A CASE STUDY ON CHANGE

MANAGEMENT AND CHANGE PROCESS

BY
NAME – ABID HUSSAIN
ROLL NO – 1419MBA01
BATCH – 2019-21
SPECIALISATION - FINANCE
CONTEXT
Background Information About The Concerned
Organisation
Current Dilemma or Issues
Methods Along Elements Of Change
Outcomes of the change
Concluding remarks
Background Information
Truelocal is an Australian online business directory
service website founded by News digital Media (NDM)
in 2005. It employees over 150 staff.

The industry it operates in, digital media, is one of the

fastest growing and changing environments globally.

Organisational change is defined as organized and

systematic application of knowledge, tools, and
resources of change that provide organizations with a
key process to achieve their business strategy.
Basic Dilemma
As the world deviate to the “Digital info age” consumers
demanding for online media in Digital format therefore the
demand for printed media ultimately decreased.
This case study reviews the change that occurred in
Truelocal when almost the entire senior management staff
including the CEO were replaced.

OBJECTIVES OF CHANGE
Truelocal needed to regulate its culture, values and structure
with the parent company(NDM) to meet its strategic goals
that is increase in productivity, growth and culture for
becoming the number one provider of online information in
Australia.
Methods along elements of change
Truelocal changed the culture to improve the
efficiency of the employees and make accountable and
responsible one.
The company managed also recruited new managers
with high performance and experience in
organisational transformation and have worked at
their competitor company.
These managers are often referred to as change agent.
A change agent are people or groups having enough
power to stimulate, facilitate the change.
Some of the planned changes that took place were:
 Structure – Vertical and bureaucratic structure has been
changed to horizontal structure while roles were
redefined by definition, job title, and remuneration.

 Task – Most of the job were redesigned with increased

responsibility and accountability, less control and more
freedom and recognition.

 People – Development of recruitment and selection

process by advertising formal job vacancies on
organisation’s intranet(within the organisation) and
incentives for staff.
Culture – Cultural values and beliefs were adopted and for
which staffs are rewarded when they show these values.
These cultures include change in casual attitude towards
dress requirement, starting and finishing times, breaks etc.

Strategy – Management operations and planning, product

change were clear up at monthly and quarterly meetings by
department managers and CEO meetings regularly.

 Performance appraisal review of the staff

 Rewards and remuneration given to the staff as per
their achievements.
 Recognition were created like “employee of the month
award” to the highest achiever.
Objectives – Specific performance targets were set allowing staff
to earn a higher commission by overachieving the set target,
recognitions and prizes to increase motivation.

Purpose – Both the CEO and the parent company made

organisational goals clearly communicated vision and clarify
progress regularly. Recognition was also given to the departments
and business units who are contributing to the overall success of
the organisation.

These changes were managed by senior staff using a combination

of change strategy approaches that include a forced approach of
top down command, one way communication, coercive reward and
punishment approach, rationalised approach etc.
Outcome Of Change For The Concerned Organisation
And The Employees
Truelocal successfully achieved its goal of growth,
productivity and change in culture.
Truelocal’s sales department recorded a growth rate of
15% per full time employee (FTE).
 Many employees lost their jobs because of the
unplanned changed that take place.
Results of cultural change
The employees now becoming aware about the
responsibility and accountability, as well as the company
also empowered the employees to give better
productivity.

Clearer and faster communication channels enabled staff

to work more efficiently along with improved technology.

People collaborate in teams with increased spontaneous

communication.
Concluding remarks/Developing Alternatives
Alternative 1:
As many staff lost their job in the change process, If
the management could have clearly communicated the
reason behind the change required in the organisation
so that recruitment of new staff would not have been
required and the company could increases it growth
and productivity with their experienced staff.
Why The Change Is Required?
This key question must be clear to every employee
involved in the change process.
Alternative: 2
The company must have took the advice of some an
internal or external consultant before implementing
change so that it could be much easier for the company
to go for the change process.
Thank You