Module Code: UMODML-15-3_22sep

Module Name: Managing Organizational Change

Student Name: NGUYEN THI KHANH LINH
UWE Student ID: 23051619
Words count: 3065
 CONTENTS
INTRODUCTION.............................................................................................................3

1.1. Organizational change..............................................................................................3

1.2. “Contextual” conceptual framework........................................................................3

FINDINGS..........................................................................................................................3

2.1. Four Questions Method............................................................................................3

2.2 Refection..................................................................................................................11

CONCLUSION................................................................................................................13

REFERENCES................................................................................................................14
 INTRODUCTION
1.1. Organizational change
In the contemporary milieu, the incessant interaction between an organization and its
surrounding milieu is incontrovertible. This connotes that changes within an organization
are ceaseless and permeate every facet of its structure. As expounded by Dawsion and
Andriopoulos in 2017, the perception of change has evolved from being an occasional
occurrence to an inherent component of occupational life. Nevertheless, unregulated
changes can precipitate chaos and counterproductive outcomes. Hence, the administration
and guidance of these changes are pivotal for leadership within any organization. This
research will utilize the Jerusalem Paints Industry (JPI) case to meticulously dissect the
elements influencing organizational change. Additionally, the adoption of the
"contextual" conceptual framework in this realm will enhance comprehension and
provide more profound insights into these changes.

1.2. “Contextual” conceptual framework

The "contextual" conceptual framework, partially inspired by Dawson’s work in 2012,
introduces innovative perspectives by recognizing the impact of unique organizational
circumstances on perception and actions within a complex and dynamic setting. In
alignment with this framework, there is a necessity for detailed mastery in managing
organizational change. Dawson’s methodology (spanning 1994, 2003, and 2012) suggests
examining change processes through three interconnected clusters: the politics of
organizational change, the substance of the change itself, and the culture within which
this change occurs.

FINDINGS
2.1. Four Questions Method
2.1.1. Describe
 Situation
To comprehensively analyze the JPI scenario, it is imperative to dissect the driving forces
behind the change, along with the conditions preceding and succeeding this
transformation for elucidation.
 Before:
JPI is distinguished by its robust performance culture, yielding high outcomes in both
performance and motivation. The founder and CEO's personal values and beliefs have
been instrumental in shaping the workplace's ethos and expectations. These principles,
rooted in Islamic teachings, encompass the concepts of collaboration, trustworthiness,
and integrity. The four core principles include:
Amanah: This Arabic term signifies the moral obligation to adhere to one's
convictions and responsibilities.
Taqwa: This involves acting with the consciousness of divine oversight, ensuring
honesty and respect for the divine.
Shura: This principle advocates for seeking diverse viewpoints and ideas before
concluding.
Itquan: This focuses on continuous personal enhancement and self-driven
development.
The leadership at JPI aimed to integrate these values into the company's operational
philosophy. The practice of Shura, for instance, is encouraged among employees as a part
of decision-making processes, fostering a culture of collaboration. Similarly, the principle
of Itquan is reflected in the everyday attitude of employees, focusing on performance
improvement and team dynamics. These values, coupled with those associated with
Amanah and Taqwa, have become deeply embedded in JPI's workplace culture.
 Drives of change:
During JPI's transition to a larger, more diverse entity, a significant influx of new
employees introduced varying values and beliefs, diverging from those of the founding
CEO. Additionally, an unforeseen event led to the temporary absence of the founding
executive. An interim CEO was appointed to navigate these changes in a highly
competitive market. However, disparities in leadership and operational styles between the
original CEO and the new leader led to conflicts, as long-standing values and beliefs
began to diverge.
 After:
Subsequent to the induction of new employees and interim CEOs, there was a noticeable
misalignment and divergence in values and beliefs within the organization. The
transformation in leadership catalyzed a shift in organizational culture, further
accentuated by the recruitment of personnel unfamiliar with the erstwhile operational
protocols. The consultant observed a diminished overall motivation among the new
recruits in executing tasks, despite their equal commitment to their responsibilities.
Notably, a shift towards individual-centric work approaches overshadowed the
collaborative ethos and consultative orientation espoused by the founder. Intriguingly,
despite these cultural shifts, the predominant value system within the company remained
anchored by middle managers and employees with over 15 years of tenure at JPI.
Although these longstanding staff members endeavored to transmit JPI's historical values
to the newcomers, the absence of clear leadership support or explicit directives from the
CEO hindered this effort. This dissonance is likely to persist, potentially obstructing the
objective of enhancing the skills and competencies of each employee.
 Task
The disparity between the entrenched beliefs of long-serving employees and the distinct
inclinations of newer staff members has become conspicuous, necessitating careful
consideration. Once this issue was addressed, the consultant succeeded in engaging the
new CEO's attention.

 Action
To address this matter, an external specialist was engaged to identify the root cause of
this discrepancy and to underscore how long-tenured staff and middle management
steadfastly maintain the founding CEO's ideals at JPI.

 Results
The new CEO has developed a more profound comprehension of the significance of
nurturing a specific set of values and beliefs within JPI. He has committed to perpetually
upholding the four foundational organizational values of the company.

2.1.2. Analyze
At JPI, the current scenario is characterized by the emergence of values and beliefs that
are incongruent with each other. This situation is attributable to two primary factors.
Initially, the company's transition from a family-run enterprise to a more expansive and
diverse corporation led to the recruitment of numerous new employees, each bringing
distinct values and beliefs. This influx created a discord between the organization's
longstanding values and those newly introduced. These newer employees often struggle
to adapt to the company’s original culture, tending towards individualism rather than a
collaborative approach. The second factor contributing to this dissonance was the
appointment of a new CEO following the unexpected departure of the former leader. This
shift in leadership brought about changes in the organization's work style and operations,
rendering them incompatible with those of the previous leader. Moreover, the newly
recruited employees were not oriented in the traditional practices of the company, leading
to a cultural shift and a subtle misalignment in the values and beliefs between the veteran
and newer employees. The older employees likely experienced disillusionment due to a
lack of reinforcement and support from the new leadership as they endeavored to instill
the organization’s longstanding culture into the new hires. This situation is expected to
continue and may further hinder the development and enhancement of the skills and
competencies of all employees.
2.1.3. Theorizing
As previously discussed, the "contextual" framework will be employed to analyze JPI’s
case. Key academic concepts associated with this framework include culture, substances,
and politics.
For examining culture, Schein's (1985) theory will be applied, which identifies three
levels of cultural phenomena in organizations: (1) visible behaviors and physical
manifestations (artifacts); (2) values that represent ideals and expectations; (3) the most
profound level, encompassing 'basic assumptions' about interacting with the environment.
 Artifacts:
Founded in Jordan in 1994, Jerusalem Paints Industry initially launched with a duo of
product offerings: an aqueous-based interior wall putty and a cementitious tile adhesive.
In its nascent stages, the firm's production was relatively limited, with only 200 units
being produced. However, over the ensuing decade, JPI witnessed remarkable expansion,
registering an annual growth rate of 30% and augmenting its daily production capacity to
a substantial 200 tons by 2016. JPI's product range is now extensively disseminated
across multiple nations, including Iraq, the United Arab Emirates, Qatar, and Egypt.
Committed to fostering the leadership potential within its workforce, the company
dedicates considerable resources to a rigorous training regimen, with the objective of
cultivating a team that is both enthusiastic and proficient.
 Espoused values:
JPI aspires to ascend as a preeminent figure in the regional paint industry, achieving this
through the provision of superior quality products at prices that are both equitable and
competitive. During the nascent phase of the company, its founders were instrumental in
shaping the conduct and expectations within the workplace. Their influence was heavily
drawn from their own moral compass, deeply rooted in the spiritual and religious ethos of
Islamic teachings. These teachings emphasize core values such as collaboration,
reliability, and integrity. The company mandates a systematic approach where employees
are encouraged to engage in thorough deliberation with their colleagues before reaching
conclusive decisions, in alignment with the Shura principle. This approach is a testament
to the dedication of JPI's founders and leadership in integrating these principles into the
company's operational framework. Additionally, the Itqan doctrine, which advocates for
enhanced performance and teamwork, is integral to the daily professional philosophy of
each staff member. Alongside the principles of Amanah and Taqwa, these values have
become intrinsically interwoven into JPI's organizational culture, reflecting a deep
commitment to these guiding tenets.
  Basic assumptions:
JPI has broadened its values from strictly Islamic principles to encompass a focus on
collective welfare and cooperation within the organization. This evolution is part of a
deeply entrenched culture fostered by JPI staff. Nonetheless, the recruitment of new staff
with disparate ideals and the appointment of new executives have led to a disjointed and
inconsistent organizational culture. Drawing from Ogbona's (1992) theory on culture
change, the modeling behavior of leaders is identified as a pivotal element. The profound
influence a leader's enthusiasm and commitment can have on the cultural transformation
process underscores the pivotal role of leadership. Furthermore, for organizations
aspiring to modify their culture, the recruitment of new leaders is advised, as they are
expected to exemplify the desired changes, with the anticipation that their behavior will
be emulated by others. Consequently, the introduction of new leadership at JPI has
jeopardized the pre-existing organizational culture. Another critical factor is the
information and communication system. Effectively informing staff about the intended
cultural shift is essential. If this communication is not effectively executed, employee
engagement with the new directive dwindles, adversely impacting the success of the
cultural change. In JPI's case, information regarding the traditional organizational culture
was not adequately imparted to new hires, nor were they trained in the conventional
manner. Despite efforts by long-standing employees to integrate new staff into the
existing culture, cultural discrepancies persist due to unidirectional information flow and
lack of leadership reinforcement.

In terms of Substance, as per Balogun & Hope Hailey (2008), the transformation at JPI
represents a revolutionary change. This type of change, characterized by simultaneous
multi-dimensional initiatives, tends to be more coercive and reactive, encompassing
alterations in both strategy and culture. The organizational structure of JPI underwent
significant changes following the unanticipated departure of the previous CEO and the
appointment of a successor. With the induction of new employees and executives who
brought different cultures, beliefs, and leadership styles, JPI experienced a radical shift.
The strategy for change employed at JPI is characterized as both transformational and
charismatic, deemed suitable in contexts necessitating significant alterations due to
environmental dynamics, where the window for stakeholder involvement is constrained,
and where there is an endorsement for profound changes (Dunphey & Stace, 1988). In
alignment with the shifting business paradigm, JPI engaged a considerable number of
new employees. This endeavor garnered support from both the Chief Executive Officer
and the existing workforce, encountering no conspicuous resistance from the newly
recruited personnel. Additionally, according to Dawson and Andriopoulos (2017), the
changes at JPI are characterized as reactive small-scale adjustments. Despite being
changes, these modifications are not aimed at a complete overhaul of the culture.

The transformation of JPI's political context, as it evolved from a value-centric

organization under its founder to a body struggling with new leadership and a
heterogeneous mix of staff values, presents an exemplary subject for in-depth
examination utilizing Buchanan and Badham's matrix model (1999). Initially, JPI's
political ethos was comfortably situated in the quadrant characterized by 'Truth, Trust,
Love, and Collaboration.' In this developmental stage, the founder's influential role
cultivated an organizational atmosphere steeped in Islamic tenets, promoting ethical and
collaborative business conduct. This framework, grounded in four principal values,
functioned as a guiding compass for the entity, providing essential support for its
operational and strategic initiatives, characterized by a universally recognized and
adopted aim. However, the founder's departure and the induction of new personnel,
unfamiliar with these foundational principles, initiated a progressive alteration in JPI's
internal political landscape, shifting it towards the 'Challenged' category within the
matrix. The introduction of varied value systems by the new employees and the interim
CEO created a clash with the established corporate ethos. As a result, the company
entered a 'Power-Assisted Steering' phase, where the objectives and methods of
organizational change became politicized, undermining the previously transparent and
accepted cultural norms. The absence of the founder's guiding ethos led to an identity
crisis within the organization, transitioning it into the 'Negotiated settlements' quadrant.
This change necessitated a reevaluation of JPI's cultural identity, as long-standing
employees, custodians of the founder's values, sought to integrate these with the
viewpoints of the newer staff, in the absence of the unifying force of the original
leadership. This left the organization without clear direction, at risk of cultural
fragmentation. The engagement of a consultant signified a move towards the 'Power-
coercive resolutions' quadrant. The consultant's pivotal role included identifying the
cultural discord and formulating a strategy to reestablish a unified value system. This
critical intervention aimed to use authority to realign the culture, yet it underscored the
importance of blending authoritative and collaborative, consultative approaches in
restoring the organizational ethos. JPI's political evolution during this transitional period
reflects the intricate interaction between organizational culture and internal politics. The
contrast between the founder's embedded values and the subsequent divergence under
new leadership highlights the fragility of cultural ethos amidst change and the essential
role of political savvy in navigating such transitions. This situation emphasizes the
necessity for leaders to not only establish strong cultural foundations but also to ensure
their durability and adaptability during times of change, thus maintaining the
organization's integrity and operational excellence.
2.1.4. Implications
Through the examination of the JPI case, I have extracted several enlightening lessons.
Firstly, it is imprudent to rigidly cling to a predetermined change strategy or incessantly
seek the most efficacious change management methodologies. Change is inherently
complex, and thus the focus should be less on discovering optimal solutions and more on
continuously adapting to change. This involves regularly evaluating practices, monitoring
their effects on employee attitudes and behaviors, and maintaining openness to all
potential innovations. Secondly, the case underscores the crucial role of personal values
and belief systems in leadership dynamics. I posit that if the new CEO wholeheartedly
adopts and exemplifies JPI's established values and culture in his daily conduct, his
influence could mirror the effect the original CEO had on shaping the behavior of new
employees. However, it is essential to consider the perspective of the new CEO, given his
lack of involvement in JPI's foundational stages, its challenges, and most notably, its
Islamic cultural ethos.

2.2 Refection
2.2.1. Analysis
The analysis of JPI was conducted utilizing the "contextual" framework, aiding in the
comprehension of the significance of organizational culture. Additionally, this framework
delineated the magnitude and nature of the changes, enabling an understanding of their
rationale and execution. Although the political aspect wasn't explicitly addressed,
strategies for resolution were suggested. However, this framework is not without its
limitations. Given that changes often intersect, no single set of principles or formulas will
suffice for managing change effectively. Standards will inherently have limitations,
necessitating a flexible approach to change management, irrespective of the presence of a
framework (Dawson and Andriopolous, 2017). In contrast, the "conversational"
framework has played a pivotal role in perpetually facilitating reflection on the change
processes, including problem-solving, decision-making, and communication, engaged by
both the instigators and the beneficiaries of change. This process of reflection yielded
feedback that significantly improved the change process and increased the probability of
its successful implementation (Dawson and Andriopolous, 2017). However, this
framework also has its drawbacks. Its applicability is not universal, being more relevant
in certain contexts than others. Moreover, its reliance on discourse and communication
for facilitating change is inherently subjective and open to interpretation. Therefore, it
becomes evident that each framework possesses unique strengths and weaknesses, and
their effective application to specific scenarios is what renders them beneficial.

2.2.2. Experiences
Reflecting on my personal experience with change, it occurred during my final year in
high school and revolved around a significant alteration in the class structure.
Traditionally, students would remain with their assigned class for three years. However,
in my sophomore year, the school administration decided to deviate from this norm. The
intended purpose of this change was to foster academic diversity among students.
Regrettably, the implementation of this change was flawed, leading to widespread
discontent among the student body. The announcement of this change was unexpectedly
made post summer vacation. My peers and I, accustomed to our existing class setup, were
suddenly thrust into new classes with unfamiliar classmates. We were given no rational
or detailed information about this abrupt shift, leaving us feeling excluded from the
decision-making process. Our inability to contest this decision only compounded our
feelings of helplessness. The abrupt change stirred feelings of anger, insecurity, and
dissatisfaction. Having developed a strong sense of loyalty and organizational identity
with our original classes, this transition threatened those bonds.
Similar to the Jerusalem Paints Industry scenario, the primary reason for the failure of
this shift was inadequate communication, especially a lack of dialogue during the change
process. Carnall (2007) posits that individuals experiencing change require not only
information but also empathy and emotional support from change facilitators, elements
conspicuously absent in both instances. Although the school attempted to facilitate
dialogue through end-of-term surveys, this communication was sporadic and insufficient,
failing to persuade acceptance of the change. My peers and I continued to view the
change negatively, disinclined to recommend the school to others, reflecting, in my view,
the school's diminished reputation.

2.2.3. Learning
Upon examining the Jerusalem Paints Industry case study in conjunction with my own
experiences, it has become evident that cultural factors and communication play a crucial
role in the transformation process. An organization characterized by a robust and unified
culture is conducive to fostering development and expansion. Yet, as change is
inevitable, it is crucial for businesses to ensure that existing cultures do not conflict with
new initiatives. Furthermore, continuous communication is vital during the
implementation of changes. Leaders must engage with employees, allowing them to
understand and feel part of the change processes. Likewise, employees and I require the
freedom to communicate with senior leaders to gain a better understanding of the
transition process, thereby reducing resistance.

CONCLUSION
This research article has not only elucidated the JPI case and the "contextual" framework
but has also, through my personal narrative, critically analyzed the importance of change
factors, offering readers deeper insights into the dynamics of change.
 REFERENCES
Balogun, J., & Hailey, V. H. (2008). Exploring strategic change. Pearson Education.

Boateng, S. A. (2020). Leading Organizational Change. Journal of Education and Practice,

11(33), pp. 5. https://iiste.org/Journals/index.php/PPAR/article/download/54891/56701

Buchanan, D., & Badham, R. (1999). Politics and organizational change: The lived
experience. Human relations, 52(5), pp. 609-629.

CARNALL, C. A. (2007). Managing change in organizations. Harlow, Financial Times Prentice

Hall

Dawson, P. & Andriopoulos, C., 2017. Managing Change, Creativity and Innovation. 3rd ed.
s.l.:SAGE Publications Ltd.

Dawson, P. (1994) Organizational Change: A Processual Approach. London: Paul Chapman

Publishing.

Dawson, P. (2003) Reshaping Change: A Processual Perspective. London: Routledge.

Dawson, P. (2012) The contribution of the processual approach to the theory and practice of
organizational change. In D.M. Boje, B. Burnes and J. Hassard (eds), The Routledge Companion
to Organizational Change. London: Routledge, pp. 119–32.

Dunphy, D. C., & Stace, D. A. (1988). Transformational and coercive strategies for planned
organizational change: Beyond the OD model. Organization studies, 9(3), pp. 317-334.

Ford, J., & Ford, L. (2012). The Leadership of Organization Change: A View from Recent
Empirical Evidence. Advances in Developing Human Resources, 14(3), pp. 402–417.
https://dx.doi.org/10.1108/S0897-3016(2012)0000020004

Ogbonna, E. (1992). Managing organizational culture: fantasy or reality? Human resource

Management journal, 3(2), pp. 42-54

Schein, E. (1985). Organizational Culture and Leadership. 2nd ed. San Francisco: Jossey Bass.
Zainol, N. Z., Kowang, T. O., Hee, O. C., Fei, G. C., & Kadir, B. (2021). Managing
Organizational Change through Effective Leadership: A Review from Literature. International
Journal of Academic Research in Business and Social Sciences, 11(1).