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Unit 5: Aspects of Contract & Negligence

Assessment Task 2 


This assessment focuses on the case of Fast Track Couriers and their implementations of change management strategies. The development of changes involves different techniques and maintenance of factors by the organisations. There are different objectives and goals of the organisation which are to be fulfilled by the incorporation of change management. 

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1. Reviews of the simulated workplace information 

The organisation Fast Track Couriers needs an implementation of change management in order to improve various aspects such as the productivity functions and to enhance other efficiency factors. The organisation expects that the incorporation of a change management strategy will increase the net profit per year and will help in the effective management of overall business processes. Fast Track Couriers have prioritised their requirements which they expect to get improved after the introduction of effective change management strategies. There are different officials attached for the approval of the system which will further help in implementing and introducing the changes to the other employees and members. Fast Track Couriers have performed a budgeting strategy in order to invest financial resources for the approval of change strategy. The organisation needs to plant different policies and reports in order to satisfy all the needs and requirements so the use of change management. According to their ideas, different issues and barriers will be resolved through the implementation of change strategies and eventually enhance their development and expansion. 

2. Development of the change management strategy 

Starting from the top of the hierarchy: In order to develop an effective Change management strategy, it is important for the management to start from the top. Every organisation has its level of hierarchy which differentiates all the executive officials, employees and other workers. As per the views of Lines & Reddy Vardireddy (2017), change management strategy needs to be incremented from the top of the hierarchy in order to satisfy all the organisational needs and requirements. Different levels of hierarchy involve different issues which need to be identified and resolved through the introduction of change management. 

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Surveys and feedbacks: The feedback and opinions from the organisational members, employees and workers need to be gathered through different surveys and interviews in order to identify their needs and requirements. Different risks and barriers can be identified through conducting service and feedback programs on the employees and other members of Fast Track Couriers. The fulfilment of the needs and requirements of the employees is also a reason for incorporating change management. 

Categorising and simplification: After the identification of all the barriers and issues associated with the organisation, it is essential to simplify and categorise all the barriers to find effective mitigation ideas. As per the opinions of Alam et al. (2017), clustering of all the barriers makes it easier for the change management system to find effective innovative ideas to resolve. In the development of change management, this is an important step to make steps flexible. 

Distribution of the change: The change management strategy states that the organisation needs alteration which will act for the betterment and development. The change needs to be distributed in every section of the organisation in order to incorporate improvement and innovation in every step. 

Effective communication plan: It is essential to build an effective communication plan to implement the overall change management strategies. The creation of communication channels and implementing communication skills among the employees of Fast Track Couriers will help the change management to achieve all the expectations and requirements of the organisation. 

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Continuous monitoring: The development of effective change strategies also includes efficient monitoring and evaluation. Continuous monitoring and evaluation help in identifying different issues of change and helps the organisation to resolve or innovate the change strategies for organisational betterment and development. 

3. Identification of change goals 

There are different goals and targets associated with the implementation of the change management process such as:

Implement innovation: The incorporation of change management also brings a culture of innovation to the organisation. As mentioned by Matinaro & Liu (2017), cultural creativity can change the overall productivity of an organisation. The employees and other members are motivated to get engaged with the organisation and eventually increase their contribution in different innovative aspects. 

Identification and mitigation of risks: Another goal of change management involves the mitigation of different organisational issues and risks. Risk assessment and another evaluation of organisational function is a task performed by the change management which will act as a factor to improve and resolve those problem areas.

Increase employee engagement and productivity: The change management strategy looks after the needs and requirements of employees which eventually improves the employee relationship and builds trust. As notified by Pourakbar (2018), employee trust and relationships help the organisation to achieve higher employee engagement and can expect an increase in productivity. 

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Streamline the flow of organisational functions: Another goal of change management strategy includes the incorporation of streamlined flow in organisational functions. Effective work distribution, time management and other factors act positively for the incorporation of flexible and streamlined organisational flow. 

4. Identification of change goals related to the strategic goals of the organisation 

The goals and targets of Fast Track Couriers need to be relevant to the goals of change management strategies. As per the perceptions of Jalagat (2016), the change management plan fulfils the organisation needs and requirements which states that the goals and targets are common in order to enhance and increase the overall development of the organisation. The goals and targets of Fast Track Couriers is to enhance their productivity functions and to implement technological factors for the flexibility of the organisation as well as employees. Achievements of market needs and the requirements of the employees are the targets of Fast Track Couriers. The change management strategies of Fast Track Couriers need to be implemented by maintaining different factors. There are different steps and strategies involved in an effective change management plan which will eventually act in the favour of the organisational benefit. Fast Track Couriers have their issues and risks which will be mitigated by the incorporation of the change management plan. The goals and targets of the organisation match with the change objectives for organisational benefit.  

5. Cost-benefit analysis with change requirements

Name of the change Need for the change Change requirements Costs associated with the changes Available risks Possible benefits of changes Benefit assessment against costs & risks Change Category
Technological changes Technological changes are needed to adopt in order to provide quick courier services without facing many delays.  GPS technologies and PDA devices are required for managing technological changes for the chosen organisation. The overall estimated cost associated with the technological change for the courier company is $1000.  The company may face cyber security risks during the implementation of technological risks. As the company is focused on courier services, it needs to track devices that can hamper the security and privacy of customers.  Technological changes will provide the scope to Fast Track Couriers to deal with fast couriers’ services as the company will get advanced information of products and services through the identification of exact locations with GPS technology. The company needs to invest around $1000 for the successful implementation of the technological change. As the available risks due to lack of proper technological changes are high enough which creates major challenges to handle courier services, the company will receive competitive benefits. Feasible (F)
Leadership change Leadership change is required for improving employee empowerment so that they can provide their decisions on certain business tasks.  The style of Democratic leadership is needed as a change required for this identified organisation. According to Galvis (2018), employees should be given proper training and development programs for adopting the leadership change and style with strategic decision-making ability. The cost for the leadership change for this business will be $200. With this amount, the courier service company will proper an effective training program for the professional development of all employees. Administrative risks, management risks and risks associated with high turnover can be observed while dealing with this change within the business. Moreover, decision-making risks may affect the leadership change activities (Fralich & Bitektine,2020). A healthy work environment can be made through the successful implementation of the leadership change. This change also helps the company to make strategic decisions with the mutual support and dedication of employees, manager, leaders and other key people. Implementation of leadership change requires fewer costs as compared to change management. For this reason, the company will be able to meet the change requirements along with the observation of positive outcomes. Maybe feasible (MF)
Operational change Operational change is required for prioritising business processes and activities without facing any type of conflict and communication gap between employee and higher authorities of the business. Professional skill development training is needed to deliver. As opined by Denner, Püschel& Röglinger, (2018), businesses need to focus on prioritising individual tasks as per the given instruction and guidelines of the organisation. Moreover, the company should divide major tasks into smaller divisions with the successful management of work schedule Fast Track Courier needs to invest an initial amount of $300 for implementing the operational change.  Risks associated with the arrangement of work scheduling and prioritising important tasks may be experienced.  Operational change in the organisation will deliver maximum benefits for managing important activities and courier services.  Costs related to operational change will ensure a competitive business environment with proper management in scheduled activities. Feasible (F)


6. Risk analysis for the change requirements

Identification of risks & barriers Analysing and evaluating risks and barriers Identifying mitigation strategy
Technological risks due to lack of modern courier system  Lack of modern technology equipped services can cause delay in service tracking as well as it can also limit the potential of the organisation to track the parcels in real-time. hence, it can greatly minimise the potential ability of the business. According to Cichosz et al. (2020), the main barrier associated with modern technology adoption is overwhelming cost. Modern technology integration also requires proper specialisation to operate that can be also a potential barrier for Fast Track Couriers Pty Ltd. Apart from that, replacing the existing system with modern technological infrastructure is also a time consuming and complex process that can affect the business stability and performance of the organisation for a few times. The organisation needs to utilize GPS technology for tracking locations and also needs to use PDA devices in order to mitigate technological barriers and risks. Moreover, Fast Track Couriers can also hire new staff who are possessed with the use of modern technology to resolve their problem of lack of employee expertise in handling modern technology.
Operational risks due to lack of operation planning, inconsistency in workforce and inefficient operational structure Operational risk can cause service delay that can affect the brand image and brand trust of a courier service company. Furthermore, complex organisational structure is another significant barrier that makes operational planning much difficult. lack of regulation in the workforce due to inappropriate organisational policy can be also considered as a potential barrier of operational planning. As the effective mitigation technique and strategy, Fast Track Courier should create strategic planning with the improvement of its internal organisational structure. As per the view of Cupek et al. (2016), consistency in the workforce can be maintained through the proper execution of all activities within limited time. Hence, the organisation needs to be responsive enough for managing workplace consistency.
Barriers and risks related to leadership skills and attitudes  The main barrier of leadership risks is bureaucracy in the workplace. As outlined by Kavanagh & Ennis (2019), bureaucracy basically centralises power within a group that makes decision-making processes inefficient at a workplace. it finally, leads to decaying workplace morale as well as limits productivity of the firm. Another significant barrier is the indifferent nature of higher management which also disrupts the workplace environment. hence, Fast Track Couriers Pty Ltd. need to be concerned about these aspects. As the proper mitigation strategy, the company needs to follow democratic style of leadership in order to improve skills and attitudes of employees. Apart from that the higher executives need to focus on proper distribution of power to support the effective decision-making by engaging all the workplace individuals.

 7. Justification of the change management plan 

In order to bring an effective change, it is important for an organisation to adhere to a particular change management methodology or theory for ensuring an effective execution. In the case of Fast Track couriers Pty Limited, it is important for them to execute every aspect of a project which includes its stakeholders, training resources and communication with the members associated with the project. As per the viewpoints of Teixeira, Gregory & Austin (2017), failing to keep track of the resources and other aspects will lead to the potential failure of the project. It will be viable for the company to apply Kotter’s 8-Step Change Model which presents a comprehensive eight-step process to be followed for bringing a successful change. 

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The first step of bringing a successful change is to create a stage of urgency for the need to change within the organisation. The managers of Fast Track Couriers will be required to develop some specific scenarios and identify potential threats about the situations that could take place in future. In addition to that, it will be important for the managers of the company to examine the opportunities which need exploitation. It has been pointed out by Small et al. (2016) that when the managers are engaged in online discussions with their employees and are giving them convincing and dynamic reasons for bringing a change, it will motivate them to analyse the situation. It will be viable for them to obtain support from customers, outside stakeholders and others for strengthening the argument. In the second step of the process, it will be important for the managers of Fastrack couriers to identify the stakeholders that are associated with the process of change. As stated by Chappell et al. (2016), identifying the stakeholders will enable the managers to understand the goals of change and work towards them. In the case of a particular organisation, the involved stakeholder includes managers, head office employees and drivers. The managers will be responsible for allocating the resources required for the change, employees and drivers will provide the necessary support throughout the process of change. In this manner, managers will be able to create a strong coalition by working as a team and maintaining the urgency and momentum for the need for change.

The third stage of the change process involves creating a vision for change and strategies for executing the particular vision. The coalition developed among the stakeholders and members associated with change will enable the manager off fast track couriers to work towards it in an effective manner. The next step involves communicating the vision with the stakeholders as well as the members that are associated with the process of change (Jayatilleke & Lai, 2018). The managers of the company will communicate with involved personnel true emails, newsletters and direct meetings. It will further be important for them to address their queries and concerns regarding the change and make sure that everybody is motivated towards achieving the goal. The fifth step of the change process involves eliminating the potential risks or barriers that might hinder the overall process. In order to achieve that, it will be important for the manager to investigate the underlying reason for the risk and develop effective strategies for its mitigation. The employees and members will play a key role in this step as they will ensure that the risks are being mitigated in an effective manner. 

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The sixth step in implementing a successful change involves creating short term targets for employees and motivating them to achieve the targets in an effective manner. As stated by Domingues et al. (2017), this can be attained through rewarding the employees on the basis of the performance. When the employees are motivated, they are urged to perform at their full potential and achieve their goals with little room for failure. Through this step, the managers of Fast track couriers will be able to ensure that they are able to execute a successful change. It has been stated by Kotter that the reason behind the failure of various change projects is not to keep working on the process for a longer term and rather end the process in an abrupt manner. The managers of fast track couriers will be required to set goals for continuing building the momentum achieved and working on the idea of continuous improvement. In this manner, they will be able to ensure that the members are bringing in fresh ideas for delivering the change in an effective manner (Imran et al. 2016). The final step of the process is anchoring the changes villain the corporate culture which requires the manager to ensure that changes have taken place in every organisational aspect. In addition to that, it will be important for the managers and leaders to continue supporting the process of change with the new as well as existing staff. If the managers of fast track couriers are able to work through following the particular model, they will be able to bring a successful change which has been clearly evident in the change management plan. 

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8. Components of the Plan 

a. Stakeholder management plan  

Stakeholders Roles of Stakeholders Commitment levels Issues  Consultation method for engaging Stakeholders
Managers The role of the managers is to organise the business operations so that they can meet their desired goals. The management body is responsible for coordinating the sales team, providing training to the truck drivers and monitoring their job. This is a highly committed body of this organisation. The aim of the company is to increase the sale of medium and small packages in the regional and Metropolitan areas. There is another plan for attaching GPS systems to each of the trucks. This creates a panic among the drivers as they were not trained to use the system properly. The managers were responsible for setting this issue. The general manager of the company had separated the responsibilities among the sales manager tracking manager and the office manager. They will give training to the sales team, drivers and the head office employees so that the new system can be implemented properly.( Xia et al., 2018)
Head office Employees The role of the Head Office Employees is to collect the data from the drivers. They are also responsible to utilise the data in a proper manner. It is required that the data are not used in productivity reporting. Head office employees have formed a highly motivated and enthusiastic team. They often work together. The members of this team have good cooperation with each other. The company has decided to introduce a new technology called GPS in the trucking system. The Head office employees are given the task of monitoring the job progress of the drivers. There is a possibility that the members fail to utilise the data obtained from the drivers properly due to a lack of knowledge regarding the system. The Office Managers had decided to train the head office employees so that they can gain experience in the usage of the new technology. The employees are also positive about the direction of the company. (de Oliveira et al., 2019)
Drivers The role of the drivers is to collect packages from the required locations. They are responsible for dropping off those packages in the allotted locations. There is an influence of the union in the drivers Association. The drivers are on the whole committed to the tasks provided to them by the company. But it has been a trend for this company that the drivers have a highly negative point of view regarding any change. Heavy lifting had caused numerous injuries to the drivers. Not only has that due to lack of knowledge in general the drivers faced difficulty in identifying their pickup and drop off location. The company fails to keep track of the driver’s one day left for a job.  The company planned to introduce one man lifting system. Moreover, drivers will be provided with training to utilise the GPS system properly.

Table 1: Stakeholder management

b. Communication Plan 

Audience  Message Time of Communication Communication mode Person Responsible
Head Office Employees Head office employees have to collect the data from the drivers. The sole responsibility will be to keep track of the progress of the job. This data will not be used for any type of productivity reporting. (Commons et al.,2018) 8.02.2020 E-mail Office Manager
Drivers The trucks will be provided with a GPS system. The drivers can use this to identify their pick-up and drop-off locations. The trucks will be attached to the PDA. This will facilitate the driver with the details of the locations for pick-up and drop-off. This will also record the time period when a driver is on duty. The company has taken necessary action so that proper training can be provided to the drivers.  8.02.2020 Printed Monthly Newsletter Trucking Manager

Table 2: Communication plan 

c. Training and Education Plan 

Participants Skills Provided in the training Time of the training Mode of Training Person Responsible
Truck Drivers  The company is aiming to introduce a new technology to facilitate the truck drivers. Each truck is going to be provided with GPS. The drivers are required to use this system for identifying their pick-up and drop-off locations. Hence the training will provide the skill to handle this new technology. 10.02.2020-15.02.2020 On the Job Trucking manager
Drivers The company is planning to provide the drivers with the PDA. This has two benefits. The drivers will be benefited by this technology to keep track of their allotted locations. The management authority of the company will also be able to keep track of the job progress. The training session will provide the drivers with the skill to use the PDA. This will help them to learn every feature of this new system. 10.02.2020-17.02.2020 Classroom Training  Trucking Manager
Drivers The company is adopting a new system for the up gradation of the company’s culture. This policy is called a One Person policy or Truck policy. It uses automated lift gates. The training will be provided to the drivers so that they can activate this system. Training is required to ensure that the drivers need not face any difficulty on the road due to this system. (Armstrong et al., 2018) On Job Operations Manager
Sales Team The company has set its aim to achieve A Remarkable development in business in the Metropolitan area. It is required to increase the demand of the small and medium packages in the regional area too. Sales team will be provided with the training g to develop a compact sales plan. 10.02.2020-14.02.2020 Classroom training Sales Manager

Table 3: Training and education plan

9. Measuring and reporting strategy

  1.  Fast Track Couriers implemented the change management theory in order to resolve all the issues and risks associated and to increase the holistic productivity and employee satisfaction. The expectations of Fast Track Couriers are to match their strategic goals with the objectives of the change management system. The employee benefits, technological aspects and increment of holistic productivity are to be maintained by the strategies of change management.
Format of report Time of production Person receiving the report
Details of locations visited by the truck Daily  HR Manager
Profits generated in a graph and table format Monthly  Operations manager, financial manager
Expenses incurred in a graph and table format Monthly Financial manager, HR manager
Recruitments  Yearly HR manager

Table 4: Reporting strategy

10. List of Resources 

Required resources Reason of requirement Person Responsible Time required
Well functioning GPS and PDA devices The GPS device that will be installed in the trucks needs to be well functioned for ensuring to get the couriers delivered to the customers on time IT Manager 3 months
Training resources which includes training modules, trainers, a particular room  where training will be provided The use of a newly installed GPS system in the trucks requires the workers and managers to be technically skilled which requires them to be trained in an appropriate manner.  HR manager 5-6 months
Recruitment of Technically skilled employees The installation and maintenance of the newly installed GPS and PDA system requires the supervision of technically skilled employees who are able to carry out the operations in a seamless manner HR manager 4 months

Table 5: List of resources

12. Asking for Authorisation 



Subject: Seeking for authorisation. 

Respected Sir, 

This is for your kind information that change management plan has been developed in strategic order and I am writing to you for your kind perusal. I will be obliged to hear from you and your authorisation is required to implement such provision. 

With Regards, 


 13. Submission of Documents



Subject: Document submission

Respected Sir, 

This is to inform you that a proper training and education plan is required to be  provided to the stakeholders of the company. This can facilitate in terms of streamlining the process of the business. Along with that, a proper communication plan is also developed for the purpose of conveying the information to stakeholders of the organisation. I have attached the specified documents in strategic order.  

Thanking you, 

Yours truly 



Alam, M. M. U., Liu, T., Zeng, G., & Muzahid, A. (2017, April). Syncperf: Categorizing, detecting, and diagnosing synchronization performance bugs. In Proceedings of the Twelfth European Conference on Computer Systems (pp. 298-313). Retrieved on: 2 November 2020; From: http://people.tamu.edu/~abdullah.muzahid/pdfs/eurosys17.pdf

Chappell, S., Pescud, M., Waterworth, P., Shilton, T., Roche, D., Ledger, M., … & Rosenberg, M. (2016). Exploring the process of implementing healthy workplace initiatives: mapping to Kotter’s leading change model. Journal of occupational and environmental medicine58(10), e341-e348. Retrieved on: 8th November 2020, from: https://www.researchgate.net/profile/Stacie_Chappell/publication/306096602_Exploring_the_Process_of_Implementing_Healthy_Workplace_Initiatives_Mapping_to_Kotter%27s_Leading_Change_Model/links/59da733d458515a5bc2b4421/Exploring-the-Process-of-Implementing-Healthy-Workplace-Initiatives-Mapping-to-Kotters-Leading-Change-Model.pdf

Cichosz, M., Wallenburg, C. M., & Knemeyer, A. M. (2020). Digital transformation at logistics service providers: barriers, success factors and leading practices. The International Journal of Logistics Management. Retrieved on: 7th November 2020, from: https://www.researchgate.net/profile/Marzenna_Cichosz/publication/341578867_Digital_transformation_at_logistics_service_providers_barriers_success_factors_and_leading_practices/links/5f89bd0f299bf1b53e2c215e/Digital-transformation-at-logistics-service-providers-barriers-success-factors-and-leading-practices.pdf

Commons, M.L., Miller, P.M., Ramakrishnan, S. and Giri, S., (2018). Employee management using behavioural developmental theory. Behavioral Development23(1), p.22. Retrieved on: 28 October 2020. Retrieved from: https://psycnet.apa.org/fulltext/2018-15998-001.pdf

Cupek, R., Ziebinski, A., Huczala, L., & Erdogan, H. (2016). Agent-based manufacturing execution systems for short-series production scheduling. Computers in Industry, 82, 245-258. Retrieved on: 7th November 2020, from: https://www.sciencedirect.com/science/article/pii/S0166361516301233

de Oliveira, G.F. and Rabechini Jr, R., (2019). Stakeholder management influence on trust in a project: A quantitative study. International Journal of Project Management37(1), pp.131-144. Retrieved on: 28 October 2020. Retrieved from: https://fardapaper.ir/mohavaha/uploads/2018/12/Fardapaper-Stakeholder-management-influence-on-trust-in-a-project-A-quantitative-study.pdf

Denner, M. S., Püschel, L. C., & Röglinger, M. (2018). How to exploit the digitalization potential of business processes. Business & Information Systems Engineering60(4), 331-349. Retrieved on: 7th November 2020, from: https://core.ac.uk/download/pdf/301376423.pdf

Domingues, A. R., Lozano, R., Ceulemans, K., & Ramos, T. B. (2017). Sustainability reporting in public sector organisations: Exploring the relation between the reporting process and organisational change management for sustainability. Journal of environmental management192, 292-301. Retrieved on: 7th November 2020, from: https://tarjomefa.com/wp-content/uploads/2018/02/8630-English-TarjomeFa.pdf

Fandrejewska, A., & Wasilik, K. (2018). Cultural differences and barriers in communication and functioning of an international organisation. Handel Wewnętrzny, (1 (372)), 203-215. Retrieved on: 29 October 2020; From: http://yadda.icm.edu.pl/yadda/element/bwmeta1.element.desklight-b77fe813-3d35-4790-9714-627a66470d6d/c/HW_1_2018.203-215.pdf

Fralich, R., & Bitektine, A. (2020). “Invincibles” and “invisibles”: CEO status and the ‘Matthew effect’in strategic decision-making. Long Range Planning53(3), 101887. Retrieved on: 7th November 2020, from: https://www.researchgate.net/profile/Alex_Bitektine/publication/333559694_Invincibles_and_invisibles_CEO_status_and_the_’Matthew_effect’_in_strategic_decision-making/links/5de18d50299bf10bc33143eb/Invincibles-and-invisibles-CEO-status-and-the-Matthew-effect-in-strategic-decision-making.pdf

Galvis, Á. H. (2018). Supporting decision-making processes on blended learning in higher education: literature and good practices review. International Journal of Educational Technology in Higher Education15(1), 25. Retrieved on: 7th November 2020, from: https://link.springer.com/article/10.1186/s41239-018-0106-1

Imran, M. K., Rehman, C. A., Aslam, U., & Bilal, A. R. (2016). What’s organization knowledge management strategy for successful change implementation?. Journal of Organizational Change Management, 45-67. Retrieved on: 7th November 2020, from: https://www.researchgate.net/profile/Usman_Aslam7/publication/309486411_What%27s_Organization_Knowledge_Management_Strategy_for_Successful_Change_Implementation/links/5b0c23294585157f871c4f2c/Whats-Organization-Knowledge-Management-Strategy-for-Successful-Change-Implementation.pdf

Jalagat, R. (2016). The impact of change and change management in achieving corporate goals and objectives: Organizational perspective. International Journal of Science and Research, 5(11), 1233-1239. Retrieved on: 5 November 2020; From: http://www.academia.edu/download/62223588/IJSR-PublishedArticle320200228-48444-b33dn1.pdf

Jayatilleke, S., & Lai, R. (2018). A systematic review of requirements change management. Information and Software Technology93, 163-185. Retrieved on: 7th November 2020, from: https://www.researchgate.net/profile/Jorge_Gomes3/post/Can_anyone_provide_articles_of_one_company_that_has_recently_undergone_changes/attachment/59d65a0d79197b80779af4bf/AS%3A544981900771329%401506945218813/download/Jayatilleke+%26+Lai+2017+A+systematic+review+of+requirements+change+management.pdf

Kavanagh, D., & Ennis, P. J. (2019, July). Bureaucracy, Blockocracy and Power. In The 35th European Group for Organizational Studies (EGOS), Edinburgh, Scotland, 4-6 July 2019. Retrieved on: 7th November 2020, from: https://researchrepository.ucd.ie/bitstream/10197/11099/2/F67%20EGOS%202019%20Blockocracy.pdf

Lines, B. C., & Reddy Vardireddy, P. K. (2017). Drivers of organizational change within the AEC industry: Linking change management practices with successful change adoption. Journal of management in engineering, 33(6), 04017031. Retrieved on: 1 November 2020; From: https://www.researchgate.net/profile/Brian_Lines/publication/318836249_Drivers_of_Organizational_Change_within_the_AEC_Industry_Linking_Change_Management_Practices_with_Successful_Change_Adoption/links/5b1823bfaca272021ce9ede0/Drivers-of-Organizational-Change-within-the-AEC-Industry-Linking-Change-Management-Practices-with-Successful-Change-Adoption.pdf 

Matinaro, V., & Liu, Y. (2017). Towards increased innovativeness and sustainability through organizational culture: A case study of a Finnish construction business. Journal of cleaner production, 142, 3184-3193. Retrieved on: 3 November 2020; From: https://www.researchgate.net/profile/Yang_Liu57/publication/309517462_Towards_increased_innovativeness_and_sustainability_through_organizational_culture_A_case_study_of_a_Finnish_construction_business/links/5ada09c3458515c60f5ac6e8/Towards-increased-innovativeness-and-sustainability-through-organizational-culture-A-case-study-of-a-Finnish-construction-business.pdf 

Pourakbar, M. (2018). Evaluation moderating role of organizational trust on relationship between leadership styles with employee performance. International Journal of Community Development and Management Studies, 2, 001-017. Retrieved on: 4 November 2020; From: https://www.informingscience.org/Publications?Type=JournalArticles&JournalID=54&Volume=2-2018 

Ria, F., Bergantin, A., Vai, A., Bonfanti, P., Martinotti, A. S., Redaelli, I., … & Samei, E. (2017). Awareness of medical radiation exposure among patients: a patient survey as a first step for effective communication of ionizing radiation risks. Physica Medica, 43, 57-62.Retrieved on: 28 October 2020; From: https://dukespace.lib.duke.edu/dspace/bitstream/handle/10161/15847/1-s2.0-S1120179717304866-main.pdf?sequence=5&isAllowed=y 

Small, A., Gist, D., Souza, D., Dalton, J., Magny-Normilus, C., & David, D. (2016). Using Kotter’s change model for implementing bedside handoff: a quality improvement project. Journal of nursing care quality31(4), 304-309. Retrieved on: 8th November 2020, from: https://www.researchgate.net/profile/Cherlie_Magny-Normlis/publication/306025097_Using_Kotter%27s_Change_Model_for_Implementing_Bedside_Handoff_A_Quality_Improvement_Project/links/5a025916aca2720df3ca3649/Using-Kotters-Change-Model-for-Implementing-Bedside-Handoff-A-Quality-Improvement-Project.pdf

Teixeira, B., Gregory, P. A., & Austin, Z. (2017). How are pharmacists in Ontario adapting to practice change? Results of a qualitative analysis using Kotter’s change management model. Canadian Pharmacists Journal/Revue des Pharmaciens du Canada150(3), 198-205. Retrieved on: 8th November 2020, from: https://www.ncbi.nlm.nih.gov/pmc/articles/PMC5415066/

Xia, N., Zou, P.X., Griffin, M.A., Wang, X. and Zhong, R., (2018). Towards integrating construction risk management and stakeholder management: A systematic literature review and future research agendas. International Journal of Project Management36(5), pp.701-715. Retrieved on: 28 October 2020. Retrieved from: http://qrjournal.com/articles/b8d016655df1ad457995d800c49040a2.pdf

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