Module Code and Title: MG630 Change Management and Organisational Development

Module leader: Dr Sisi Wang

Team Members:

Patrick Munganga ID: 2001043

René LUKEBANA BIKINDU ID: 2001037

Slide 1: Title Page
Slide 2: Introduction

Change management is a systematic technique for managing the transition or transformation of

an organisation's goals, processes, or technologies (Kimhi and Oliel, 2019). Sweet Treats
Limited founder Julie Bird runs six Warwick-based cake shops. Despite staff opposition and
communication challenges, the corporation is favourable about online ordering and partywear
growth. To beat the bakery and confectionery rivalry, this strategy was implemented.
Slide 3: Importance of Change for STL

Sweet Treats Limited (STL) must embrace change to succeed in today's ever-changing business
world. That’s why change for Sweet Treats Limited is important from 2 perspectives. They are
strategic importance and operational importance. In terms of strategic importance, change is
needed for market expansion, competitive advantage and diversification. The company must
expand outside its regional bounds to continue growing and stay ahead of the competition. STL
can reach new customers and geographical areas by expanding its retail presence and offering
convenient online ordering. This strategy will increase market share and revenue for the
company (Shaposhnikov et al., 2023). To stay competitive in the extremely competitive bakery
and confectionery industry, STL should embrace change by innovating its products, services, and
customer experiences to preserve its market dominance. STL will stand out and get consumers
with these adjustments. Diversification is another importance for which STL needs to embrace
change. STL is adding partywear to reach more customers and reduce its dependence on existing
revenue sources. This deliberate decision will boost market resilience and provide development
opportunities in connected markets (Królak et al., 2022).
Slide 4: Importance of Change for STL (Continued)

In terms of operational importance, change is needed for efficiency and effectiveness, cost
management and talent management. STL role and process reorganisation boosts operational
efficiency. By optimising workflows, reducing redundant procedures, and streamlining
processes, STL can cut costs, increase productivity, and improve performance in its shops and
online platforms (Bordel et al., 2022). As STL adds services, cost control is crucial for
profitability and sustainability. STL may reduce financial risks and maximise return on
investment by cutting costs, negotiating good supplier contracts, and directing resources. The
change will help STL in talent management by retaining top talent, using their skills in the
company’s operations, contributing to company growth and providing them with an expected
higher career (Chang et al., 2019).
Slide 5: Current Challenges and Staff Concerns

Sweet Treats Limited (STL) has various challenges to change management. In human
psychology, employees are generally resistant to any change and they tend to be constant with
the current work environment due to restructuring which can result in the demotion of some
employees and less productivity. STL’s poor communication about the change makes employees
unaware and consequently, it results in increased staff anxiety and distrust, making
organisational change implementation harder for STL. As a result, staff lose morale in the
organisation. Addressing these staff concerns and enhancing communication can help STL
achieve its strategic goals by overcoming change resistance and creating a positive work
environment (Cullen et al., 2019).
Slide 6: A change management model: ADKAR

Before implementing a change in an organisation, change management models are useful.

ADKAR is one of the change management models which helps to understand the need for
change and shows the effective way of implementing change. This model consists of awareness,
desire, knowledge, ability, and reinforcement. Awareness helps employees understand the need
for change. On the other hand, desire encourages emotional and intellectual engagement
(Shepherd et al., 2014). Knowledge empowers staff to implement change, and ability
demonstrates their ability to adapt to new tasks and responsibilities. Reinforcement ensures long-
term success by recognising successes, employee effort, and integrating new behaviours and
processes into the business. Reinforcement indicates sustainability The model is effective in
individual change management (Thekkekara, 2020).
Slide 7: Awareness Phase

Sweet Treats Limited (STL) must raise staff awareness of change. The organisation can use town
hall meetings, email, employee forums, visual aids, and leadership messages to achieve this.
Town hall meetings allow employees to raise questions and voice issues, promoting open
communication. Email updates keep staff informed and engaged. Employee forums allow
department representatives to discuss proposed changes, provide feedback, and recommend
improvements. Posters, infographics, and films can simplify complex ideas and convey crucial
information. The purpose is to guarantee that senior executives fully support the proposed
changes, giving staff confidence and faith (Mouazen and Hernández-Lara, 2023).
Slide 8: Desire Phase

STL might engage employees in decision-making processes, effectively communicate the

benefits of proposed changes, provide training and development, recognise and reward change-
accepting employees, and give them autonomy and decision-making authority to foster
enthusiasm and drive for change. These tactics encourage employees to adapt, increase
responsibility and commitment, and demonstrate the company's commitment to their
professional development. Recognising and rewarding individuals who accept change can
reinforce its value and encourage dedication. Allowing employees to make decisions, promoting
creativity, and providing growth opportunities might inspire positive change in STL (Wong et
al., 2019).
Slide 9: knowledge and Ability Phases

STL might prioritise training its staff to handle change. This can be done through various
training and development courses. The services include role-specific training, cross-functional
learning, mentoring and coaching, peer support networks, and ongoing learning. These
programmes train, teach, and mentor people to prepare them for their future roles. Besides, cross-
functional training fosters teamwork and employee support. Mentoring initiatives could also help
employees of STL overcome challenges and advance professionally. Moreover, peer support
networks foster employee camaraderie and belonging. Continuous learning encourages
employees to take charge of their development (Paramitha et al., 2020).
Slide 10: Reinforcement phase

In reinforcement, changes must be strengthened and momentum maintained. Celebrating goals

and project completion can help. Other methods include formal recognition programmes to thank
employees. Employees can also learn their strengths and weaknesses from regular feedback and
performance assessments. New behaviours should be integrated into daily operations and
routines to cement them in the organisational culture. Finally, supporting leadership role
modelling can encourage positive behaviour and ideals (Leksono and Yulianti, 2022).
Slide 11: Role of Organisational development in future

Sweet Treats Limited (STL) should prioritise Organisational Development to align its culture
with strategic aims and goals to change management. OD uses thorough training, tailored
coaching, and excellent mentorship to improve culture, workplace environment, and leadership
abilities (Skerritt, 2017). Assessing dynamics, enhancing communication, and building trust
helps teams. OD's change management expertise ensures smooth transitions and staff
engagement through surveys, feedback, and initiatives. Performance management systems
integrate individual and team goals with STL's strategic goals, fostering resilience and flexibility
(Mansaray, 2019).
Slide 12: Conclusion

STL is undergoing transition and growth, which presents difficulties and opportunities. STL may
overcome obstacles and expand long-term with strong change management and organisational
development techniques. The organisation should be proactive and explain how consultancy
services might help achieve organisational excellence.
Slide 13: References

Bordel, B., Alcarria, R., de la Torre, G., Carretero, I. and Robles, T. (2022) ‘Increasing the
efficiency and workers wellbeing in the European bakery industry: An industry 4.0 case study’,
International Conference on Information Technology & Systems (pp. 646-658). Cham: Springer
International Publishing.

Chang, C.W., Wu, K.S. and Chang, B.G. (2019) ‘Productivity Change and Decomposition in
Taiwan Bakery Enterprise―Evidence from 85° C Company’, Sustainability, 11(24), p.7077.

Cullen, K.L., Edwards, B.D., Casper, W.C. and Gue, K.R. (2019) ‘Employees’ adaptability and
perceptions of change-related uncertainty: Implications for perceived organizational support, job
satisfaction, and performance’, Journal of business and psychology, 29, pp.269-280.

Kimhi, S. and Oliel, Y. (2019) ‘Change management and organizational performance in selected
manufacturing companies in Anambra state, Nigeria’, The International Journal of Social
Sciences and Humanities Invention, 6(05), pp.5437-5445.

Królak, M., Górska-Warsewicz, H., Mądra-Sawicka, M., Rejman, K., Żakowska-Biemans, S.,
Szlachciuk, J., Czeczotko, M., Kwiatkowski, B., Zaremba, R. and Wojtaszek, M. (2022)
‘Towards sustainable innovation in the bakery Sector—An example of fibre-enriched
bread’, Sustainability, 14(5), p.2743.

Leksono, A. and Yulianti, P. (2022) ‘Analysis of Effectiveness of Change of Training Program

with Adkar Approach (Awareness, Desire, Knowledge, Ability and Reinforcement)’, Jurnal
Multidisiplin Madani, 2(10), pp.3807-3812.

Mansaray, H.E. (2019) ‘The role of leadership style in organisational change management: a
literature review’, Journal of Human Resource Management, 7(1), pp.18-31.

Mouazen, A.M. and Hernández-Lara, A.B. (2023) ‘Successful Implementation of “ADKAR”

Change Management Model in SMEs: The Role of Transactional and Transformational
Leadership Styles’, The International Research & Innovation Forum (pp. 27-39). Cham:
Springer International Publishing.

Paramitha, T.A., Tobing, D.K. and Suroso, I. (2020) ‘ADKAR Model to Manage Organizational
Change’, International Journal of Research Science and Management, 7(1), pp.141-149.

Shaposhnikov, I., Kosovan, A., Vedernikov, A., Sergeev, S. and Tagiev, N. (2023) ‘How bakery
industry is changing to comply with new consumer trends on sustainability and eco-
consciousness’, BIO Web of Conferences (Vol. 64, p. 01015). EDP Sciences.

Shepherd, M.L., Harris, M.L., Chung, H. and Himes, E.M. (2014) ‘Using the Awareness, Desire,
Knowledge, Ability, Reinforcement Model to build a shared governance culture’, Journal of
Nursing Education and Practice, 4(6), p.90.

Skerritt, K. (2017) ‘Organisational development (OD) and change’, Key Concepts in Human
Resource Management, pp. 200–205. doi:10.4135/9781446251355.n39.

Thekkekara, J.V. (2023) ‘Change Management: A Survey of Literature in View of Analysing the
Advantages of ADKAR Model’, RGUHS Journal of Allied Health Sciences, 3(2).

Wong, Q., Lacombe, M., Keller, R., Joyce, T. and O'Malley, K. (2019) ‘Leading change with
ADKAR’ Nursing management, 50(4), pp.28-35.
Slide 14: Ending Salutation