An evaluation of organizational change in the Housing & Development Board
The need for change is constant in the current business environment. As customers become more informed and demanding, organizations must undergo transformation to meet customers’ expectation. While organizations understand the need for change, organizational transformation is never an easy task....
| Main Author: | |
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| Format: | Dissertation (University of Nottingham only) |
| Language: | English |
| Published: |
2010
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| Online Access: | https://eprints.nottingham.ac.uk/23478/ |
| _version_ | 1848792576600047616 |
|---|---|
| author | Tan, Ai Ling |
| author_facet | Tan, Ai Ling |
| author_sort | Tan, Ai Ling |
| building | Nottingham Research Data Repository |
| collection | Online Access |
| description | The need for change is constant in the current business environment. As customers become more informed and demanding, organizations must undergo transformation to meet customers’ expectation. While organizations understand the need for change, organizational transformation is never an easy task.
Theories indicated that successful organizational changes are results oriented. They often include a series of critical steps with pitfalls that organization must avoid. The critical steps include establishing an urgent need for change and translating this need to a vision. This vision will then need to be communicated and shared among all stakeholders. When effectively communicated, the vision will empower stakeholders to spread revitalization effort to achieve the vision. The transformation effort can only be sustained and internalized by staff if systems and structures are also reviewed accordingly. Besides managing the change process, it is also important to address resistance in behaviour of people involved in the change. This requires robust communication plan that builds trust and reinstates personal compact in employees.
The study examined the organizational change that took place in the Housing & Development Board where two service counters were merged to provide value added services to customers and to increase the job value of staff. The change process was examined and compared with successful change models described in literature. The objective is to ascertain if adherence to these change models would lead to successful organization change.
The findings based on the HDB change process revealed that adherence to change models described in the literature would indeed lead to successful organizational change. However, management must also ensure that communication efforts are extended to customers, training programmes are effective in preparing staff for the change and customized to suit staff’s learning ability. Further, time and space must be adequately provided to prepare staff for the change. |
| first_indexed | 2025-11-14T18:46:36Z |
| format | Dissertation (University of Nottingham only) |
| id | nottingham-23478 |
| institution | University of Nottingham Malaysia Campus |
| institution_category | Local University |
| language | English |
| last_indexed | 2025-11-14T18:46:36Z |
| publishDate | 2010 |
| recordtype | eprints |
| repository_type | Digital Repository |
| spelling | nottingham-234782018-02-02T16:11:08Z https://eprints.nottingham.ac.uk/23478/ An evaluation of organizational change in the Housing & Development Board Tan, Ai Ling The need for change is constant in the current business environment. As customers become more informed and demanding, organizations must undergo transformation to meet customers’ expectation. While organizations understand the need for change, organizational transformation is never an easy task. Theories indicated that successful organizational changes are results oriented. They often include a series of critical steps with pitfalls that organization must avoid. The critical steps include establishing an urgent need for change and translating this need to a vision. This vision will then need to be communicated and shared among all stakeholders. When effectively communicated, the vision will empower stakeholders to spread revitalization effort to achieve the vision. The transformation effort can only be sustained and internalized by staff if systems and structures are also reviewed accordingly. Besides managing the change process, it is also important to address resistance in behaviour of people involved in the change. This requires robust communication plan that builds trust and reinstates personal compact in employees. The study examined the organizational change that took place in the Housing & Development Board where two service counters were merged to provide value added services to customers and to increase the job value of staff. The change process was examined and compared with successful change models described in literature. The objective is to ascertain if adherence to these change models would lead to successful organization change. The findings based on the HDB change process revealed that adherence to change models described in the literature would indeed lead to successful organizational change. However, management must also ensure that communication efforts are extended to customers, training programmes are effective in preparing staff for the change and customized to suit staff’s learning ability. Further, time and space must be adequately provided to prepare staff for the change. 2010-01-01 Dissertation (University of Nottingham only) NonPeerReviewed application/pdf en https://eprints.nottingham.ac.uk/23478/1/Mangement_Project2.pdf Tan, Ai Ling (2010) An evaluation of organizational change in the Housing & Development Board. [Dissertation (University of Nottingham only)] (Unpublished) |
| spellingShingle | Tan, Ai Ling An evaluation of organizational change in the Housing & Development Board |
| title | An evaluation of organizational change in the Housing & Development Board |
| title_full | An evaluation of organizational change in the Housing & Development Board |
| title_fullStr | An evaluation of organizational change in the Housing & Development Board |
| title_full_unstemmed | An evaluation of organizational change in the Housing & Development Board |
| title_short | An evaluation of organizational change in the Housing & Development Board |
| title_sort | evaluation of organizational change in the housing & development board |
| url | https://eprints.nottingham.ac.uk/23478/ |