Sample Leadership Studies Paper on Organizations Change Management

Organization Change management

Organizationa change refers to the shift of an organization from former state to another. Change cannot be evaded, be it personal or professional level. It is an important aspect for our growth more so when looking at it from the professional view (Galli, 2018). From the change readiness survey result, it can be deduced that the employees are negatively attached to the changes planned in the organization.  A quarter of the employees in the organization feel that the change will help them progress their career. The underlying reason for the employees’ lack of trust in the change in as far as their career development is concerned is because of the uncertainties that come with a change. Most employees feel that securing the job and the possible experience that they have had in the work place is already a milestone in their career development. Looking at change verses salary increment, there is absolute no doubt that the employees are contented with their salaries. They perceive the organizational change it as one aimed at maximizing profit for the organization while their salaries remain at the same level. They have a feeling that the aim of the change will entirely benefit the organization while sidelining their salary needs.  All employees agree that the change will affect their working hours. Changes aimed at maximizing profit mostly involve retrenchment of some employees. This means that the remaining employees will work more hours to meet the organization’s target. There is observed equal number of the employees’ view of the change concerning their individual job stability. The employees disagree with survey questions onto whether the change will positively affect their health and the working environment.  This could be attributed to the pre-empted uncertainties and insecurities that the employees imagine the change would come with. They think that the change would worsen their working environment with more unfavorable working conditions hence exposure to diseases.

The change survey report of Parlatech also presents no different view of the employees concerning change management. There is an overwhelming protest on the change based on almost all the disagreements with the proposed elements. Looking at Parlatech’s past records of implementing changes successfully, it is clear that the past leaderships have been unshaken in implementation of initiated projects. The past administration has not been firm in maintaining the changes they start and this has brought more confusion in the past. The employees are therefore in fear of any further changes since this would cause a further stir. Meyer et. al.,(2007) points out key issues that can cause variations in commitment , for the effective implementation of organizational change. Looking at the internal relationship, as well as across time between the employees, we find that continuation, affectiveness and normativeness of change are very essential for acceptance.

From the model, change plan is one which would incorporate the ADKAR model of change management. First, awareness of the proposed change of working hours is vital. All the workers at Bangalore need to be aware that working hours will be increased to 40 hours a week. Informing the workers will help in addressing resistant moves as to why the change in the call centre is necessary at that time. If the top leadership goes ahead to implement the change without making the workers aware of the motive behind the change, then it likely to face resistance from the employees.

It is also bold that even when the employees at Bangalore call centre are informed of the proposed change, then they will all accept the change. The CEO and other managers’ role are to help the resistant employees to develop intimate desire on the proposed changes in the cal centre. This would be a very critical stage in management process because it would determine the acceptance or rejection from the employees.

The ADKAR’s model of change management also point out knowledge as a very important part area in initiating a change. The employees in the call centre need proper training on how the change is going to be implemented. The employment of new staff will call for their training. This possesses real challenge for the employees at Bangalore call centre. They need training, after which they will pass the same to the proposed newly recruited employees at Bangalore call centre. The employees should be given the opportunity to showcase the skills they have before the full implementation of the new working hours to 40 hours a week. It is true that the old employees are not green. They have some knowledge, the CEO only need to appreciate that they have the already skills before the proposed changes.

Lastly, Bangalore Call center should reinforce the proposed changes after all the above steps are well followed and the employees are satisfied at every stage of the implementation of change. It is true that the change may come with its negative consequences like excess working hours as well as the pressure of training the newly recruited employees. CEO and COO should be alert at this reinforcement stage because the negative unprecedented results can make the employees to revert back to how they used to do things. Lewin’s change model best explain this progressive change at the Bangalore Call Centre as shown below;

For this reason, business leaders should practise involving their juniors or subordinates in making vital decisions thereby enhancing their participation to gain necessary requirements, plans and view to influence organizational practises (Tang, 2019). There are a number of options that an organization should employ to reduce confusion among employees and ensure the process of change without necessarily creating anxiety amongst the employees. CEO can also help those employees with little interest in the changes to develop desire for towards the changes. They also need to have full knowledge of how the changes would be implemented. They also need to be trained on their abilities to implement such changes as well reinforcement process or putting plans into action. All these activities are arranged into a framework that is inclined on the essential phrases for achieving a change in an organization (Hiatt, 2006)

As the Human Resoure (HR) manager and one responsible for implementation of changes in the organization, it important to clearly and without amiss follow due processes in the implementations of changes.  Firstly, looking at the conversation between CEO and COO, there it is evident that the awareness in the ADKAR is already omitted. The change models unfreeze section which requires people to be sufficiently prepared for the change is compromised. When employees are not prepared, they are likely to resist the change and that could mark the beginning of the change. Gareis (2010), in his work, “Changes of Organizations by projects”, states that for an active change processes of permanent organizations, projects and programmes should be implemented. This means that any change should involve the views of the employees before implementation. As some of the key performance indicators (KPIs), the company should formulate a database in which the performance of each employ is monitored.  Bangalore’s probable KPI would revolve around the number of customers served from the original number. The likely KPI would be;

  • Current percentage of customers served – 55%
  • Final percentage of customers served after management changes – 72%
  • Percentage increase in customers served – 72%-55% = 17%

Another KPI will be based on the number of call received in a week after the proposed changes. This can be represented as;

  • Approximate number of customers served in a week before – 1200
  • Average number of customers served in a week after change – 1600
  • Rise in number of customers served – 400

It is from these KPIs that will determine the wholesome performance and achievements of the organization’s overall goals after more employees are recruited (Magalhães, 2014; Kestrel Management, 2016)



Gareis, R., (2010). Changes of Organizations by projects. International Journal of project Managaement 28 (4), 314 – 327

Galli, B., J., (2018). Change Management models: A comparative analysis and concerns. IEEE Engineering Management Review 46(3), 124 – 132

Magalhães, I. L. (2014, December 31). Metrics versus key performance indicators. [Blog post].

Retrieved from versus key performance indicators

Meyer, P., Srinivas, E., S., Lal, J., B., Topolnysky, L., (2007). Employee Comitment and Support for Organizational Change: Test of the three component model in two cultures. Journal of occupational and organizational psychology 80 (2), 185 – 221

Tang, K., N., (2019) Leadership and change Management. Springer Singapore

Hiatt, J., (2006) ADKAR and Model of change in Busines, Government and Community. Prosci