Change Management Assignment: Organizational Change within XYZ Bank of Taiwan

Question

Option 1: At the beginning of answering the questions, set up the change project scenario so that you don’t have to repeat the same ocganisation/business situation in each answer thus saving words. Then link each subsequent answer to the o’ganisation/business situation you described in the beginning. This option will only be viable if you are giving all the examp4es from one change project.

Topic 5: ive an example of an organisational change that you have experienced perhaps as a manager of change or an employee working with a change or as a business owner. How would you describe the readiness or willingness to change in that change situation? Discuss and analyse the approach taken to creating readiness to change. What (if anything) could have been done differently in creating readiness to change? Explain.

Topic 6- Diagnosing is a central activity in managing change. Thinking of an example of organisational change, describe whether you think a problem-centric or dialogic model of diagnosing change was used. Justify why you think et was one or the other.

Topic 10: Communication is a key process and a core skill in the management of change. Give an example of a change protect that you have been part of. Was the change planned or unplanned? Critically analyse the Communication style used by a change leader/change agent. Was this style appropriate for the context? If appropriate justity the communication style if not appropriate,Suggest how it Could have been improved.

Answer

Option 1: Organisational Change within XYZ company

As observed by Al-Ali, Singh, Al-Nahyan, & Sohal (2017), the NCR Corporation which is the international leaders in the technologies of consumer transactions, has announced that the XYZ Bank of Taiwan, is the first commercial banking corporation in the country, that is providing the personalized ATM (Automated Teller Machine) Transaction through utilizing the NCR software that is, APTRA connection. This connection software will help the bank by providing support to its programs of target marketing and simultaneously will help in enhancing the customer experience. The XYZ bank is considered as the fourth-largest deployer of ATM service in Taiwan with having more 1,900 ATMs and is working with NCR corporation which has a partnership with Perishing System Corporation which is the famous technology reseller of Taiwan. The XYZ bank is also in the urge of planning for extending the contemporary features within its entire ATM’s service and network gradually.

However, as stated by Altamony, Al-Salti, Gharaibeh, & Elyas (2016), the NCR APTRA software is the next-generation system of management, which combines the data from self-service or associated banking devices of the multiple types with the business as well as the commercial data that is related towards the network. Thus, this feature helps the XYZ bank for recognizing their customers along with displaying the personalized message. The customer can customize the menu of their ATM service through pre-selecting the choice able transaction options which may involve their common cash withdrawal amounts, bank transfers, bill payments, and it results in fewer screens for navigation that helps in saving time being 33% faster than the old transaction styles. Thus, this benefits the bank for capturing the marketing messages and the responses of the customers. Hence, the XYZ bank offers its customers with the available online banking services on the ATM-like bill payments, telecom bills, donation, broadband payment and more (Butt, Naaranoja & Savolainen, 2016). Hence, this makes the system efficiency as well as the minimal cost that increases customer satisfaction and loyalty.

Topic 5: For staying competitive in the banking and finance market, the XYZ bank has adopted the technological transition within the operations and management of their banking service. As the demand of the customers are constantly rising for more tech-savvy services and the connectivity among the popular apps of financial management and their main bank accounts, and thus it finally forces the banks like XYZ bank of Taiwan to adopt the technological settings which may make their customer experience more satisfying. Moreover, there is the impact of the AI (Artificial Intelligence) and Automation that are continuing to be felt upon the banking sector and are increasing their tension for business. However, there is certain fall back of adopting the technologies within the banking sector as these are dramatically changing the banking jobs and also the skills required for doing them (Day, Van Niekerk & Okumus, 2017).

The employees within the banks are not able to get accustomed to the changes as it may make the transition within the banking operations and the management of the services which the employees of particular designation handle. Thus, most of the older age employees were not at all ready for this innovation that was to be made, as there was a discomfort for them to easily adapt to those. However, on the other side, the young employees are in real excitement to get indulged with the innovation and tech-savvy environment. However the banks need people who need to design theses AI engines, test them and oversee them and thus, they need to manage the employees for doing these jobs, and hence, they also need to recruit the individuals who are experts in AI and Software systems (Domingues, Lozano, Ceulemans, & Ramos, 2017). Thus, this had even increased the tension among the existing employees for the fast adoption of the technology, or else it might create problems for them and the organization can feel these employees are of no use and can start deploying the older one and employing the new ones.

The XYZ bank of Taiwan adopted the readiness to change theory and thus, it adopts certain approaches for increasing the readiness of the people towards the change such as:

• Sharing the vision: The bank must make the employees understand the essence of the change that is coming and how much it is important. Hence, it might craft the vision and communicate it for the changes that would help the teams for observing the changes in reality which are not just wishful thinking. Thus, this will helps the individual to evidence the accountabilities and processes within the banking company that is changing imminently as well as which are for a longer time. As opined by Gerbec (2017), this vision provided by the organisation will help the employees as the source of inspiration as it will assist them to visualize the things that will happen after the change occurs.
• Frequent communication: This is the form of face-to-face conversation, email communication, team meeting, PPT presentation, and discussion that helps the team and staff to understand the upcoming changes within the operation and management of the organization and thus, improves the transparency. This provides opportunities for the individual to question for their doubts, understand them again and provide feedback if they think of any necessary transitions. As argued by Hussain et al., (2018), only telling the employees about the changes coming are very much information but it doesn't prepare them for the changes. Thus, there is a benefit from hearing the message through frequent communication as it provides an ample amount of time for developing a deeper understanding regarding the change.
• Determining the needs of training: The technological changes which are being implemented within the XYZ bank of Taiwan are sizeable and complex, which makes it clear that the employees don’t possess the skill or knowledge for dealing with it. Thus, the most valuable way of preparing the team for the organizational change is by determining the kind of training which is needed for the employees that can help them to better cope up with the changes and approach to it successfully. Thus, the banking organization can develop its leadership capabilities for helping the individuals in effectively managing themselves or the training of skill development within the areas of teamwork and communication skills or management of time (Imran Rehman, Aslam & Bilal, 2016). Thus, the organisation can implement the training opportunities, which will help the individual in effectively approaching the changes before this happens.

However, from the above-mentioned approaches for the readiness of changes, the bank could have also implemented certain other approaches that would have been more effective in creating the changes readiness such as,

• Creating opportunities for the two-way feedback
  As argued by Jayatilleke & Lai (2018), the frequent communication about the changes happening within the organization should not be one-sided. Thus, the two-way feedback must be applied within the organization that will provide the individuals with the platform for expressing their concerns that will help the XYZ bank to add up the clarity along with resolving the confusion. It also helps in reducing the individuals fear or anxiety about the changes coming as they will learn the ways their role will help in effecting the change management. Thus when the individual observed that they are getting the chance of discussing the concern for their upcoming changes and they could find their fellow mates who will act as their support system. Thus this will include, virtual or in-person brainstorming sessions, group sessions, team off-sites that will help the teams in discussing and resolving the concerns.
• Designating the change champions
  As opposed by Lozano, Nummert & Ceulemans (2016), despite assuming the executive or team leaders as the ones who can assist the team to get prepared for the organizational change, rather than that it will help identify others within the team who could make the effort for driving and champion the change. Thus, the banks should embrace the individual with ideal action and behaviour along with being excited about the change to happen and will help the bank to champion the change. Hence, these can be the peer leaders who will lead the change an will set as the tone for embracing the transition.

Topic 6: The change, which has been implemented within the XYZ bank of Taiwan is diagnosed properly by its management. Thus, the bank has applied the problem-centric model that sees the change being rationally controlled and an orderly procedure. In contrast to the Dialogic model that is the structured planning and the implementation of the stakeholder’s dialogue, the Problem Centric model is the systematic approach for the data gathering as well as the rational interpretation. As evidenced by Matthews, Love, Mewburn, Stobaus&Ramanayaka (2018), this model identifies the three prime principles such as,

• The diagnosis focuses upon the environmental analysis along with an alignment of the organizational design system as well as the assumption of these systems could respond to the analytical outcomes within adequate time and ways.
• The system is synchronized as well as aligned as the change is one of the parts within the system, which will influence the other parts.
• This diagnosis seeks to find out the capability of the system that can be optimized.

Therefore, the Problem centric approach is subscribed to the Cartesian ontology, as it helps the bank to observe the change as the objective phenomenon as well as concentrates upon the gathering of the objective data for identifying the changes along with developing the response. Hence, as expressed by Morin et al., (2016), the model of problem-centric approach is much like the Cartesian model, which follows the linear as well as the rational approach for the change diagnosis as well as the change management. Moreover, there are certain benefits of the problem-centric model, which can facilitate the bank for adopting the technological changes within their banking services such as,

• The data gathered are quantitative and objective. It does not leave any room for the corruption or interruption within the change management process.
• The decision taken for change management such as the adoption of the technological change can be made very quickly as well as the action is taken, as there will be fewer key players within the process.
• With adopting the problem-centric model, the process of change becomes predictable as well as stable for increased comfort. This will help in bringing the certainty firm the stakeholders' groups of the organisation (Rosenbaum, More & Steane, 2018).

Thus, both the model like the Problem centric model and dialogic model facilitates the change management that will help in changing the ways within which the organization will view or approach for implementing the changes. However, in contrast, to the dialogic model, the banking organization will be keen toward the problem-centric model as it will help in implementing the strategies within the organization. The techniques will appear as the one that will help in seeking the observation as well as solving the particular issues within an organization through the use of the other models which has been solved and thus, the employees will be ready to accept the technological changes that will come in their further way (Schuh, Gartzen, Soucy-Bouchard, &Basse, 2017).

Topic 10: The change that had occurred within the XYZ bank of Taiwan is the implementation of the technological change that is the application of NCR APTRA connection within their ATM service. However, the organization had planned for the change very efficiently as it was continuously observing the changes in the behaviours of their client who need technological advancement of the banking facilities. The customer of the bank had been searching for the tech-savvy innovation, which could connect them with creative banking facilities and could help them to save their time. Thus, by knowing about the needs and wants of their customers, the bank planned for the technological change within the service operation and management. Thus, they came up with the APTRA connection software within their Automated Teller Machine that would help their customers to pre-select the regular and monthly transaction such as house mortgage, payment for the credit card, cross-bank transfer process as well as the cash withdrawal in just a few click (Stouten, Rousseau, & De Cremer, 2018).

Thus, the bank has required to plan for the changes they want in the company as this kind of change needs lots of capital as well as the support of its employees and the management. Hence, the bank had to adapt to the approaches first, for making the individual get ready about the changes that are to be made, and then they had implanted innovation and technology upon their operational services. With the changes being planned, the organization was able to determine its priorities such as establishing a tech-savvy team to handle such operations, assessing tiger current technological ground, outlining the budget they want to apply this innovation, researching the tech vendor and considering the additional training. Thus, if the bank would have taken the step without any planning then it would have been a big flop for the organisation as they would not have been able to determine the priorities they need to apply.

In support of the change management occurring within the organization, the change management leaders of the XYZ bank are utilizing a ceratin communication style for implementing the change within the company such are as follows,

• Utilizing a variety of communication means: Even if the company is adopting the technological change, the change leaders within the organization are still using the face-to-face discussion that remains the most effective and powerful communication method. To this end, it will be imperative for finding the ways possible for meeting either in the small groups or within one to one sessions that involve the target of change. Thus, certain face to face communication methods is a small group discussion, face to face meetings, team meetings, video conferences, ficus groups or hotlines (Van Rossum, Aij, Simons, van der Eng, & ten Have, 2016).
• Using of target-specific communication: The target groups within the organisation for the change management process needs to be considered differently. The things that are changing or not changing for the group, the kind of language, and instance that resonate with the group, the frame for a reference regarding those targets are needed to be addressed by the leaders. Hence, all the communication should address two of the important questions from the target's viewpoints such as What in it for me? and what does this mean to me?. Thus, this is needless to say that the distinguished target groups would have different answers to these questions, and thus, this will help the leaders to address their concerns and implement the change management.
• The communication style adopted by the leaders must be iterative and cyclical and must contain feedback loops for following the target for expressing their feelings and thoughts and this will helps the change leaders to gather the information regarding the potential sources of the change resistance. Moreover, the change leaders should evaluate and monitor the communication for its effectiveness that ensures the banks for achieving their goal of technological change implementation and testing the communication will help in both process and content.

References
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