ATLAS BUSINESS AND TECHNOLOGY COLLEGE

Department: Master of Business Administration/MBA/

Course Title: Change Management

Individual Assignment

Name ID Number

Submitted To: Meskerem L.(ASS.Pro)

Date: 05/11/2023
1. Think over a minute about changes that have happened in your organization in the last two
years. List down two of these changes and answer the following questions. Support your
answer with practical examples.
1. Personnel Change: our organization promoted several employees to new roles to fill
leadership positions through promotions. Among the changes it promotes from accountant to
finance manager, from operation manager to general manager and from secretary to office
assistance etc.

2. Structural Change: our organization has reorganized its departments to improve efficiency. It
has added a business unit .it was only a transport company and it has added import export and
transit units

A. Who initiated the change?

These changes were initiated by the top managers.

B. Who was affected by the change and how?

Both the organization and the employees were affected by the changes. The
organization becomes more effective and improves its efficiency and several
employees get new roles of positions.

C. Was there any resistance to the change? If “Yes”, what sort?

Yes there was some resistance to the personnel changes. Particularly from managers
who believe the promoted employees had lack of ability the promoted employees
instead they want to hire new qualified employees. But not for the structural change

D. In your opinion, was the change “successful”? If “No” why not?

Yes it was successful it benefits several employees as employees satisfaction had

improved and organization efficiency had improved.

E. What were internal and external pressures led to change in your organization?

The internal factor that led to promote several employees to new roles to fill leadership
positions is introduction of new leaders/managers. And structural change is
introduction of new mission and business unit.
 The external factor that led to promoted several employees to new roles to fill leadership
positions and structural change is to response the competition of other firms and
changing the economy of employees.

2. Most commonly used strategies of communicating change are “Team based “and
“Top Down”. From your experience, which strategy do you think is more effective to
communicate change? Justify your response.

Both team-based and top-down strategies have their advantages and disadvantages when it
comes to communicating change. However, from my experience, a team-based approach is more
effective in communicating change. Here are some reasons why:

Advantages of team-based approach:

 Engagement: A team-based approach encourages employee engagement and participation
in the change process. This can lead to a greater sense of ownership and commitment to
the change
 Collaboration: Team-based communication allows for collaboration and the sharing of
ideas, which can lead to better problem-solving and decision-making
 Flexibility: A team-based approach can be more flexible and adaptable to the needs of
different departments or teams within an organization
Disadvantages of top-down approach:
 Resistance: A top-down approach can lead to resistance from employees who feel that
they are not being heard or included in the change process
 Lack of buy-in: Employees may not fully understand or buy into the change if they feel
that it is being imposed upon them
 Limited perspective: A top-down approach may not take into account the unique
perspectives and needs of different departments or teams within an organization.
In conclusion, while both team-based and top-down strategies have their advantages and
disadvantages, a team-based approach is more effective in communicating change. It encourages
engagement, collaboration, and flexibility, while also addressing potential resistance and lack of buy-
in from employees.
 3. The change management process can be logically divided into phases. Briefly discuss
each phase of change management. Evaluate your organization’s actual practices
against the identified phase of change management

The change management process can be divided into several phases. Here are the key phases of
change management:
1. Prepare the Organization for Change: This phase involves identifying the need for
change, assessing the impact of the change, and building a case for change. It also
involves identifying key stakeholders and communicating the need for change to them
2. Craft a Vision and Plan for Change: In this phase, a vision for the change is developed,
and a plan is created to achieve the vision. This includes identifying the resources
required, developing a timeline, and creating a roadmap for the change
3. Implement the Changes: This phase involves executing the plan for change, which
includes training employees, making necessary changes to processes and systems, and
monitoring progress
4. Embed Changes Within Company Culture: In this phase, the changes are integrated
into the company culture, and employees are encouraged to adopt the new ways of
working. This includes reinforcing the new behaviors and processes, and celebrating
successes
5. Monitor and Evaluate the Changes: This phase involves measuring the effectiveness of
the change, identifying areas for improvement, and making necessary adjustments. This
includes collecting feedback from employees and stakeholders, and using metrics to track
progress.

4. . Why people resist change? What are the major techniques of overcoming resistance
to change?

People resist change for various reasons, including fear of the unknown, fear of failure, lack of trust, and
a perceived loss of control or autonomy. However, there are several techniques that organizations can use
to overcome resistance to change. Here are some of the major techniques:
1. Communicate early and often: Effective communication is crucial in minimizing resistance to
change. Leaders should communicate the reasons for change, the benefits of the change, and how the
change will be implemented
2. Listen to employees: Employees who are affected by the change should be given a chance to
express their concerns and provide feedback. This can help to identify potential issues and address
them before they become major obstacles
3. Educate employees on the value of the change: Employees are more likely to embrace change if
they understand how it will benefit them and the organization. Providing training and education on
the new processes or systems can help to reduce resistance
4. Facilitate participation and involvement: Involving employees in the change process can help to
reduce resistance. This can be done by setting up a collaborative environment and implementing the
change in consultation with the staff
5. Provide emotional support and facilitation: Employees may resist change due to fear or
uncertainty. Providing emotional support and facilitation can help them cope with the challenges
resulting from the change
6. Show value through data: Demonstrating the benefits of the change through data and metrics can
help to overcome resistance. This can be done by showing how the change will improve efficiency,
productivity, or profitability
7. Implement in stages: Implementing the change in stages can help to reduce resistance by allowing
employees to adjust gradually. This can also help to identify and address any issues before they
become major obstacles
In conclusion, resistance to change is a common challenge that organizations face. However, by using
these techniques, leaders can minimize resistance and increase the chances of successful change
implementation.
5. What distinguishes change leaders from non-change leaders?

Change leadership and change management are two different approaches to managing change in an
organization. Here are the key differences between change leaders and non-change leaders:
Change Leaders:
 Focus on driving large-scale transformation and creating a sense of urgency for change
throughout the entire organization
 Create an inspiring vision and advocate for that vision throughout the organization
 Motivate members of the organization to be and lead the change, using collaborative, creative,
and motivational change approaches
 Empower employees to provide input and become drivers and agents of change
 Take a people-centric approach and consider how change affects employees, their processes, and
their tools
 Acknowledge when things aren't working as anticipated and adjust the plan accordingly
  Cultivate emotional and social intelligence and prioritize attributes that can fuel large-scale
transformation
 Concentrate on employee mindsets and understand what makes them show commitment
Non-Change Leaders:
 Focus on making small changes and keeping them under control
 Use a set of processes, tools, and mechanisms to make sure that changes don't get out of control
and the number of problems associated with it is minimized
 See members of the organization as subjects of change rather than drivers and agents of change
 Use a hierarchical approach to manage change and remove resistance to get to the new state as
soon as possible
 Implement change rather than install it