Executive Summary
The report is under the study of the Telstra Corporation, which deals with telecommunication services. Its establishment began during the gain of independence of the Australian Government. The report explicitly outlines the main models, frameworks, and processes that can be applied in the pre-project to change. Under the literature review, the techniques and concepts used to manage change to a project are highlighted. The models and concepts under study in the report include the Nudge theory, which relies on the indirect suggestions backed by evidence. Moreover, Lewin’s 3-stage Model is mentioned, and the report explains its applications. Among the techniques to manage, change to the project mentioned in the paper is the implementation of good communication and the inclusion of technology.
Furthermore, the report outlines clear recommendations applicable during the pre-change and post-change project management. Kotter’s theory is one of the recommendations in the report. The theory is divided into parts, and each part plays an essential role in the change. Regarding management of change to the project, the report recommends precisely undertaking research under the change to ensure that the uncertainties are identified, and a solution is arrived at. Finally, it has outlined the significance of working with cost-friendly techniques.
Introduction
Different techniques and tools are used in various process stages for distinct purposes. This report highlights the Telstra organizational context and the study of the project. Telstra’s undertaken projects are clearly defined and stated, and its present state of management change is described. The problems experienced by Telstra Corporation has been highlighted. The report has reviewed scholarly articles and laid models and frameworks under which projects can bring change. Such models include Lewin’s 3-stage theory and the nudge theory, among the aspects involved in the management of change to the project, which is outlined explicitly. This report has provided a broad perspective of recommendations concerning bringing about change and processes for managing change. The benefits resulting from the recommendations have been highlighted in the report.
Organizational Context
Telstra is a telecommunication company based in Australia specializing in building and offering products and services. Such services include mobile, internet access and television subscriptions (Tereso and Hall, 2019, p. 5). The company has a long history that is traced back to 1901when Australia got its independence. In the 20th century, the company was owned by and operated by the Government of Australia. A group of executive teams tasked with managing various functional departments leads this firm. The current change management techniques to transform the Telstra organization have been undertaken. It involves diverse dimensions, which entails the company altering the complete operational approach favoring its achievement.
For the company’s accomplishment, the personnel involved embarks on crucial aspects of amendments in their progress. In this regard, the board of directors must ultimately make it certain for the changes since they are responsible for ensuring achievements are met. Based on the contingency theory of organizational management, a manager’s capability to offer directions depends on factors such as their ideals and the behavior of the workforce towards the current situations. Telstra is currently struggling to adjust to the sector competition offering the same products and services. Moreover, they face a decline in revenues per user, which will reduce the gains according to the new subscriptions.
Literature Review
Models are theories, concepts and methodologies that give a comprehensive approach to organizational change. They provide a pathway for making changes, circumnavigating through the process of transformation, and ensuring that the changes are accepted and implemented (Tracy, 2020, p. 7). The change management frameworks and models should be designed so that it is simple to implement and, more significantly, to make the changes new norms of the corporation. For a company to establish the best chances in the business, it must follow proven models and frameworks to ensure a high success rate regarding the change in the projects. Therefore, organizations can adopt the following models for how change can be brought or experienced in projects.
In undertaking projects, Lewin’s 3-Stage Model of change could be applied. Kurt Lewin developed it, which entails breaking down enormous changes into changes that companies can efficiently manage. The three processes involved are unfrozen, change and finally, “refreeze”. The project’s current processes must be “unfrozen”, and it means undoing the everyday workings and undertaking a critical analysis under which organizations can exquisitely improve it. The changes can then be made to guide the employees throughout the transition. Therefore, once changes have been deployed and readjusted according to the feedback from the employees, it is then refrozen or solidified into the new status quo. However, the Model does not guarantee a fast transition; it involves spreading out the “change process” over a long time to provide enough time and overcome any resistance. It is appropriate when the senior management supports the Model and when they want to make the project’s company’s significant changes.
Nudge theory is another model that could bring change to a project. The concept relies on indirect suggestions, which are backed with evidence so that employees can be made to focus on a common direction of the desired change (Buheji, 2018, p. 145). The Model is much more effective than strictly imposing change. The theory entails defining change, involving employees’ perspectives, giving evidence to outline the best options, and listening to employees. Furthermore, it includes presenting change as the option, limiting the number of options, and solidifying the change while ensuring it is done with short-term wins. The theory offers employees the perspective of the necessity for them to change and influence how-to is done (Haeruddin, 2020, p. 78). Hence, it is a framework that aims to ensure that the workforce offers their full support and make themselves feel a part of making informed decisions and overseeing the change.
Once a project has changed, it is essential to establish processes meant to manage the changes. Firstly, it is crucial to undertake a feasibility study to rate the impact caused by the changes. Once the feasibility study has been done, an organization needs to apply suitable management techniques to ensure the risks involved have been solved. Firstly, one of the change processes to the project necessitates communicating the need for modifying the project. Changes may come from the stakeholders, senior management or even the employees. Irrespective of the source, it is essential to own reasons behind a change. For instance, the research may be indicating a likelihood of failure to the project. Good understanding and communication behind the changes are more of a want than a strategic need (Kinnear, 2019, p. 89). Still, the employees, for instance, may not be satisfied, especially if they are not involved in the decision making of the change.
Secondly, as soon as the change has been implemented, it is essential to document it even though it does not result in a scope of change (Corbin, 2019, p. 15). This ensures communication is passed on reasonably and makes implementable scope changes to the team (Petronio, 2021, p. 321). It is worthy, given that it can review it and offer less costly and timesaving solutions. Thirdly, it is crucial to critically evaluate the transformation, raise possible uncertainties, and comprehend the impact. An organization must solve unforeseen risks in a world that do not yet exist (Wang et al. 2020, p. 821). This way, it will attract more ideas under which corporations can improve the project further.
Evaluation of the Literature Sources
Buheji, 2018 is a source that the American Journal of Economics has reviewed. It is relevant because it provides a concept of behavioral economics that can be applied in a project. However, the article journal does not offer a systematic manner on how the management should channel it to the workers. Tracy’s (2020) is of great relevance given that it provides a message to workers on how an opportunity in a project can be a way of exhibiting leadership.
However, it does not relate to the firm understudy, but the techniques are applicable. Wang et al. (2020) provide its relevance concerning the study as it gives methods and reasons why data privacy can be essential to project management. Corbin’s (2019) is a reviewed journal of Telecommunication, and it is relevant as it explains ways and reasons for digital inclusion in the management of a project. Consequently, it is not explicit in terms of how to involve all parties in the participation of technology. George’s (2020) article, an international reviewed journal of science, provides relevance in the study, giving outlines appropriately regarding planning when managing the project. Haeruddin et al. (2020), an international journal of management, is relevant to the study since it describes teamwork in the direction of a project. However, it does not explain how to solve conflicts to bring about change. Kinnear et al. (2019) are relevant to the study since it states the importance of communication in managing a project.
Recommendation
Kotter’s theory could effectively manage the change that the project has brought about. The theory is divided into eight parts, and each piece has the following explanation. The first part entails creating a sense of urgency, and it refers to coming up with the critical aspect concerning the need for change. Once the speed has been established, a team is built, specifically meant to undertake the change. Therefore, the unit shall form a logical strategic vision about implementing the change. The vision is communicated to relevant authorities such as the employees, stakeholders and senior officials. At this point, any barriers to the change have to be critically evaluated and ensure that they are solved systematically and focus on short-term wins. It is then necessary to maintain a constant momentum to achieve and maintain goals. Therefore, it is at this point that the change is instituted; this theory builds enthusiasm and offers a good understanding of the need for the change by establishing a checklist that serves as a guide.
The change to the project has to be managed to minimize uncertainties and risks. If a project is faced with stiff competition from the sector, it is always good and safe for a firm to develop good measures and strategies meant to manage the change to the project. Firstly, it is crucial to constantly embark on research concerning upcoming trends and uncertainties. The world as it is known is volatile, complex and ambiguous; performing constant research would lead the team to crucial information that can better the project and offer solutions. The project management for change to the project has to consider the cost of managing it. Here, it involves working with a cost-friendly technique such that the cost would not affect the project’s gains. The organization could hire expertise in project management, and it is crucial to take keen on the budget spend while overseeing the change. In this scenario, the employees may be involved in managing the project. Such a technique would save on the project’s cost and affect the employees in management, thus increasing their productivity.
Conclusion
Good management techniques ensure a high rate of success. Change is less often welcomed, although efficient management minimizes the adverse negative reactions. Choosing a management framework that seeks to function towards the anticipated outcome is essential, and the pathway to the right direction will be much easier to traverse. More concretely, constant support is critical throughout the change, especially with the recent technology. The adoption of proper tools and processes is significant in attaining the support necessary for enormous changes in the firm. Among the software designed to offer education and transitions to users is Whatfix. Change is inevitable, and therefore it is always crucial to involve the workforce in a firm to be part of the drafters and implementers of change.
Reference List
Buheji, M. (2018) ‘Nudge theory vs. inspiration economy labs-comparing the depth of influence on socio-economics behaviors’, American Journal of Economics, 8(3), pp. 146-154.
Corbin, T. (2019) ‘Promoting digital inclusion through the NBN’, Journal of Telecommunications and the Digital Economy, 7(4), pp. 12-16.
George, C. (2020) ‘Why is planning a relevant factor in the management of projects’, Int J Sci Res, 9(2), pp. 1543-1547.
Haeruddin, M.I.M., Farhansyah, A., Haeruddin, M.I. and Mansur, M.A.R. (2020) ‘We could be so good together, International Journal of Educational Administration, Management, and Leadership, pp. 77-84.
Kinnear, N., Heijkoop, B., Bramwell, E., Frazzetto, A., Noll, A., Patel, P., Hennessey, D., Otto, G., Dobbins, C., Sammour, T. and Moore, J. (2019) ‘Communication and management of incidental pathology in 1,214 consecutive appendicectomies; a cohort study, International journal of surgery, 72, pp. 185-191.
Petronio, S., Child, J.T. and Hall, R.D. (2021) Communication privacy management theory: Significance for interpersonal communication (pp. 314-327). Routledge.
Tereso, A., Ribeiro, P., Fernandes, G., Loureiro, I. and Ferreira, M. (2019) ‘Project management practices in private organizations’, Project Management Journal, 50(1), pp. 6-22.
Tracy, J.A. (2020) ‘Be a champion for change by using Lewin’s 3-stage Model of Change’, RDH, 40(2), pp. 18-20.
Wang, H., Ma, S., Dai, H.N., Imran, M. and Wang, T. (2020) ‘Blockchain-based data privacy management with nudge theory in open banking’, Future Generation Computer Systems, 110, pp. 812-823.