AL SHABAKA TECHNICAL INSTITUTIONAL ACADEMY

DUBAI

LEVEL 4 - CERTIFICATE IN BUSINESS

MANAGEMENT

NAME :    FLORAINE MHAY PULPULAAN   

REG No. :     a31120039

UNIT NAME :   Bus 1.4: Managing Change

UNIT CODE :  D/507/1581

Context

BMC Inc. was the trend setters and market leaders till 2006 in mobile and
electronics. They enjoyed the monopoly for more than a decade. In the beginning of 21st century
it was observed that trend changed from traditional to modern, but BMC Inc. did not accept that
trend and remained sticked to their old traditional products. They started losing brand name,
market, customers, profits turned into losses and they planned to close down in 2011. In 2012
they joined hands with another big name in the market Millennium Holdings and thought to
move with the pace and demand. They hired new personnel, much more competent ones and you
are one of them. You are hired as a Manager Operations and are advised by the Board to do the
following tasks and present it in front of the Board as a document.

Task 1
Research and analyze issues that concern significant organizational change (Conduct a Meeting,
note the minutes and prepare Presentation)
→ Identify and analyse the resources impact of change on the organization.
→ Explain positive and negative implication for making the change in the organisation
→ Evaluate organization plans and arrangements and their fitness to accommodate the
change.
 TASK 1

Assignment Solution

The resources impact change on the organization.

Changes in the organization that have a significant impact on the entire organization are referred
to as organizational changes. Organizational transformation includes significant changes in
personnel, company goals, service offerings, and operations. It's a broad classification. The ways
to handle organizational change are important to effectiveness and productivity. It's critical to
keep staff informed and make sure they understand what's going on and how they'll be affected.
It is important to have a plan for keeping employees informed by defining the types of
organizational changes that will be undertaken. It can solicit feedback to implement the change
and then make changes to a management strategy to ensure that an organization team has the
resources they require to maintain strong morale and assist the transition.

Positive and negative implication for making the change in the

organization
Processes and procedures, employee levels, technology, management and team structures, or —
in the case of a merger or acquisition — all of the aforementioned and more — can all be
affected by change at work. Both management and staff may experience increased stress and
anxiety as a result of these changes.

Change in the workplace has both advantages and disadvantages. On the plus side, changes can
lead to more efficient working methods, opportunities for personnel to shine, a departure from
the norm, and more revenue. Change, on the other hand, can have a negative impact on morale,
increase absenteeism and/or presenteeism, and even sever workplace relationships. Some
employees may decide to leave rather than ride out the storm. Change that is not well planned
can be costly in a variety of ways.
Evaluate organization plans and arrangements and their fitness to
accommodate the change.

Planning helps in the improvement of a strategy for achieving a company's objectives. The
process of planning is aimed at improving a company's overall strategy. It involves evaluating
the organization's present operations and figuring out what needs to be improved for the
upcoming year. After that, planning is imagined and executed. Following that, planning is
imagining the outcomes the firm wants to achieve and determining the procedures required to
get. A successful business can be measured financially or based on other goals such as achieving
customer satisfaction levels that lead to the highest-rated organization.

 Defining Organizational Objectives

One of the most important components of the planning process is to set goals that push everyone
in the organization to improve their performance. Goals should be ambitious but achievable.
Organizations must not become too content with how they are currently performing, or they risk
losing ground to competitors.

 Collaboration and teamwork

Teamwork and collaboration are encouraged through planning. When the plan is finished and
distributed to the company's members, everyone knows what their responsibilities are and how
other sections of the organization will need their help and skills to complete assigned tasks. They
can take pleasure in their contributions since they can understand how their job adds to the
overall success of the organization.

When senior management seeks advice from department or division managers throughout the
goal-setting process, potential conflict can be reduced. When people have a say in the setting of
fiscal goals, they are less likely to resent them.
Task 2
Develop plans to involve stakeholders in planning for and supporting change,
prepare a report
→ Provide reasons and recommendations to support a team approach to
managing change in the organization
→ Consider options for an organization (BMC Inc) that needs to make change
→ Evaluate options and provide reasons to select a particular option, or set of
options
 TASK 2

Plans should be developed to involve stakeholders in planning and

supporting change.

Prepared By:
Floraine Mhay Pulpulaan

Background

One of the most significant aspects of change management is stakeholder management. It all
starts with determining whose stakeholders are impacted by a change initiative and where they
stand on receptivity. Its purpose is to get all stakeholders on board by engaging them in a way
that reduces opposition and increases support. This guide is for Change Practitioners, HR,
Project Managers, and Program Leads who need to do an effective change impact analysis to
determine which people, processes, tools, and policies will be affected by a change.

Stakeholder engagement and management is an important part of any project and organizational
change management strategy since it improves the effectiveness of your projects, programs, and
business transformations.

Key Findings

● In strategic planning, key stakeholders ought to be those who are vested in the success of
the organization. These groups include employees, unions, customers, vendors,
shareholders, regulatory agencies, owners, supply chain partners, community members,
and others who rely on and/or serve the organization.
 ● Organizations with defined values and transparency will facilitate the development of a
growth mindset that creates adaptable employees. Organization transformation is difficult
work and should be undertaken with a systems-thinking approach with focus on success
● Make your intentions clear and straightforward. Share your objectives and justifications
for making decisions. Seek advice. Initiate a conversation.
● Using the collective wisdom of the team can aid in the rapid resolution of challenges. If
the transition breaks work, it might be demotivating; try to keep things moving.

Recommendation

● It is important to include the stakeholders in the information sharing process in a

purposeful and consistent manner. All stakeholders must understand the rationale for
organization changes. External stakeholders must understand the reasons behind the
changes.
● Include representatives of as many key stakeholder groups as are appropriate to the
discussion. Informally, this can be done by involving key stakeholders in a variety of
meetings, or formally using large group planning activities.
● In order to negotiate organizational changes, stakeholders must know the reason for the
company's change. They must understand what impact it will have on the company's
profit and customer base. If stakeholders see that the change will benefit the company,
they will be willing to negotiate organizational changes.
● As much as possible, include representatives from stakeholder groups in strategic
planning conversations, and don't confine planning and review meetings to the top level
of management.
● Demonstrate how the two levels are connected. A greater level of comprehension leads to
a larger sense of ownership. Maintain a steady flow of messaging to reinforce shared
ideas and provide feedback on how ideas are being implemented into the process.
 Conclusion

Stakeholder perspectives and insights are especially helpful in the early stages of planning, when
they help to comprehend the operating environment and to create a vision for the future of the
business. The success of an organization change initiative depends on the ability to
communicate, consult, and involve the stakeholders. A stakeholder is anyone with an interest, a
claim, or a stake in the organization. As a result, stakeholders are frequently concerned about the
organization's performance and ensuring that it stays within acceptable bounds. Stakeholders do
not participate in the management of the company, but they do have an influence on it. That is
why a stakeholder's involvement in an organizational change is critical. They ensure that the
organization's work environment remains dynamic, stimulating, and fulfilling, and that it has
good working conditions in order to perform well.
Task 3
Plan the implementation and evaluation of a change process in BMC Inc ( Report
+ Presentation )
· Produce plans that prepare the organization for change and support
implementation in BMC Inc
· Monitor and evaluate the change implementation in BMC Inc
· Review the success and/or failure of the change process in BMC Inc
 TASK 3

Plan the implementation and evaluation of a change process in BMC

Inc

Report

Table Of Contents:
- Summary
- Key findings
- Recommendations
- Conclusions

Summary

One of the most effective preparations for an organization change is to have an approval process
in BMC Remedy Change Management, in which a group of people must examine and accept a
proposed change request or release request. The change or release request can only be transferred
to the next status after all approvals have been obtained. As it continues through its lifecycle, a
change request passes through numerous stages.

Approvers are in charge of examining and approving or rejecting their assigned modification
requests. The application administrator configures approvers, who are in charge of change
requests with a certain categorization and location. The application administrator also decides
which types of modification requests require approval and what kind of approval process is
needed.
Key Findings

The major goal of Change Management, according to the IT Infrastructure Library (ITIL), is
to allow desirable changes to be performed with minimal disruption to IT services. BMC
Remedy Change Management, as part of the BMC Business Service Management strategy,
uses a repeatable procedure for production changes to increase the stability of business
service and required adjustments.

Change requests and approval, risk analysis, planning, task orchestration, verification, and
documenting changes to the production environment in the BMC Atrium Configuration
Management Database are all part of BMC Remedy Change Management (BMC Atrium
CMDB). The BMC Remedy Change Management component of the BSM strategy allows
you to acquire control of the IT infrastructure and automate the whole change lifecycle,
lowering the impact of changes on the company.

BMC Remedy Change Management is a system for planning, scheduling, implementing, and
recording changes that must be made inside your company. Standard ITIL service
management techniques are well connected with BMC Remedy Change Management.

Recommendation

The change coordinators take up responsibility for working on the change request according to
the authorized dates and plans in the Implementation stage. Change coordinators are professional
support staff members who manage the details of the change request. Change coordinators
frequently assume leadership roles based on characteristics such as location, skill set,
troubleshooting abilities, change request difficulty, and firm size (if you are a service provider).
The change manager would be in charge of the overall changes, such as scheduling, in large
firms, but the change coordinator would also be in charge of the day-to-day management of the
change request process. Building and reviewing change plans, for example, supervising the
change implementer, ensuring that the change is implemented in a timely manner, and so on.

Conclusion

It is important to conduct a post-evaluation after a change is implemented to determine whether

the change was successful. The post-evaluation provides opportunities for continuous
improvement, especially after a change fails. In this way it will be easier for the company to
identify if the changes was a success or a failure.

● Verify if the change meets the original goals that were documented and accepted.
● Ascertain that all stakeholders are happy with the outcome.
● Make sure there were no serious or unexpected side effects.
● In the event that a change fails, consider the root causes as well as corrective and
preventative activities.
● The following meeting might include a post-implementation evaluation. A status or
closeout meeting for a project could also be used to review adjustments.

Stakeholder engagement requires that the change review be communicated. Failure to complete
this activity may result in missed opportunities for improvement as well as a lack of closure or
input from key stakeholders on the change. No matter the type, approach, or sequence to change,
remember the importance of change enablement: ensuring the right level of control is
maintained, particularly in high-risk situations. Balance meeting business and customer needs
quickly and protecting the same needs from undue risk.
References:

The-Impact-Of-Organizational-Change-Management-On-Change-Initiatives.pdf
(pinkelephant.com)

Build Support for Effective Change Management at Work (thebalancecareers.com)

Assessing Your Organizational Change Management Capabilities (prosci.com)