Conventional bureaucratic organisations significantly slow down an organisation’s capacity to respond to increasing competition, such as Australia’s PowerCo, an electric company. On the contrary, flexible organisations can respond to a broad array of changes in the competitive setting in a proper and timely manner. But there is an unanswered question about whether the said changes are interconnected or the accurate ways that they change current organisations (Mills 2003).
The objective of this paper is to thoroughly explore the case study conducted by Lindsay Nelson on PowerCo. This case study analysis aims to provide possible and workable solutions to the change management problems of the company.
The electric company PowerCo is currently undergoing an extensive organisational change but the process is bringing problems to the internal and external operations of the company. The change management problems are divided into three: context, substance, and stewardship. The context problems of the company are the following:
This paper will analyse the case study on the organisational change initiated by PowerCo in Australia, and then it will suggest other feasible change management strategies that the electric company could implement to enhance the operations of its change management.
Organisational change involves the manner the transformation takes place, such as the rapidity, the communication system and the decision-making process, the chain of activities, the resistance confronted, and others. Exploring these aspects entails an emphasis on the process of transformation as such. Process thoughts may be separate from content, or they could be interactive (Martin 1992). A good deal of existing organisational theory deals with key questions of why change in organisations occurs and what effects change generates. As experts more and more employ capable research paradigms and well-thought out modelling