Managing Change Master - Case Study Example

Also, measures and ways to monitor the change process will be examined. The project will end with an examination of other change management methods that XYZ aught to have used, and the challenges that the organization may face in the foreseeable future spanning from the next five to ten years and possible contingent solutions to these problems. For change to be successful, commitment is vital. According to Kotter, "Most people won't go on the long march unless they see compelling reasons to do so and the reasons are producing expected results".

This question addresses the internal and external forces of change affecting XYZ construction Organisational paradigm according to Johnson & Scholes (1997) are those set of assumptions, beliefs which are rarely talked about, which are not considered problematic and most often managers in an organisation are unlikely to be explicit about it. It reflects the collective experience without which members of an organisation would have to do things their own way in different situations they face (Johnson 1992, Johnson &Scholes 1997).

According to Dwyer & Kemp (2000:3), "the forces at work in the environment and the organisations capabilities in coping with these, are made sense of in terms of the individual experience of managers and the collective assumptions within the paradigm". Figure one below summarises the cultural web and the organisational paradigm as construed by Johnson and Scholes (1997 Fig. 2.10, p. 69)These assumptions are more commonly observed in conversations, discussions between the different stakeholders in an organisation (Dwyer & Kemp 2000).

In some situations assumptions are deeply embedded in an organisation and its' members that it can only be manifested through peoples action (Dwyer & Kemp 2000). In all, these assumptions, ways of doing things are the backbone of the organisation (Johnson 1992, Johnson &Scholes 1997).In XYZ company, the internal factors affecting the change process as deduced from the case include the poor working relationship, less friendly workers who make cooperation and team work difficult, poor management and the autocratic management style of the previous director.

The culture and the taken for granted assumptions were at the