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MNG91215 Organisational Change And Development

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MNG91215 Organisational Change And Development

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Course Code: MNG91215
University: Southern Cross University

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Country: Australia


Provide an introduction and background to the change

Briefly explain the nature of the organisation, the industry, and the extent to which the change involves incremental adjustment or trasnformational change and the organisation’s response.

Pressures to change

In regard to your organisation identify a range of environmental factors propelling it towards change, as well as issues internal to the organisation pushing it towards change. Which factors do you believe to be the key drivers’ of performance over the next five years and why (e.g., technological innovation, entry by new competitors, mergers, competition for key staff)?

Diagnostic tools/models

Select one diagnostic tool/model to assess and analysis your organisational change example. Which is the most attractive/helpful and why? To what extent does your image(s) of change influence which diagnostic tools you would be most comfortable using or see as most relevant?
Writing the Case Study
To learn from a case study analysis you will be ‘analysing, applying knowledge, reasoning and drawing conclusions’ (Kardos & Smith 1979). Stages essential for analysing and writing a case study report may include:

What is the context/background of the case study?
What appears to be the problem (issues/risks etc.) inherent in the case?
What tools will you use for your analysis?
What else do you already know about this situation or this type of problem?


Today innovation and change have become an increasing key parts of the business life. This is due to the fact that the organisations now struggle hard to keep a pace with the changing nature, tastes, the product life cycle and the global competition. Organisational change refers to the process by means of which the organisation move from their current state to some intended future state in order to increase the effectiveness (Grant 2014). When the system of an organisation gets disturbed through some internal and external forces, the change frequently takes place that influence the overall working environment of the organisation. This paper is going to elaborate on diagnosing the change in the company named- Powerlink Queensland. A range of diagnostic tools could be applied for managing a change in an organisation. One of those tools has been used here to assess the organisational change in this organisation.
Background and Introduction to the change
– Nature of the organisation
Powerlink Queensland is a government owned organisation based in Queensland, Australia. They supply electricity transmission network solutions to almost four million of Queenslanders (Laugier, Devatine and Jouglard 2014). It is one of the most trusted, safe, experienced and reliable electricity connection network teams in Australia. They transport very high voltage of electricity that are basically generated at the major power stations all through the transmission network in order to deliver the electricity all around the Queensland. Recently, it has undergone the organisational change of Reorientation.
– Nature of the Industry
Powerlink Queensland belongs to the energy industry (Powerlink.com.au, 2018). The energy industry is the wholeness of every industries that are involved in the sale and production of the energy, comprising of the work of fuel extraction, refining, distribution and manufacturing (Cioanta and McGhin 2015). In particular, this industry includes the petroleum industry, the gas industry, the electric power industry, the coal industry, the renewable energy industry, the traditional energy industry etc. In other words, it can be said that the energy industry is that category of stocks which are related to the supply and production of energy.
– Extent to which the change involves incremental adjustment or transformational change
The incremental change refers to the change that takes place when an organisation or industry is in equilibrium. This type of change builds on the things that have been already accomplished and have the flavour of continual development. On the other hand, the transformational change occurs during the time of disequilibrium (Hullender et al. 2015). It involved one-step function change and breaking away from the past. The change of reorientation refers to the process of redefinition of a company. Such change is very proactive and is basically initiated as an outcome of transformational force in an industry. It takes place in order to ensure that the organisation would survive in the near future and is done for becoming the pioneers in taking steps before taking any other organisation in the very industry.
– Response of the organisation
There was a sense of urgency created among the leaders and the managers for pushing forward with the organisational change of reorientation. A luxury of time was afforded by them after anticipating the external events which might require the changes. It involved significant redirection of the organisation and are often put in terms of emphasizing continuity with the values of the past.
Pressure to change
An organisational change takes place because of the pressure from both the internal and external factors and forces in the very organisation.
– Environmental factors behind the change
There was a formation of cultural clash within the different organisations in the same industry after the government of Queensland have merged the five state owned power companies (Chester 2015).
– Internal issues

Workforce- The nature of the workforce was changing gradually. It was been observed that there was difference in the work values expressed by the different generations.
Managerial personnel- The old managers were replaces by the new ones because of promotion, transfer and retirement.
Management structure- Change was necessary because there was a lacking or deficiency in the prevailing organisational process and arrangements. There was a lack in coordination and communication among the different departments, lines and staffs of the organisation. Also, there was lack of uniformity in the policy decisions.
Avoiding the developing inertia- There was a developing inflexibility or inertia in the organisation.

– External issues

Mergers- Because of merger, there was a sense of cultural clash within the organisation after the government of Queensland have merged the five state owned power companies.
Technological Innovation- There was a change in the use of technologies in the organisational environment as well as the other organisations were adopting new technologies and therefore, the competitive position of Powerlink Queensland was getting weaken and less cost effective.
Social changes- There was a change observed in terms of aspirations among the staffs, their needs and their ways of working. There was an international impact because of new information sources.

Diagnostic tools or models
The model that has been used in order to assess and analyse the organisational change include the Star Model. This is because of the fact any organisation is said to be effective only when the five components of the organisational design are in an alignment. These five components are strategy, structure, later capability and processes, people processes and the reward systems (Ouazzani et al. 2016). The PESTEL framework is also been used in order to assess the external environment for the industry or the company in terms of six different factors ranging from political, social, economic, legal, environmental and technological. This image of change provides an insight into the different trends in context to the external environment which has to be taken into account.
Hence, from the above discussion it can be said that Powerlink Queensland provides electricity supply solution in the area of Queensland. It has been recently experienced an organisational change of reorientation of the company. There was much pressure from the side of environmental, internal and external components of the organisation that have resulted in this change to take place. PESTLE framework and Star Model has been used to assess and analyse the organisational change.
Chester, L., 2015. The privatisation of Australian electricity: Claims, myths and facts. The Economic and Labour Relations Review, 26(2), pp.218-240.
Cioanta, I. and McGHIN, C., Sanuwave Inc, 2015. Apparatuses and methods for generating shock waves for use in the energy industry. U.S. Patent 9,057,232.
Grant, A.M., 2014. The efficacy of executive coaching in times of organisational change. Journal of Change Management, 14(2), pp.258-280.
Hullender, R., Hinck, S., Wood-Nartker, J., Burton, T. and Bowlby, S., 2015. Evidences of transformative learning in service-learning reflections. Journal of the Scholarship of Teaching and Learning, pp.58-82.
Laugier, M., Devatine, L. and Jouglard, J.P., 2014, May. RTE and live substation work at powerlink queensland. In Live Maintenance (ICOLIM), 2014 11th International Conference on(pp. 1-8). IEEE.
Ouazzani, R.M., Salmon, S.J.A.J., Antoci, V.L., Bedding, T.R., Murphy, S.J. and Roxburgh, I.W., 2016. A new asteroseismic diagnostic for internal rotation in γ Doradus stars. Monthly Notices of the Royal Astronomical Society, p.stw2717.
Powerlink.com.au. 2018. Powerlink | Connecting Queenslanders. [online] Available at: https://www.powerlink.com.au/ [Accessed 16 Jul. 2018].

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