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CHANGE MANAGEMENT IN MY ORGANIZATION

1.0 Introduction

Change in management is caused by many driving factors whether it is external or

internal. Among the reasons are global competition, customers’ preferences, regulations,

technology, economy, society, leadership and many more.1 The global scenario is ever evolving,

thus organizations of all sectors must be dynamic and keep up with the changes in time. Being a

military officer, the Malaysian Armed Forces is not excluded from change. This paper focuses on

change management in my particular organization. From my point of view, I will analyze if the

change was necessary and successful. I will also categorize change management theories that

were applied or ignored and at the same time recommend different approaches to change

management. I will cover the paper in the following order:

(i) Organization background – specifically my current unit.

(ii) Change management in organization.

(iii) Was it necessary and successful?

(iv) Elements of change theory that were applied.

(v) Suggestions to improve.

2.0Organization Background

The Malaysian Armed Forces is divided into 3 services; Army, Navy, Air Force.

Officers in the Army itself are categorized into General Duty (GD) and Professional Duty (PD).

GD officers are given various appointments and posts throughout their carrier as they progress in

rank and carrier. So does PD officers but appointments and posts are focused on their expertise

in their subject matter. I ‘am lucky enough to be commissioned into the Army as a GD officer.

After holding various posts for several years, my current appointment is Training and Program

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Officer of the Training Department in the Malaysian Army College (Kolej Tentera Darat - KTD)

situated at Port Dickson.

KTD is responsible to produce Army officers from graduates from the various plethoras

of tertiary education institutions. Several courses are run within a year to accommodate the

various categories of Army Officers for the Malaysian Army. The organization structure is

shown in Figure 2.1. Basically, KTD is divided into 4 departments which is Administration,

Training & program, Logistic Support and Examination & Validation. Being part of the

Training and Program Department, one of the primary job specification and role of the

department is to plan and execute training for the Cadets into competent Army Officers.

Figure 2.1 – KTD Organization Structure

3.0 Change Management in Organisation

Previously, all training syllabus for the courses are developed using the Army Training

System (ATS) as per rules, regulations and policy issued by the Ministry of Defence (MINDEF).

From 2010, a new Training System is introduced called Competency Based Training Assessment

(CBTA). CBTA is a system used by Department of Skills Development (DSD) from the

Ministry of Human Resource for acknowledgement in Malaysia Skills Certificate System.

Therefore, by registering with DSD and using the CBTA training system, students from KTD

will also receive accreditation from DSD and a certificate acknowledging their competency in

the subject matter of the course besides being commissioned as a military officer. ATS is shown

in Figure 3.1 and CBTA is shown in Figure 3.2.

HQ

AdminTraining & Program

Logistic Support

Examination & Validation

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Figure 3.1 – Army Training System

Figure 3.2 – CBTA System

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Using ATS for development of syllabus of courses focuses on what is required for the

required officer’s appointment roles and responsibilities. The new CBTA method incorporates

skills acknowledge by civilians by combining or adding modules or subjects that are registered

with DSD. As a result, students receive certificates that can also be used in the public sector.

For example, the basic infantry soldier training incorporates security guard modules producing

an infantry soldier which is also qualified as a security guard that can work in the civilian

environment.

4.0 Was it Necessary and Successful?

In layman’s explanation, the nature of the military is to defend the sovereignty of the

nation and train for war. Besides training for war, the military also conduct peace-time

soldiering activities to remain relevant and be accepted as professionals. Among the activities

are operations other than war, humanitarian disaster relief, blue ocean strategy, etc. Training

using the DSD system of CBTA is also a method to be accepted as professionals by society and

civilians.

Malaysian Army core business is to ensure the peace of the nation. The nature of the

military itself does not require professional acknowledgement from the public. Therefore, the

change from ATS to CBTA is not necessary but useful in enhancing the image and relevancy of

the military in the 21st century. Although some would say that enhancing the image will

strengthen public support which is indirectly necessary. But in actual fact, it is not vital to carry

out and perform the operational responsibilities of the military. Some would even say that CBTA

method of incorporating civilian modules disturbs the focus of the main aim in the courses

conducted.

It is still early to evaluate if the change is successful because we have just started

producing officers using CBTA this year. In order to assess if the change is successful requires a

few more years of producing officers using the CBTA method. Another point is that proving the

successfulness of CBTA is subjective and involves intangible factors and hard to measure results

of public acknowledgement and acceptance towards previous and current officers in the military.

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5.0 Elements of Change Management Theory

Change management is a structured approach to shifting/transitioning individuals, teams,

and organizations from a current state to a desired future state. It is an organizational process

aimed at helping employees to accept and embrace changes in their current environment.2 For

the purpose of this paper, I have divided the elements of change management theory applied in

changing the training system and method from ATS to CBTA with the following:

(i) Understanding cause of change.

(ii) Planning change.

(iii) Implementing change.

(iv) Consolidating change.

5.1 Understanding Cause of Change

Change is caused by external and internal factors. In this case, external change force is

caused by new military statutory regulations and society that acknowledges certificates from

DSD. Internal factor is caused by organization strategy to adopt to the external factors. Heller

(1998) mentions there are 8 types of change. In the case of KTD using CBTA, lack of

comprehensive plan and short duration of transition categorizes the change into combination of

radical change and crisis management.

5.2 Planning Change

Successful change programs always involve planning for short or long term and a clear

objective.3 Elements of change involved are new policy from the Army Training HQ to make it

compulsory for all Army training centres including KTD to use the new CBTA system. Other

elements of change involved are education and training for intermediate level staff at the training

2 John Filicetti, "Project Management (Dictionary", PM Hut 2007), pg 39.

3 Robert Heller, “Managing Change”, (Dorling Kindersley Book 1998), pg 16.

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centres. Besides that, the theoretical model of change used is the Leadership Intervention (Blake

& Mouton) as shown in Figure 5.2. The leadership style used as the change agent is Authority

Compliance.

Figure 5.2 – Blake & Mouton’s Managerial/Leadership Grid

The 5 phases involved in the planning of change are aligning, planning, designing, implementing

and rewarding.4 Unfortunately, the 5 phases can only be seen on paper in the documentation of

the change but no actual actions in the plan were implemented throughout the change process.

5.3Implementing Change

After planning, there is only 2 actions conducted for implementing which is

communicating change and assigning responsibilities. Firstly communicating change by top

level management and staff towards the intermediate level staff. Next is assigning

responsibilities to the key players initiating the use of CBTA and as an example to other staffs in

the organization.

4 Cynthia Scott and Dennis Jaffe, “Managing Change at Work”, Crisp (Canada, 2004), pg 21.

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The type of leadership in KTD is authority compliance; therefore the approach to change

management is power coercive. Of course the staff in KTD is compliant and will do what they

are told with little or no convincing. But it would be effective if the targets of change recognize

the expertise and authenticity of whoever is wielding the power. The problem here lies in the top

management levels that were not educated in CBTA. Only the intermediate and low level staff

were educated and given training. Therefore, the changes were made from the bottom-up.

Change must be bottom-up (empowering the people who get results) and top-down (top

management ensuring that such empowering actually takes place).5

5.4Consolidating Change

The implementation of change is just the beginning. Frequent and accurate assessment of

progress is essential to ensure that a change program is effective. None of the mentioned below

actions have been taken yet:

(i) Measuring performance.

(ii) Maintaining balance.

(iii) Measuring response.

(iv) Reassessing objectives.

(v) Making improvements.

(vi) Realigning priorities.

(vii) Reviewing attitudes.

(viii) Avoiding complacency.

(ix) Refocusing change.

(x) Maintaining momentum.

6.0 Suggestions to Improve

5 Michael Ward, “Why Your Corporate Culture Change Isn’t Working and What to do About it”,

Gower (England, 1994), pg 50.

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Other important elements of change that should be considered are shared vision,

supporters, rewards, feedback, guidance and feedback. All these are important in building

commitment from intermediate and lower level staff into ensuring the success of CBTA.

Although leadership is the main driving factor and agent in this scenario, none of the elements of

change mentioned were taken into consideration.

It seems that no other theoretical models of change were used in the process of change

except for Leadership Intervention. There are many theoretical models that could also be used

such as:6

(i) Force Field Analysis (Kurt Lewin).

(ii) Configuration Learning.

(iii) Gap Analysis (Delta Analysis).

(iv) Innovative Change (Nolen and Nolen).

(v) NACA (Notice, Attitude, Choice, Action).

(vi) Systems Theory.

(vii) Pendulum Swing (Beverly Gaw).

(viii) Grief Cycle (Elizabeth Kubler-Ross).

Considering notions of ‘fit’ is also an important element. ‘Strategic fit’ has been covered by

KTD which basically means the official writings and policies to adhere with Army Training HQ.

But the other important notion is “Structural (or cultural)” should also be considered to ensure

less resistance from the staff.7

6 Lynn Fossum, “Understanding Organizational Change”, Crisp Books (USA, 1989), pg 12.

7 Audley Genus, “The Management of Change”, International Thomson Business press (UK,

1998), pg 15.

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Setting milestones is about deciding what will happen when deciding which is closely linked to

prioritization. It is invaluable in getting grips with complex and far-reaching changes to prevent

the implementation into becoming open-ended, unfocused periods of undirected activity.8

There are several other areas and actions that I suggest we can add to the current scenario that

can improve the situation. The suggestions are:

(i) Create a transition management group to oversee the change.9

(ii) Use a theoretical model of change instead of simply issuing new policy and

provide training with the new change.

(iii) Take into consideration the emotional response of the staff during the change

transitions from denial until acceptance.10

(iv) Using Total Quality Management (TQM) to ensure the success of the CBTA

method/system.11

(v) Installing a sense of urgency.12

(vi) Creative recombination (cloning, customizing or translating).13

(vii) Normative-reeducative approach.

8 N.Anand,”Change: How to Adapt and Transform the Business”, Format Publishing (Norwich,

2004), pg 51.

9 Cynthia Scott and Dennis Jaffe, “Managing Organisational Change”, Kogan Page (London 1989),

pg 28.

10 Cynthia Scott and Dennis Jaffe, “Managing Organisational Change”, Crisp Publication (USA

1989), pg 32.

11 Graftz,Rimmer, Lawrence and Smith, “Managing Organisational Change”, Wiley (Australia,

2006), pg 124.

12 Tony Eccles, “Succeeding with Change”, McGraw Hill (UK, 1994), pg 97.

13 Eric Abrahamson, “Change Without Pain”, Harvard Business School Press (USA 2004), pg 34.

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REFERENCE

Heller R. (2004). “Managing Change”. Great Britain: Dorling Kindersley.

Scott C. and Jaffe D. (1989). “Managing Organisational Change”. Great Britain: Kogan Page.

Anand N. (2004).“Change : How to Adapt & Transform Business”. Norwich: Format Publishing.

Carnall C. (1991). “Managing Change”. London: Routledge.

Green M. (2007). “Change Management Masterclass”. UK: Kogan Page.

Eccles T. (1994). “Suceeding with Change”. UK: McGraw Hill.

Abrahamson E. (2004). “Change Without Pain”. USA: Harvard Business School Press.

Scott C. and Jaffe D. (1989). “Managing Organizational Change”. USA: Crisp Publications.

Scott C. and Jaffe D. (2004). “Managing Change at Work”. Canada: Crisp Publications.

Genus A. (1998). “The Management of Change”. UK: Thomson Business Press.

Fossum L. (1989). “Understanding Organizational Change”. USA: Crisp Publications.

Graftz, Rimer, Lawrence & Smith (2006). “Managing Organisational Change”. Australia: Wiley.

Ward M. (1994). “Why Your Corporate Culture Change isn’t Working”. England: Gower.