WHS at Max Lionel Realty: Change Strategy and Implementation

This report, prepared by a student, addresses the implementation of a new ethical charter at Max Lionel Realty (MLR), a real estate company. The report begins with a review of the company's existing documentation, highlighting its commitment to legal and ethical operations. The scenario reveals that MLR needs to address a lack of understanding of ethical codes of conduct among its clients, brokers, and tenants. The report details an action plan with specific milestones and responsibilities, including interviewing stakeholders, training programs, and budget considerations. A communication plan is also developed to ensure effective dissemination of information. The report further outlines a meeting with the CEO, focusing on leadership styles, budget discussions, organizational plans, and communication strategies. It includes revised budgets based on consultations and feedback, emphasizing a participative leadership style and the application of utilitarianism in promoting ethical behavior. The report references relevant literature and provides a comprehensive overview of the change management strategy, aiming to align stakeholders with the company's ethical charter and mitigate associated risks.

Running head: WHS AT MAX LIONEL REALTY
WHS at Max Lionel Realty
Name of the Student:
Name of the University:
Author Note:

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WHS AT MAX LIONEL REALTY
1. Review of simulated business documentation:
The documentation of Max Lionel Realty shows that the company is a limited company
and is a member of Real Estate Institute of Victoria (REIV)1. The documents of the company
shows that it aims to abide by the laws in force in Australia and Victoria like Safe Work Act2.
These documents are evident of the ethical and law abiding modes of operations of Max Lionel
Realty. These ethical and legal ways of operations enable the company to benefit customers,
clients, brokers, employees and the management. The same is revealed the risk management and
the detailed accident reports which the company maintains and updates as shown in the appendix
23.
2. Review of the scenario:
The scenario given below reveals that Max Lionel Realty (MLR) needed to develop a
charter of ethics which should be enforced within the entire company irrespective of levels. The
company serves mainly clients, brokers and tenants who lack proper education regarding codes
of conduct of REIV. The agents are either unaware or reluctant about codes of conduct they
should follow to work with the company. The clients or owners of the projects are similarly
unaware or not particular about MLR codes of conduct and there lies a prominent lack of
understanding of business conditions between the clients and company4. This actually leads the
1 "About Us". in , , 2018, <https://reiv.com.au/?__cf_waf_tk__=006396002AbGChiiNoHfXzEOSTfJjDiQfeMQ>
[accessed 26 February 2018].
2 "All Acts and Regulations". in , , 2018, <https://www.worksafe.vic.gov.au/laws/all-acts-and-regulations> [accessed
27 February 2018].
3 Bromiley, Philip, Michael McShane, Anil Nair, and Elzotbek Rustambekov. "Enterprise risk management: Review,
critique, and research directions." Long range planning 48, no. 4 (2015): 265-276.
4 Cooke, Howard, H. A. J. A. Appel-Meulenbroek, T. A. Arentze, and Bauke de Vries. Adjustment of corporate real
estate during a period of significant business change. No. eres2017_38. European Real Estate Society (ERES), 2017.

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company before future disputes, loss of clients and business risks in the future. The tenants feel
that the company is not responsible to them and often indulge in unlawful activities like letting
their rented properties without approval of MLR. This clearly points out that MLR requires
educating and training these three groups of stakeholders and implementing a new charter to
change the existing operations within the company. The aim is to bring about an organizational
change in terms of operations and not necessarily in terms of designations or positions5.
3. Development of action plan:
Action
no.
Items
Milestone
date
Responsibility
1 Adoption of new ethical charter 01.04.2018 Apex management, middle level
management
2 Interview of clients, agents and
tenants
15.04.2018 Marketing department
3 Hiring of human resources and
booking of room
20.04.2018 HR department
4 Training of clients 26.04.2018 WHS trainer
5 Training of brokers 27.04.2018 Lawyer, WHS trainer
6 Training of tenants 30.04.2018 Anti-discrimination expert
5 Osiyevskyy, Oleksiy, and Jim Dewald. "Explorative versus exploitative business model change: the cognitive
antecedents of firm‐level responses to disruptive innovation." Strategic Entrepreneurship Journal 9, no. 1 (2015):
58-78.

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Total number of days for action plan: 1 month
4. Development of a budget:
The budget for the change strategy towards enforcement of ethical charter on clients,
brokers and tenants has been developed and attached. The budget shows that amount of AU$
12000 towards this change management in their modus operandi is insufficient and the same
should be communicated to the CFO, Mr. Mehra.
5. Development of a communication plan:
What Who Purpose When/Frequency Types/Methods
Adoption of
new ethical
charter
Apex
management,
middle level
management
Enforcement of
ethics and legal
operations upon
clients, brokers and
tenants
Before launching
the project
Conference, meeting with
the CEO, emails
Interview of
clients,
agents and
tenants
Marketing
department
Information about
their level of
knowledge of MLR
codes of conduct,
Before starting the
project
Conferences, meetings and
emails
Hiring of
human
resources
and booking
of room
HR department Training of clients,
brokers and tenants
Prior initiation of
the project
Emails, meetings

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Training of
clients
WHS trainer Increase of their
understanding of
MLR codes of
conduct.
As a part of the
project
In house training using
conference systems
Training of
brokers
Lawyer, WHS
trainer
Increase of their
understanding of
MLR codes of
conduct and align
them with the ethical
charter
As a part of the
project
In house training using
conference systems
Training of
tenants
Anti-
discrimination
expert
Increase in their
understanding of the
ethical charter of
MLR and the new
policies
As a part of the
project
In house training using
conference systems
6. Meeting with the CEO:
The following aspects would be highlighted in the meeting with the CEO
a. Appropriate leadership style:
The appropriate leadership style would be a combination of autocratic and participative
leadership style. This is because the tenants, clients and agents were not following the MLR
codes of conduct and enforcement of the ethical charter required the apex management deal with

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them authoritatively. Then during the training the appropriate leadership style would be
participative leadership style. This would ensure more active participation of the clients, agents
and tenants6.
b. Discussion of plans and budget to gain support:
The discussion of the budget would form an important part of the meeting agenda. It
would be pointed out that the change management and enforcement of the ethics would require
allocation of more funds. Moreover, it must also be pointed out that the training according to the
plan has to be restricted within 2 days due to shortage of funds. Additional support from the CEO
regarding the action plan and budget would be obtained7.
c. Organizational plans:
The training plan would educate the tenants, clients and brokers about the new MLR
codes of conduct and align them to organizational policies, as per organizational plans. It would
also make their operations more aligned to the laws, the aligning them to the legal requirements
of the real estate industry of Victoria, Australia8.
d. Communication plan among internal and external group:
Communication of the new ethical charter accounts in a big way contribute to the success
of the company to align its business partners stated above with its business and legal policies.
The internal stakeholders like employees and management would be communicated about the
6 Almandoz, Juan, and András Tilcsik. "When experts become liabilities: Domain experts on boards and
organizational failure." Academy of Management Journal 59, no. 4 (2016): 1124-1149.
7 Sawyer, Steve, Kevin Crowston, and Rolf T. Wigand. "Digital assemblages: evidence and theorising from the
computerisation of the US residential real estate industry." New Technology, Work and Employment 29, no. 1
(2014): 40-56.
8 Ngan, Pham Thu. "Organisational Innovativeness: Motivation in an Employee’s Innovative Work
Behaviour." Scientific Bulletin–Economic Sciences 14 (2015): 86-97.

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change through emails and conferences. The external groups of stakeholders like clients, the
governments and the tenants of MLR would be communicated about the change through emails
and through media. This would help the company promote its stakeholder-centered operations
thus, reflective of its positive image and strengthening its goodwill9.
e. Models of communication:
The modes of communication to be used would be PPT presentations, posters, flyers,
specialized training sessions and notes through emails.
f. Alignment of other plans to organizational risk management plans:
The training of clients and agents on the organizational codes of conduct would align
them with the ethical and business codes of MLR. Thus, they would conduct business more
ethically. This would help MLR manage the financial risk or losses it faces due to losing
customers due to unethical business practices of its agents. Thus, the new ethical plan can be
aligned with the risk management plan to manage the financial risks10.
g. Consultation to with managers:
The managers would be consulted for their supports and inputs towards implementation
of the plan.
9 Cornelissen, Joep, and Joep P. Cornelissen. Corporate communication: A guide to theory and practice. Sage, 2017.
10 Schnieder, Lars, Anna-Maria Ademeit, Marta Barrilero, Nadine Schlueter, Jan-Peter Nicklas, Petra Winzer, B.
Starzyńska, Agnieszka Kujawińska, and Jacek Diakun. "Systematic improvement of customer satisfaction for
passengers with special mobility needs." WitPress (2015): 375-390.

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WHS AT MAX LIONEL REALTY
7. Revised budget on consultation with managers:
The shortage of funds allocated to the budget was already pointed out to the CEO. It has
been assumed that he has allowed an additional amount of AU$ 8000. The same has been
adjusted in the revised budget attached.
8. Consultation with managers on change management strategy:
The managers would be consulted regarding the implementation of the training based on
the revised budget. Their feedback and support would be sought towards the implementation of
the change management strategy11.
a. Appropriate leadership style:
The appropriate leadership style would be participative leadership style.
b. Model to encourage ethical behavior:
The training should follow Utilitarianism theory of ethical modes which focuses on
rightness of the outcomes of activities12.
9. Revised budget with consultation with managers:
The budget would be revised after consultation with the managers. It has been assumed
that the managers based on the extra amount approved by the CEO, have approved the training
11 Sawyer, Steve, Kevin Crowston, and Rolf T. Wigand. "Digital assemblages: evidence and theorising from the
computerisation of the US residential real estate industry." New Technology, Work and Employment 29, no. 1
(2014): 40-56.
12 Piacquadio, Paolo Giovanni. "A fairness justification of utilitarianism." Econometrica 85, no. 4 (2017): 1261-
1276.

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of clients, agents and tenants for 2 hours. The appropriate changes have been incorporated in the
revised budget 2 and the same has been attached13.
13 Cornelissen, Joep, and Joep P. Cornelissen. Corporate communication: A guide to theory and practice. Sage,
2017.

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WHS AT MAX LIONEL REALTY
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