3.

Using Yukl’s 2012 framework, select and discuss 3 techniques the

Change Champions can use when seeking to build collaborative
relationships with the employees of J.G.C Limited and with the
consultants.

According to Gary Yukl’s framework, the change champions can approach

following 3 techniques to build collaborative relationships with employees of
JGC limited and with the Consultants.

1) Initially, the Change Champions need to promote an aura or image of

expertise. This is important because employees should understand the
role and also get the strong impression as to what are they expected (i.e.
Employee are expected to follow the instructions or decisions made by
Change Champions) to do by the person who is expertise (Change
Champions). So, in case of Change Champions, in order to be accepted
wholly by employees, they need to promote an Aura, image of expertise.

2) Further, as the main priority and concern of JGC limited is to reduce the
total number of employees from 240 to 190 in two phases. Therefore,
it’s essential for the Change Champions to recognize the contribution
made by people in team as well as individually for the well – being of
Organization. This could help them while restructuring of organization.

3) Also, the Change Champions should look out for the decision makers.
During the times of crisis, there is need for important decision to be
taken in small amount of time while thinking about its consequences.
Hence, it’s obvious that the senior level people should have this
characteristic to be able take call on huge and serious topics in small
window of time.
 1. Using Mendelow’s Matrix, identify five key benefits for O.G.B.
Ltd. in understanding and prioritizing their key stakeholder
expectations.

Mendelow’s Matrix is a tool that is used to analyse Stake holders and

their attitude towards their work. This Matrix considers factors such as
the level of interest of the stakeholder and whether they are likely to
use their power

Mendelov’s Matrix

Stakeholders have high Stakeholders have high

Low Power power however they have power high interest
High low interest
Interest
High
Keep satisfied Actively engage and
Low manage clearly
Following is the Stakeholders have low Stakeholders have low
explanation of the power and low interest power and high
stakeholders: interest

Minimal effort Keep informed

 High Interest and High Power: these are the

key players and hence their business will need
to be actively engaged. They will likely have
the power to stop or change the strategy, thus
explain their significant influence.
 High interest and Low Power: this group has
interest in happenings however they don’t
have the power to influence the change.
Therefore, they are to be informed timely.
 Low Interest and High Power: this group has
the potential to climb into “High Interest and
 High Power” so it is essential to keep them
satisfied.
 Low Interest and Low Power: Due to their lack
of power to influence a situation, this group is
unlikely to have an interest in the projects or
organization.
2. Identify and explain the likely priorities of 3 key stakeholders
of O.G.B. Ltd.

1) Building high performance teams

A “high-performance work team“ refers to a group of individual that
has specialized expertise and also possess complementary skills and
are goal-focused. The teams’ purpose is to go beyond while thinking
out of box, get measurable results in output or services, inspire the
teammates to pull and work together and be customer centric to
deliver great results.
This team increases the productivity of Company and accelerates the
desired results.
2) Organizational restructures
Organizational Restructuring is when a company’s business model or
system needs to be changed due to internal or external factors in
order to overcome the financial obstacle and then grow. This
restructuring could result into downsizing, upsizing or reshuffling
depending upon the situation. Positive restructuring could give
benefit such as reviving a declining business, increasing company’s
value, gaining a competitive edge.
3) Process improvements
Process improvement is the task of identifying, analyzing and
improving upon existing business processes within an organization. It
ensures that the business is operated at optimal level and has quality
benchmarks. Process improvement strives to identify and eliminate
any weak points in the organization. While it usually follows a specific
methodology, there are different approaches to process
improvement. During a process improvement, processes are
modified, added to by using sub-processes or eliminated if they are
not necessary.