strength is, they have addressed the appropriate areas from
where the future challenges can occur. Identifying the resistance against change as a
psychological trait, authority should take it positively. It helps to evaluate the areas of
reconsideration before making drastic changes. Although, recommendations are firm and to
the point yet the approach of resistance is strong enough to make the authority bent before the
areas of reconsideration, rectifying which an institute can achieve more success than it was

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estimated before. Reconsidering and managing the resistance effectively can lead towards
concrete implications of initiatives for change.
Challenges regarding resisting approach
There is a proverb, which says, “With great change comes great resistance”. It can be
stated that human beings are slaves of their habit and happy to be under a familiar zone. As
far as the organisational change is concerned, when it was first proposed by the Vice
chancellor; department of science and architecture showed their resistance against the
transformation addressing several areas which are needed to reconsider before conducting or
deciding the agendas of transformation (Alvesson & Sveningsson, 2015).
It would be difficult for the Dean to execute agendas while handling group resistance
and events of conflicts between the workforce and the management. As the resistance has
occurred while altering the positions of the staffs in order to fulfil various academic purposes
related to process of transformation, challenges of internal communication have been spotted
within the university. Therefore, the Dean can recognise a training issue regarding the
benefits of change among the faculty members distinctly (Elnaga & Imran, 2013). It is always
better to face resistance than to face failure and act accordingly with patience.
Advice for dean to handle resistance and ensure change
The faculty professors are dissatisfied, as they were not being consulted while
deciding the new visions for SSU. Therefore, as per the discussion in Men, (2014),
establishing a process of effective communication would help to reduce the resistance mostly.
Here, few recommendations are going to be drafted against the approaches of resistance.
Managing resistance should start from addressing the symptoms first. Although,
resistance strengthens the effects of transformation, it has greater quality of hindrance too.
Understanding root causes of resistance can help to mitigate the issues and promote change

9ANALYSIS REPORT ON CHANGE MANAGEMENT MODEL
without any difficulty. In this case, fear of job security among the faculty members, lack of
communication within university personnel and realising the less involvement of the
supporters in terms of fund raising resistance had been established. Through smooth and
adequate conversations, initial challenges can be solved even before occurrence.
Acknowledging the reasons behind resistance, the next step for the Dean would be to
engage in leadership tasks in order to encourage the department towards the single vision
(Dinh et al., 2014). Managers and leaders should possess patience and provide distinct as well
as constructive guidelines to implement strategies in order to fulfil new visions within five
years.
The cases of conflict must be acknowledged as soon as it arises. The Dean should
have been prepared for the probable reaction of his department in the first place. As described
in Santhidran, Chandran and Borromeo, (2013), the quality of a good leader is to address and
not being late to provide solution in order to maintain the process of change management. As
being a Dean, it is a responsibility to serve the university and department at the same time
developing a relationship of peaceful interaction between the representatives of faculty of
science department and Vice chancellor would be helpful to generate mutual benefit.
The entire department is in need of a training to understand why all of a sudden the
change has been approached. However, if the department wants to contribute their part into
transformation, the role of Dean is to encourage them so that with confidence and experience
the entire department can take part in the process of bringing a change.

10ANALYSIS REPORT ON CHANGE MANAGEMENT MODEL
Question 3
Challenges faced by Vice Chancellor
As directed by the vice chancellor, it is expected to receive same amount of response
from both the departments to accomplish the newly announced objectives. However, new
vision has faced extreme resistance to change the managerial aspects from the end of the
faculty members of Engineering, Architecture and environment unlike the approach, which
has been shown on behalf of the Art’s department. At this point driving the entire university
towards same vision will be difficult for VC as one of the department is undergoing a conflict
(Wang & Hsieh, 2013). In the addition, the duration of five years is being considered less in
terms of making such drastic changes. On the other hand, this proposal of making sudden
alteration in employee designation is a complete violation of Universities 2014 Enterprise
Agreement. The questions have been raised that without even consultation how VC has taken
such a huge step and what have made the faculty of Arts to develop a positive approach for
the vision without even thinking the practical procedure of strategic implementation.
Strategies to overcome
It should always be kept in mind; quality of a good leader is to communicate with
associate workers, just to gain better perspective of contemporary situation, before taking
important decisions for the organisation. Although, within a month of joining the new job
role professor Max Blocks announced his new vision yet until the strategic retreat it was not
clear in front of others that he wanted to restructure the entire process. Therefore, the agenda
of change management confronted with resistance from Engineering and Architecture
department.
Patience is important while dealing with these resistance issues within the
organisation. Strategy is to apply a consistent process of identifying and managing the

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resistance accordingly. A continuous flow of interactive sessions with the workforce,
providing guidelines may improve the situation in near future. As a leader, it should be
inspected well that employees are sharing healthy interpersonal communication regarding
workplace difficulties or not. It is easy for a leader to approach and get into the matter of
conflict if he or she shares a friendly and interactive bond with others (Mishra, Boynton &
Mishra, 2014).
VC must take personal initiative to talk with the faculty professors regarding the areas
of their confusion. Bridging the gap is the best what VC can do further in order to promote
mutual benefit.
Finally, an atmosphere of encouragement and motivation should be present within any
organisation seeking for change in existing managerial practices for betterment. VC should
review and reconsider the matters of conflict or disagreement and then he can propose the
revised vision in front of the University personnel.
Conclusion
It can be concluded stating that leaders should take time for making themselves
familiar before implementing or deciding anything huge. Moreover, without consultation and
prior indication it was not appropriate to announce change management programme as it
needs involvement of both the faculties and the students. The faculty of Arts have framed the
areas of improvement yet they have not addressed the issues, which they are going to face
while executing the change management programme. On the contrary, department of
Engineering has clearly opposed the proposal addressing the issues first and has given less
importance to the recommendation part regarding VC’s newly set vision. After evaluating
both the scenario, it has been understood that VC has a greater role to play than it was
estimated in the first place. The report works as a guideline to make the leadership process

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easier for the newly selected VC of SSU, where probable challenges and its solutions have
been drafted to transform the vision into reality.
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