Q1

Organization change is definite

Basing on the case study, Richard Murphy is appointed as marketing
director in Biscuit & Co. company. The company is well established
and founder of Eastern Gareth. The company background is
inheritance of tradition family business and operation-oriented
business model. The organization culture of Biscuit & Co.
.
The challenges of Richard Murphy is facing dilemma between the
organization members are his proposal for changes to launching
new product development to compete with giant players in the
market.
The dilemma occurs the structural
Planned organization changesDilemma
- Organization culture
o Organization structure
o Power structure CEO John Southgate , Andrew Eastern,
MD, son of Eastern Ga
o Strong culture people do thing becauase of high
loyalty employee, even they have idea but rarely
challenging the organization thinking.
- Organizations uncertainty of avoidance is high, resistance to
change, formalized system,
- Loyalty and long term service
According to Kim Cameron and Robert Quinn (1999) conducted
research on organizational effectiveness and success. Competing
values produce polarities like flexibility vs. stability and internal vs.
external focus. These two polarities were found to be most
important in defining organizational development. As changes
agent, Richard Murphy has to aware of this cultural factors. The
Biscuit & Co. has Clan culture (internal focus and flexible) - A
friendly workplace where leaders act like father figures. This is can
be seen the relation between Andrew Eastern and Peter Smith,
operational director are best friend. They are long-standing
employees including Finance and Operation; the conflict of interest
emerged between Andrew Eastern and Muphy. The consequence
effected to Murphys development process that he could not
execute his plan without support by key leaders in Biscuit & Co.

From what we can see the challenge of Murphy is transformed the

organization culture to his preferred way that would be the
Adhocracy culture (external focus and flexible), a dynamic
workplace with leaders that stimulate innovation. The external focus
on marketing & sale strategy is Murphys change plans with internal
hybrid mode of flexibility of production capability and readiness to
support the Sale and market according to market assessment to
develop the product that suits to what market demand.
-

Challenges

-NPD- healthy product

-Customer survey- client feedback
-promotion and marketing campaign
-influencing stakeholders

Diagnosis the cultural change with the organization is essentially

required where the new organization strategies take part to
transformation on certain particular drastically changing the current
situation to expected situation. Significantly, the
One of diagnosis theory could be applied by using Force field
analysis
Organizational Strategies
A common OD approach used to help organizations negotiate
change, i.e. action research, consists of four steps.
1.Diagnosis Helps organization identify problems that may interfere
with its effectiveness and assess the underlying causes
Usually done by OD enlisting the help of an outside specialist to
help identify problems by examining its mission, goals, policies,
structures and technologies; climate and culture; environmental
factors; desired outcomes and readiness to take action.
Usually done through key informant interviews or formal surveys of
all members.
2.Action planning Strategic interventions for addressing diagnosed
problems are developed.
The organization is engaged in an action planning process to
assess the feasibility of implementing different change strategies
that lead to action.

3.Intervention Change steps are specified and sequenced, progress

monitored, and stakeholder commitment is cultivated.
4.Evaluation Assess the planned change efforts by tracking the
organization's progress in implementing the change and by
documenting its impact on the organization

Managing Culture Change

Edgar Schein proposes a conceptual model for culture change (chapter
17). The most important takeaway is this : change creates learning
anxiety (leaving what we know to something we dont). This learning
anxiety can be fueled by any of the following (valid) reasons : fear of
loss of power/position, fear of temporary incompetence, fear of
subsequent punishment, fear of loss of personal identity and fear of loss
of group membership. The higher the learning anxiety, the stronger the
resistance and the defensiveness.

Change agents must draw on Survival Anxiety (what will happen if we

dont do anything) to unfreeze the situation and make sure that Survival
Anxiety is greater than Learning Anxiety. This is similar to the Burning
Platform of Darryl Conner or the Sense of Urgency of John Kotter. In
order to achieve this, it is strongly recommended to lower Learning
Anxiety in a view to create psychological safety, doing the following :
communicating a compelling vision,
formal training,
involvement of the learner,
informal training of groups,
practice fields coaches and feedback,
positive role model,
support groups in which learning problems
are discussed and consistent systems and structures with the new way
of thinking and working.
The only way to overcome resistance is to reduce the learning anxiety
by making the learner feel psychologically safe.