Assignment # 1
Change Management
Course instructor: Mr. Farhan Ahmed
Submitted by Ayesha Zahid
Class: BBA 8-E
Enrollment no.: 02-111171-141
Requirement: Produce a write-up on situations where change may be
welcomed or resisted.
Scenario 1:
A shipping company called SuperTerra Pvt. Ltd. wanted to install a software to record and
backup data and generate all documents through it because manual work was becoming
tedious and hard to keep track of track of. Installation of software required training of all
employees and recording 8 months of past data into the system with the usual duties of their
jobs. This resulted in resistance from many employee who weren’t willing to more work than
they were paid for even if it was temporary. This resulted in company hiring 4 interns that
would enter the past data, understand the software on behalf of employees and by the end of
tenure train the rest of the employees gradually. The gradually buildup of the change made
quite easier for employees to get used to it.
Scenario 2:
NADRA (National Database and Registration Authority) was able to implement a fully
integrated and centralized system by following Kotter’s 8-step change model. NADRA can
proudly be considered as example of successful organizational transformation. During the
last few years, this organization has expanded its product base from Computerized Identity
Card to a list of other value added products. It was strategic planning that has resulted in the
merger of National data base organization (NDO) and Directorate General of Registration
that has created a new organization aimed at overcoming the problems of previous regime,
ranging from issues of unavailability and disintegration of quality data to political
interference.
NADRA created the sense of urgency for change among its employees by giving them the
reasons that why change is required. For this purpose competitive analysis with giving
advantages and disadvantages of change to everyone is helpful. Management of NADRA has
perceived that change is successful if whole organization wants it that’s why at
organizational level this need was created. A new chairman of NADRA has displayed all
traits of transformational leadership including inspirational motivation, individual
consideration, intellectual stimulation that has helped NADRA to have effective teams. It
was the strategic management experience of leadership that has made NADRA successful in
implementing the change process and has increased the performance of the organization.
Scenario 3:
Tapal needed to change if it wanted to survive and gain market share. The overall managers
of Tapal Tea realized that they should introduce new modern and contemporary system to the
company. The change involved strategic change like backward integration Tapal has begun
tea plantation at Shinkiari in the northern region of Pakistan, operational changes like
organizing structure from conventional ‘Seth’ to diversified system, and technological
changes like implementation of SAP ERP.
Tapal was able to anticipate that there might be resistance, therefore, they implemented the
change through various phases so it didn’t get too overwhelming for employees. They
brought in internal experts, setting positive examples of managers to motivate employees,
internal change management agents that acts as consultants and problem solvers, external
consultants/ trainers or agents hired specifically for their opinion on such related activities or
problems that causes hindrance in the process, individual coaching staff that is specially
formed for this particular purpose of handling issues, communities of practices and an
electronic knowledge management system that acts as a medium for sharing and promoting
ideas and solutions across the whole levels and departments within the company.
Scenario 4:
When Mobilink acquired Warid in 2015, the merger of two companies has exposed their
employees to the number of organizational changes. When employees were surveyed, it was
understood that employees who had lower level of education (matriculation or intermediate)
were more likely to resist change than those who had at least bachelors or master’s degree.
The former believed that the merger would influence their rights and didn’t think change was
important for organization’s success. But, it was also noted that employees with higher level
of education expect the management to communicate all aspects of change to them,
otherwise, resistance could come from them too. Basically, lack of understanding of change
or inability to grasp its importance could result in resistance.