1.

1 a) THE EFFECTS OF CHANGE MANAGEMENT IN AN ORGANISATION: A CASE STUDY OF NATIONAL

UNIVERSITY OF RWANDA (NUR)- Kamugisha Samuel January 2013

Change must be managed properly by an organization to survive as it has become a constant

phenomenon. This paper has find out the effects of change management in National University of
Rwanda. Some of the objectives were to analyse the effect of change management on organizational
culture, organisational structure and leadership at National University of Rwanda. Descriptive case
study approach has been used in this process. Primary and secondary sources were used for data
collection. 57 senior staff members who were directly involved in organisational change
management participated in it. All the data collected were summarised to find out its impact on the
organisational culture, structure and leadership. Descriptive statistics like mean, median and mode
was used to analyse the quantitative data and results were presented in form of charts and tables.

 This study found that there were a lot of changes happening in the management of faculties.
Like requirements and performance of the staff. For eg; the administrative staff should at
least have a bachelor’s degree for the positions they occupy. Earlier there were no
restrictions as such.
 the idea of performance contracting was also introduced by the University administration.in
this employees are evaluated based on the targets set by them.
 The classical way of teaching was replaced by module system. The organization human
resources were affected by these changes in terms of downsizing, outsourcing and
recruiting more staff to fill some new posts.
 There was a significant impact on the operations of the university both in Academic and
administration by the technological changes in terms of enhanced internet bandwidth in the
university.

b. The effects of change management on organization- N. Niculescu, G., S. Hill, 2011.

Changes made in any sector will have a significant effect on all services, products and processes of a
firm.

The main influences of change management are:

▬ Internal influences: The management needs to assess the effects of technological changes for the
companies to be profitable. The new technology implemented in a company proves to be effective
only if employees are trained accordingly. Managers need to implement new procedures and
systems to ensure that the new technology leads to increase effective organization.

▬ Personnel problems within the company: most of the times in an organisation the staff can resist
to change. The responsibility to identify the reasons of change is of managers. Severals reasons for
resistance can be the danger of targeting their income, job security or future job oppurtinity. For
some people learning new skills can also become the reason to resist. For eg: earlier, bank counter
staff had to have mathematical skills, but they have been replaced by computers nowadays meeting
all those skills.

c) Literature Review On Organisational Change Management Essay

Resistance to Change:

The goal of any planned organisation change is to find a new and improved way of optimal utilisation
of resources and capabilities in order to increase an organisation’s ability to create value and
improve returns to its stake holders. Yet employees do not always welcome changes as expected by
the organisation.

The most dangerous factor in change management is active resistanceBoycotting the organisation,
tending to disrupting habits and raising slogans against the organisation are some examples for high
negative resistance.

On the other side, passive resistance doesn’t include violence in any aspect and is done in calm and
peaceful manner. ,

List of the Pros

1. It promotes the sharing of information between group members.

Group decision making process removes silos on your team. People are encouraged to share
information with one another because every opinion is valid with this structure. Different
perceptions and opinions are considered to make a decision in which some people may support and
other may resist change. Sharing the ideas within the group and effective communication can help in
change management.

2. It creates the foundation of a better decision.

the judgment of a group coming together to make a collective decision is more intelligent and
creative then if someone were tasked with doing it on their own. As a way to identify strong
solutions and complete recommendations People are able to ask questions, collaborate, and discuss
multiple ideas together. This design makes it possible to observe a problem from different
perspectives, which is the foundation of a better decision.

3. It creates more investment in the mission and vision of the team.

5. It promotes higher levels of job satisfaction.
When teams commit to a group decision making process, there is generally a higher rate of job
satisfaction found at the individual level.

6. It involves intelligent risk-taking opportunities.

7. It encourages collective thinking as a strength.
8. It increases the soundness of the organization.
Cons

1. It takes more time

2. It can make everyone think that they carry a leadership role in the organization.
3. leads to a lower level of responsibility and accountability.
4. “groupthink.”
5. It relies on the expertise of each member to be successful.

8. interpersonal conflicts.

Cons of Top-Down

A Top-Down approach to change management implies imposed change as the initiative

comes from the top. Decision-making is centralized at higher levels of the organization,
excluding lower-level employees in the change process, even though they are directly
affected. Top-Down change is about making changes quickly and dealing with the problems
only if necessary. Leaders who make all the decisions and expect subordinates to follow
create resistance to change. Regardless of how well these top-level decisions are made,
successful change is stunted because they ignore so much of the organization. Naturally,
people who are forced to adapt to change have the initial reaction to resist.

limitations

(1) Decision-making is limited to the top of the organization; therefore lacking information,
suggestions and ideas coming from below.

(2) results in poor employee motivation and performance, People at the top are not willing
to listen to lower-level employees’ ideas, suggestions or feedback,

 (5) because of both parties’ communication problems and inadequate information,

Misunderstandings are created

2. apple

2.1 Established in 1976, Apple Inc. is a US based company which designs and manufactures
mainframe hardware, software and other user electronics. It is well recognized for its products-
series of iphone, ipod and macintosh personal computer. After the death of steve jobs, tim cook
took over the company as the CEO.

Here are five notable ways that Apple has changed under Cook's leadership.
1. More collaborative

Jobs, in his never-ending pursuit of secrecy had famously created internal silos within Apple. Apple
used to employ a lot of security measures, particularly around top-secret projects. with the goal of
increasing collaboration, Cook has broken down a lot of those walls.

2. More shareholder-friendly

3. More engaged with the media

Earlier, Any media outlet getting access to Apple was a big deal. Jobs used to influence the media
using controlled favouritism. Apple would mostly stonewall the media. After becoming CEO, Cook
wanted to actively change the way that Apple interacts with the media. These days, Apple responds
to media inquiries and grants executive interviews far more than ever before.

4. More profitable

5. More socially responsible

Apple has grown meaningfully in the department of social responsibility. For eg: addressing human
rights issues within its supply chain, implementing a charitable matching program, and aggressively
doubling down on environmental responsibility.

2.2

After the death of steve jobs- CEO and chairman of the company who had served for over a decade,
the organization underwent two main organizational changes- its leadership and structure. Changes
in the leadership style had an effect on the organizational culture. Jobs successor was already named
before his passing on. Tim cook took over the company as a chairman. He was a long term apple
senior manager with excellent track records but there was an anxiety among people about the
sustainability of the company.

 Leadership Change

The late Steve Jobs was a dominant leader who was capable of rallying stakeholders for Apple Inc.
for his vision while demanding excellence from his staff. During his tenure, the organisational culture
of apple was considered to be power culture. Most of the decisions made in the company were his
own and he would pressurise the staff for better performance and would criticize them badly if they
don’t meet his expectations.

When Steve Jobs’ health started declining, Tim cook took the place of CEO with steve jobs serving as
the chairman until his death. It was very necessary for tim cook to be competent enough to take
over the power culture set by steve jobs. The power culture in steve jobs era had a lot of drawbacks
like under-utilisation of staff initiatives and creativity, high levels of risk in decision taking, no
criticisms from lower management from the decisions taken by the leader. People were concerned
that the leadership of cook would not match with jobs.

It was therefore necessary for Tim cook to use a proactive approach to promote task culture within
apple.
  He communicated relevant values to organisational stakeholders in an efficient manner,.
 Cook changed the power culture to task culture.
 He started setting new organisational goals and redesigned apple inc structure.
 Did not pressurize employees for work to meet his expectations
 Considered the opinions of shareholders

 Change In Organizational Structure

Steve Jobs had established hierarchical organisational structure to show his clear vision and
innovative ideas for the business. Since Tim Cook took up the leadership role in 2011, the
organizational arrangement has so far been subjected to definite alterations or changes. In order to
support creativity and originality at numerous departments, Apple Inc.’s hierarchical structure has
numerous levels relative to the organization’s size. The figure below is an illustration of the
company’s organizational structure at the senior executive levels.

in order to suit the market and trade demands Apple Inc. has made a few changes in its
organizational structure under the leadership of cook. In the past, everything went through Jobs’
office where he made all the key decisions regarding Apple Inc. However, under Cook’s guidance,
this form of managerial structure has slightly transformed.

 The company’s organizational structure allows for it to keep on innovating quickly.

 These features comprise of product-based assemblage, function-based assemblage, and
spoke-and-wheel chain of command.
 Teamwork is promoted among diverse departments of the firm, such as hardware and
software teams.

Conclusion:

The role of both the leaders, steve jobs and tim cook is very influential throughout the changes
taken place in the organisation. The main changes started taking place after the leaders changed.
Tim cook has gracefully handled the change in the company after he took over as the CEO.

2.3 Stratergies to implement a change

 Communication: it is a very first technique to be used. The change needs to be

communicated effectively with the employees getting affected by it. There was resistance to
change in Apple inc, because of his leadership style from the old people working under jobs
from a longer time. So, communication is very important to resolve it.
 A change needs to be tested before implementing to see if it goes well with the employees
getting affected. Pilot testing is necessary.
 Though cook has dissolved hierarchical decision making to a certain extent, I think collective
decision making when it comes to implementing any change in the organisation, they need
to take opinions from their employees or group leaders.
 Making employees feel secure about their jobs and the company: when Tim became the CEO
many of his employees were not sure if the company would sustain in his leadership and
 were insecure about their job and company’s reputation but after they started seeing the
positive results of the changes implemented they embraced the change.

3.1 Purvankara

Started in 1975, Puravankara Pvt ltd is a real estate company in residential and commercial
segments. Its headquarters is located in Bangalore.

The group started its operations in Mumbai later expanded in other cities like Bangalore,
Chennai, cochin, Hyderabad and Mysore etc. it has established its presence overseas as well
such as Dubai, Saudi-Arabia and Colombo. Puravankara has a workforce of over 900 skilled
personnel’s, including 205 engineers and in-house architects who delivers quality products to its
consumers.

The company has a very good reputation and is renowned overseas as well because of its
services and hard work.

3.2

HR operations

 Recruitment: the main source of hiring people in purvankara is through consultancy

companies. The other sources are LinkedIn profiles, website like naukri.com, newspaper ads,
social media etc. the company owns its website where people can directly approach the
company’s HR department through the contact details provided.
 Holidays: the company provides 28 days of holidays annually to its employees. In which 12
are sick leaves and rest 16 are casual leaves. If those number of leaves exceed and a person
wants few more leaves in case of emergency then he/she can have a talk with the HR
 Training and development: the training periods depends upon the post a person is working.
Few training periods last for a month and few for a day or a week too.
 Basic qualification: the basic qualification to get a job in purvankara is graduation.
 Work-experience: As purvankara is a well reputed company, it mostly look for employees
with minimum work experience of 6 months. But it is not a compulsion
 Hours of work: employees have to work 9 hours per day from 10AM-7PM Monday-Friday
but some people working in marketing and sales have to work on Saturdays as well to
complete their target
 Dress code: Complete Formals for all the departments
 Basic pay: The basic pay for a person with a degree is 30K-35K per month.
 Exit process: if an employee wants to quit the company, he must serve for a notice period of
one month before leaving

3.3

 The company usually hires people with work experience. There are not much vacancies for
fresher’s.
 They do not prefer going for campus selections in colleges.
  Employees in purvankara do not have balanced work life. Specially, sales and marketing staff
have to work late till the evening either to have a meeting with its client or whatsoever.
 Pressure to meet the target is more. Employees should complete his/her target in a given
time period.
 The company has a beauracratic structure. No open communication

3.4

OD interventions