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Ten Change Perspectives Regarding The Nature Of Change

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3. Change Management Strategy
Graetz et al. (2011) has listed ten change perspectives regarding the nature of change. PayStay system and business concept is identified as rational perspective. It requires management change focus to be on product strategy and planning. As the nature of change has to be directed and planned. The strengths of this type rational perspective are that it strongly emphasises controllable aspects of change and management and it tends to ignore external pressures.
3.1 Change Agenda
Carloppio et al. (2005) stated there are two type of change event: planned change and unplanned change. The change agenda would be preparing for change and planning for change events being introduced in below section.
The scope of changes …show more content…

As stated by Miller (2002), a key determinant of implementation success is personal change adaptability. Adaptability is the ability of individuals to navigate change successfully, and this would impact on whether the change successful or not. The change strategies will evolve on focusing the characteristic of the following to have the individual commitment for successful change.

At the Section 3.3 Change Implementation Stage 1, the drivers in the change implementation within organisation identified for PayStay are department managers. They themselves need to understand the rational and critical of the case for the need of change, and agreeing the plan and be willing to devote time and energy to develop it and communicate to it department staff.
At Section 3.3 Change Implementation Stage 2, department managers then identify highly adaptability resources in the department as a pioneer to participate in the leading the change within the internal department to initiate the change.
Sirkin et al. (2005) has also determined four factors lead to success transformation initiative are Duration, Integrity, Commitment and Efforts …show more content…

(2006) found that the first step in any change initiative must be to assess the level of agreement in the organisation along two critical dimensions:
• The first is the extent to which people agree on what they want
• The second dimension is the extent to which people agree on actions that will lead to the desired outcome
Hence the conditions for DCA to successfully execute change implementations are:
• R&D department staff are motivated by the challenge to successfully deliver the product within 9 months
• R&D department staff has to view Finance staff member as consultant and not accountant because they will be advising business rule on the Auto Pay Model. Teamwork and collaboration between inter-department has to be promoted and developed by having regular meeting to align the product goal
• Finance department has to grow existing staff skills to face customer as existing member only take care of internal transactions within the company. Alternatively, hire experience customer facing finance personnel to take up the responsibility.
• IT department staff are more towards clear role definition so the used of coercive power and negotiation with staff are important to align vision of delivering the complete solutions to

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