B. Glory Corporation Berhad (GCB) was incorporated in 1990 and now is a leading engineering and...

 

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B. Glory Corporation Berhad (GCB) was incorporated in 1990 and now is a leading engineering and environmental consulting firm in Malaysia. The company is principally involved in providing environmental consulting, sewerage and wastewater management, laboratory testing services, water resources, and water supply engineering. The industry is highly competitive, and innovation is a key to winning the competition. GCB just appointed a new Chief Executive Officer (CEO), Mr Andi Hakim. He is an open-minded person, innovative and collaborative, and well-known as a corporate leader who has visionary leadership. In the first meeting with GCB's management, he pointed out that GCB need to make a few changes to stay as a market leader. Businesses and technological forces require organisations to manage change and make decisions more quickly than ever before, particularly now GCB's operation has also been negatively impacted due to the COVID-19 pandemic. According to him, GCB is under much pressure to ensure its business model fits the changing requirements. Digitalisation, globalisation, automation, analytics, and other change forces will continue to influence the industry. Hence, GCB needs to act fast to compete with other companies. GCB's organisational structure is hierarchical, its decision making is often slow, and its management style is bureaucratic. Recently, GCB's has lost some business opportunities due to slow decision making. Many of GCB's employees belong to trade unions, and there is usually much resistance to any new initiatives or changes to working arrangements. Mr Andi wants to change the GCB's culture and is interested in transforming the company into an agile organisation. Mr Andi believes that agility is a driving factor to success in this industry. He explains that organisational agility is the capability of a business to adaptive, flexible and creative through a changing environment. To follow the agile philosophy, GCB needs to change its organisational structure and bureaucratic culture. GCB must have a clear vision and share it with employees, customer centring, emphasise teamwork, use new technology, and promote open and transparent communication in an agile environment. However, his proposal was not well received by senior managers and other employees as they felt threatened by the new organisational structure and were unclear about agile philosophy. The Board of directors asks Mr Andi to prepare the report to explain the change management he wants to implement. REQUIRED: (a) Explain TWO (2) external and TWO (2) internal triggers that have prompted GCB to change to an agile organisation. (4 Marks) (b) Advise Mr Andi on how GCB can manage change successfully using Kotter (1996) change leadership approach. (8 Marks) (c) Suggest Mr Andi THREE (3) ways to overcome employee's resistance. (3 Marks) B. Glory Corporation Berhad (GCB) was incorporated in 1990 and now is a leading engineering and environmental consulting firm in Malaysia. The company is principally involved in providing environmental consulting, sewerage and wastewater management, laboratory testing services, water resources, and water supply engineering. The industry is highly competitive, and innovation is a key to winning the competition. GCB just appointed a new Chief Executive Officer (CEO), Mr Andi Hakim. He is an open-minded person, innovative and collaborative, and well-known as a corporate leader who has visionary leadership. In the first meeting with GCB's management, he pointed out that GCB need to make a few changes to stay as a market leader. Businesses and technological forces require organisations to manage change and make decisions more quickly than ever before, particularly now GCB's operation has also been negatively impacted due to the COVID-19 pandemic. According to him, GCB is under much pressure to ensure its business model fits the changing requirements. Digitalisation, globalisation, automation, analytics, and other change forces will continue to influence the industry. Hence, GCB needs to act fast to compete with other companies. GCB's organisational structure is hierarchical, its decision making is often slow, and its management style is bureaucratic. Recently, GCB's has lost some business opportunities due to slow decision making. Many of GCB's employees belong to trade unions, and there is usually much resistance to any new initiatives or changes to working arrangements. Mr Andi wants to change the GCB's culture and is interested in transforming the company into an agile organisation. Mr Andi believes that agility is a driving factor to success in this industry. He explains that organisational agility is the capability of a business to adaptive, flexible and creative through a changing environment. To follow the agile philosophy, GCB needs to change its organisational structure and bureaucratic culture. GCB must have a clear vision and share it with employees, customer centring, emphasise teamwork, use new technology, and promote open and transparent communication in an agile environment. However, his proposal was not well received by senior managers and other employees as they felt threatened by the new organisational structure and were unclear about agile philosophy. The Board of directors asks Mr Andi to prepare the report to explain the change management he wants to implement. REQUIRED: (a) Explain TWO (2) external and TWO (2) internal triggers that have prompted GCB to change to an agile organisation. (4 Marks) (b) Advise Mr Andi on how GCB can manage change successfully using Kotter (1996) change leadership approach. (8 Marks) (c) Suggest Mr Andi THREE (3) ways to overcome employee's resistance. (3 Marks)

Answer rating: 100% (QA)

a External Triggers Market Competition The highly competitive nature of the industry coupled with rapid technological advancements demands that GCB stays ahead of the curve to maintain its market lead... View the full answer