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1. Shariz binti Sellehuddin
2. Nur Syahira Binti Mohamad Salleh
3. Ezza Farhanna Binti Jusree
4. Nur Farah Aina Binti Ramli

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Question 1

How does client feel about how the changes has been manage at this point? How do you think the management team or employees feel?

-          Internal client managers might feel happy with the service from HR department since they had changed their management and they can get new position in the organization that will help them to be more explore and gain a new experience in the organization.

Question 2

What has Susan done well in managing the changes to this point? What could she have done differently?

-          Organized teams to serve various internal departments, Susan had done differently when she try to understand the different types of work place of the team so it will get easier for her in order to implement the changes for the department. Susan's announcements of change were done in a proper order

-          She is also splitting up teams that have come close over time, which can mess up workplace productivity. She also created new, conflict-prone teams.

Question 3

What intervention strategy and intervention activities would you recommended to Susan? How would you structure these activities? What roles would Susan, the management team, and the consultant play?

-          There are several different intervention strategies and interventions activities that I would recommend to Susan. The problems is according to Susan, are team building, recruitment, and training. I assume the root issues are team divisions of team and goal conflict. Team division is a concern when it comes to compensation specialist roles, as there are only two, and not every team can have one. I think that a real-time strategic change would’ve been a great fit of the HR team, due to the fact that Susan wants the change to happen very quickly. I think this would also be a great fit for Susan, as she's already created the plan. Another team intervention that would need to be implemented is training for the former employee relations specialist, as they have not even done recruiting before. Nevertheless, Susan is willing to train them, but her problem is that she wants to see the change happen immediately, but she says she will allow time for training.

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1.MUHAMMAD YAZID BIN ARIS
2.MUHAMMAD SAIFUDDIN BIN CHE OTHMAN
3.MUHAMMAD ALIFF NAIM BIN MOHD ZAHAR
4. MUHAMMAD AFIF BIN MUSAUDDIN

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Nursyahira Bt Mohd Zakuan
Norizaty Suriani bt khair johari
Nur Farhana Syahira binti Malim
NurFitrah Hasra Bt Abdul Rahim
Nurul Narsuhah binti Bazlinor

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1. AIMI SHAFIYAH BINTI MOHAMED AZMI
2. NUR KAMILAH RAZALI
3. SYUHAIDAH BINTI SULAIMAN
4. NOORKAMALIA BINTI KAMARUDDIN
5. NORAZIAN BINTI MOHD RAZALI

# data[].attributes.body
1.Ahmad Firhan Amin Bin Abdul Rasib
2.Izzat 'Afif Bin Ruzman
3.Muhammad 'Afi Hanif Bin Abdul Rashid
4.Anis Nazeefa Binti Zainal Arif
5.Nur Farahanny  Binti Mohamad Rusdi

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1. SYAZA BINTI SHAMSINAR
2. NUR QAMARINA AFIQAH BINTI RABAIE
3. NUR IZZATI BINTI MOHAMAD NAZIM
4. SITI RAIHANI AZILAH BINTI NASIB

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Group Members
Noorshadzwiena Shahiera bt Ahmad

Ainnur Izzaty binti Dewa Safri

Marylin Michelle ak Dickson

Febric Igoh ak Garing

Celestine Guang Edison

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QUESTION 1
How does the client feel about how the change has been managed at this point?
Susan who is VP of the organization seem very confident on what she do in the organization. With a changes in the organization they not just reduce the cost but also make the work more easily.

How do you think the management team or employee feel?
The management team or employee might feel happy because they gain a new experience in their new position and have a change to improve them self.

QUESTION 2
What has Susan done well in managing the change to this point?
Susan has done significant work in preparing the transition and her development plan seems to be structured clearly.

What could she done differently?
What she can done differently is by inform everyone about the change before it is finally implemented, it is one of the best approach she has followed.

QUESTION 3
What intervention strategy and intervention activities would you recommend to Susan?
Real-time strategy, it is because it is change is a highly participatory, structured and organized process in which the entire system is involved in change planning. The real time strategy is involves making decision about the organisation's purpose, product, vision, direction, and action plan. This will be suitable strategy for organization.

How would you structure these activities?What roles would Susan, the management team and the consultant play?
I would structure the activities according to what the employee are lacking at in the organization. This is because they are already assign for a new task and some of them have experience about the task and some are not.  Team building exercises will be a good solution for the organisation's smoother change.

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How does client feel about how the change has been managed at this point? How do you think the management and employees feel?

My answer:
Susan, the vice president of ASP Software, seems to be confident in how the change has been managed to this point. Her plan is very clear and well-developed. She is pleased with how the management
team is doing with changes and thinks the change will benefit the HR’s reputation. She also
feels as though Steven’s promotion will be accepted by other members, even though she has not
announced that publicly. Susan is the person who values every team member views and value them in the future decisions with respect to the change. I personally think some of the recruiters and generalists are also okay with this change and are looking forward to working
with new people and having new roles.

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3. What intervention strategy and interventions activities would recommend to Susan ?

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3. What intervention strategy and interventions activities would recommend to Susan ?

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In my opinion, the intervention strategy and interventions activities that i would like to recommend is Susan should have a formal meeting with the employees and she can also conduct team building activities for the intervention. The employees will definitely boost their intergroup growth and also enhance efficiency by carrying out the team-building activity.

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1.	How does client feel about how the changes has been manage at this point? How do you think the management team or employees feel?

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1.	How does client feel about how the changes has been manage at this point? How do you think the management team or employees feel?

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FIRHAN
There have been changes made on the management and the consequences will surely unveil on how the client feels and responds toward the change. It is no doubt that the client seems unhappy with the changes happening in the organization. First of all, there has been an increase of work or workload as the recruiters are handling two dozen of positions at a given time. Workload that was given will only make the clients feel deeply frustrated with the situation that has occurred as added with the multiple roles they have to adapt despite the task didn’t fit their specialization or within their knowledge. There also has been tension around the organization environment when the manager looks to have employee relation issues from Steven's team. In the end, internal clients will feel more cooped up with the situation and decide to stay oriented with day to day’s activities instead achieving their bigger mission.In the case study, the management team on the other hand seems to feel some sort of relief from the changes that have been implemented as their jobs and responsibilities could be slightly reduced. On the contrary, the employees have mixed feelings about the change since some of them, especially from the old group, feels that the headcount reduction could risk their job security. The other groups from recruiters are filled with excitement as they look forward for new job roles while employee relation teams are opposite since they don’t want any more responsibility to be added.

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Question 3
(a) What intervention strategy and intervention activities would you recommend to Susan? (b) How would you structure these activities? (c) What roles would Susan, the management team, and the consultant play?

(a) According to the issues aroused at the ASP Software Company, the intervention strategy and intervention activities that would suggest by me are doing a team building program and implementing the training program for each position. As mentioned earlier, Susan stated they want to change their management style but they might have a problem which is lacking of teamwork. This is because, all of them was never worked together as a team and this will result to low teamwork due to lack of trust to each other and unfamiliar working environment. By having a teamwork building, they can improve their relationships as a team member because they will get to know one another and started to create mutual trust. So that, I will reduce the uncomfortable situation among them in conducting the task together. Next, Susan told that, most of their recruiters have not involved in the training program. As they never attend to the training program that related with their position, they will miss some knowledge and skill that they supposed to know in order implementing their tasks. By having a training program, the recruiter will be more exposed with what they should do and how they should do in their position during giving the services. It will give guideline for them on how to work for their position.

(b) For the team building and training activities, I will structure these activities by separating them into their positions. Meaning that, they will implement 4 team building activities for 4 departments. Each employee will participate according to their position. So that, each team building will be having the same activities but what make it different are the members that will be participated. For training program, the employee will attend according to their positions. Different position will have different training program.
All these activities structure must be followed by these 5 phases process for an organization design change. Firstly, they must prepare for change. Second, choosing to redesign. Third, creating the high level design. Forth, handling the transition. Last but not least, reviewing the design.

(c) As a Vice President, Susan plays an important role in order to ensure the change works for the entire organization. She needs to ensure all the employees do what they supposed to do. As a person in charge for this change, she need to give a guide and monitor all the activities and employees’ performance whether all of them can adapt with the changes or not. For the management team, they need to ensure the activities for changes run smoothly. They need to help the organization to achieve their goals. Last but not least, for the consultant, they need to give a suggestion on how to make the changes effectively. Perhaps they can provide strategies to the organization and advise on what to and not to do.

By,
afihanif

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3) What intervention strategy and intervention activities would you recommend to Susan? How would you structure these activities? What roles would Susan, the management team, and consultant play?

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3) What intervention strategy and intervention activities would you recommend to Susan? How would you structure these activities? What roles would Susan, the management team, and consultant play?

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Objective of intervention is to help or to improve the effectiveness of organizations, groups, teams and individuals. According to the problem that Susan faced i would recommend intervention strategy that may consist of strategic planning and team building. The intervention strategy consist of activities that would be conduct a team start-up workshop and discuss the group's strategic plan. This activities plan to establish agreement and norms so that team can begin function effectively, provide team with clear function and roles, clarify goals and operating methods. Then continue to build team relationship which the activity to improve work group effectiveness and maintaining the relationship of its member. There are also include individual intervention to help member understand and appreciate their own and their teammates personalities and interpersonal styles.

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1. How does client feel about how the changes has been manage at this point? How do you think the management team or employees feel?

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1. How does client feel about how the changes has been manage at this point? How do you think the management team or employees feel?

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The client will feel happy about the change that has been managed at that point. Refer to the case study, Susan noticed that the internal client of their department haven’t been very happy with the service they have been receiving from the HR department. A very complicated process needs to faced during recruiting. Then, I think the management team or employees feel were mixed feelings at first about the change but I’m very sure they will accept this change and can adapt this adjustment. Refer to the case study, Susan said on the management team her think that a bit relief since they knew she was going to reduce it by one position and the four that are left are settling into their new roles. She said the change involved her employees who have been contentious in the past but her pretty sure both of them will be very professional about it.

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1.How does the client feel about how the change has been managed at this point? How do you think the management team or employees feel?

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1.How does the client feel about how the change has been managed at this point? How do you think the management team or employees feel?

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The client, Susan, VP of HR Department seems pretty happy and sure with the changes. She looks confident and ready for the changes to be happen. It clearly show from the case study when she giving the information to Nathan in a very specific and detailed. She also do believes that this new model, it could help to reduce the cost and in the same time ease the work process.

The management team may fell relief as they may not be effected by the reduction and they are settling into their new positions which can give them a better new experience. Besides that, this new structure and position may slightly reduced their job and responsibilities.

On the other hand, employees may still fell anxiety because the old teams were a tight group of individuals in the niche. This is due to the fact that headcount reduction may risk their position in the company. However it is, there still have different acceptance between them. As the recruiter seem to be happy to try a new job and position but the employees relation for instance were reluctant to change and add new job and increase responsibility.

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2) What has Susan done well in managing the change to this point? What could she have done differently?

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2) What has Susan done well in managing the change to this point? What could she have done differently?

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KAMILAH RAZALI
- Due to the selection process HR-approach, which undermines customer-centery approach, the major issue is the huge workload of HR managers. In this case, internal clients, the staff that do not agree with the HR functionality, are customers. A frustrating and long system needs to be cut short in the process of recruiting new employees and putting employees to work

AIMI SHAFIYAH
- In order to reduce the complaint among the internal clients, Susan has created a new organizational team. She has divided the job roles among Paula, Linda, Matthew and Tom because she wants each of leaders can manage distribute the work equally among their team. The process will be more easy and clear for manager to get the confirmation and result rather than passing the answer among the leaders. What action Susan can do to make strategy differently is by having discussion among the leaders what their difficulty with their position so easier for Susan to open a new position. It is because by having a new position will reduce the workload and the information is more clearly. Since it is difficult to get a best employee, they need to know their requirement based on their job role and description.

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What has Susan done well in managing the change to this point? What could she have done differently?

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What has Susan done well in managing the change to this point? What could she have done differently?

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The most significant things that Susan had managed to do is developing a proper planning on the new model to be applied. She had change the organization chart and position from focusing HR function to a position that serve the various internal department runs in the company accordingly.

Besides that, Susan had making a good move by calling for meeting to briefly tell the current situation and providing knowledge on this new model. By making this meeting and providing sufficient information before implement, it will makes the employees more confident and eliminate frustration among them.

Susan should also ask for the opinion of others, especially as regards the new task, to make it better. This is because the management team and staff are the one that has been directly affected by these changes. Consequently, getting their input can reduce dissatisfaction.

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1. How does the client feel about how the change has been managed at this point? How do you think the management team or employees feel? 

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1. How does the client feel about how the change has been managed at this point? How do you think the management team or employees feel? 

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Susan, the VP of ASP Software, is by all accounts certain about how the change has been figured out how to this point. Her arrangement is clear and well-developed. Susan is satisfied with how the management team has adopted this new structure.
-I think the management team feels excitement because of staff reduction.  Since the reduction has been completed Susan believes there is relief among managers, and they are settling into their new positions.  She also feels that there still could be anxiety with the employees, because the old teams were a tight niche group of individuals.  They will accept and adapt slowly because Susan thinks it will improve their productivity and reputation as an HR team. About their relationship between employees, I think there's no problem because Steven very popular manager and he'll quickly take over the position and settle his work pleasantly.

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What has Susan done well in managing the change to this point?  What could she have done differently?

My answer:
Susan has done tremendous job in planning the change & her development plan is looks to be clearly organized in a well way.  I believe that the way she introduced the change was done well. But then, communication among them should have been improved to make the process of changes easier.

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What intervention strategy and intervention activities
would you recommend to Susan? How would you structure them? What roles would Susan, the management, and the consultant play?

My answer:
There are few intervention strategies I would like to suggest to Susan.  I think that a real-time strategic change would have been a great fit of the HR team, due to the fact that Susan wants the change to happen very rapidly.
Next, another team intervention that would need to be implemented is training for the former employee relations specialist because they have not even done recruiting before.
Then, looking at the goal conflicts and intervention, I would recommend Steven and Mathew has to work together to work it out in a well-planned manner in order to make the change successful.

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1.	How does client feel about how the changes has been manage at this point? How do you think the management team or employees feel?

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1.	How does client feel about how the changes has been manage at this point? How do you think the management team or employees feel?

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Answer : As we know in the case study Susan McNulty is the vice president of human resources at the company and wants to implement a new organizational style for the human resources department.She wants help with a team-building exercise as teamwork will be important in the new organizational model.In this point, the structure is about functional model and the internal client managers unhappy with the service from HR department.  That is why Susan has to take responsibility to look forward to reorganization of structure in which functional model is replaced into full client management service model. Other HR management said they pleased that management adopted the new structure. All of management team and employees feel pleasure about their responsibility and catch change in organization.

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3.What intervention strategy and intervention activities would you recommend to Susan? How would you structure these activities? What roles would Susan, the management team, and consultant play

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3.What intervention strategy and intervention activities would you recommend to Susan? How would you structure these activities? What roles would Susan, the management team, and consultant play

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Answer by Fitrah Hasra:

intervention strategy that i suggested is real time strategic change for their human resource team because Susan want their problem change rapidly.

for intervention activities is Implementation of a new technology, Mergers & acquisition, Change in organizational culture.

how to structure these activites is discuss with the management team and employee. open feedback on the strategy by participants and revise it based on this feedback.

Answer by Izaty suriani:Roles of susan-Responsibilities of a vice president can closely mirror those of a president as the VP heads up a department, capacity, or function, a portion of the organization.The vice president serves as the second in command to the president with responsibilities over a total organization, the VP may lead particular goals or hold leadership roles within all of the strategic goals of the organization. The VP also serves as a member of an organization's senior leadership team along with the CEO, the president, and other senior directors.May be assigned on a daily basis to make important decisions in a president or CEO's absence when waiting for their return might cause a problem with a customer, supplier, or employee.

Role of management team:The management team is also generally responsible for putting together the business strategy and ensuring the business objectives are met. The Management team are held accountable by the companies board of directors.Some organisations may operate a fairly flat team hierarchy with one or just a few layers of management while other companies may operate with several layers of the management team.For example,management team are involved with the strategy aspect of the business,designing hr program that make the most sense with where the business is ongoing. The management team is the group of individuals that operate at the higher levels of an organisation and have day-to-day responsibility for managing other individuals and maintaining responsibility for key business functions.

Role of consultant:Consultants offer advice and expertise to organisations to help them improve their business performance in terms of operations, profitability, management, structure and strategy. Although the workload can be heavy, consulting is a sociable profession with plenty of networking opportunities. The work stretches across a variety of areas, including management, strategy, IT, finance, marketing, HR and supply chain management

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How does the client feel about how the change has been managed at this point? How do you think the management team or employees feel?

Answer:
Susan McNulty is vice president of human resources at ASP Software. The changing of modal from a functional modal to a full client management services model that involving lot of teamwork. The new focus is priority to her team and employees. The changing that she had made requires a lot of teamwork and had a small reduction in staff. The client feel about how the change has been managed at this point that the vp made clearly organized the management. On the management team and among the supports teams they feel a bit of relief, since they knew I was going to reduce it by one position and the four that are left. Also there is a lot of anxiety about the staffing reduction.

Question 2
What has Susan done well in managing the change to this point? What could she have done differently?

Answer:
In managing the change to this point, Susan done very well. She managed to organized the teams to serve the various internal departments that run the ASP software business. The things that she can done differently, she can managed the cycle time of open position to acceptance of offer. Other than that, she also can provide guidance to proceed the process. She also must always remind the team building activity for the employees worked together closely and also support each other business function.

Question 3
What intervention strategy and intervention activities would you recommend to Susan? How would you structure these activities? What roles would Susan the management team and the consultant play?

Answer:
The intervention strategy and intervention activities that recommended to Susan is team building intervention and team development program. Those program proactively encourage teams to develop as healthier groups. These programs employ a training approach to team building that relies heavily on the use of team exercises and simulation. Team building interventions, when team cohesion and unity and energy for collaboration and trusting relationship revert back to old traditions. This is especially true when there is little follow up after the intervention, no support structure for continuing the changes,, no leadership support and no associated changes in policies or processes. All of these post intervention factors should also be taken into account to ensure a successful team building intervention.

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2. What has Susan done well in managing the change to this point ? What could she have done differently ?

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2. What has Susan done well in managing the change to this point ? What could she have done differently ?

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Susan has done an outstanding job in preparing the transition. Its innovation of the plan seems to be precisely understood and organized. It appears that she has taken the ability to review every employee into account and how it might affect them. I also genuinely think that the way in which the change was introduced was done well.  This began by telling participants that improvements will be made, which is also a perfect way to initiate a significant transition, and it often allowed people not to feel offended or stabbed back.  Susan then drew up a chart and published it with names and roles. She then prepared to declare the last change, which Steven's promotion, to everyone else in the organization. I thought it was an excellent idea since it gave the others space to get into how their changes were like before they dropped bombs on Steven.  There have been some things  Susan might have done differently. Although Susan maintained much of the team in mind, I feel she prioritized the managers.  She didn't shift them to any other role, she just changed what they were focusing on.

Other staff will not feel as appreciated as the management team.  She's also splitting up teams which have come remotely close over time, which can disrupt workers' productivity.  She has also set up new teams which could have a conflict. I also agree that although Susan's declarations of adjustment had been made in order, it seemed to have created a lot of complaints or speculation in the company.  Susan said, "The rumors have been  rampant for the past few weeks."  This could be avoided if she had announced the change that was closer to when she made them take place.  She was supposed to post a chart of new roles and tell the executive team of Steven's promotion that they might react to the news adequately. This could’ve changed the number of rumours. This might have reduced the type of speculations or rumours. Pretty much across the board, communication should have been improved when these changes were underway.

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Q2. What could she have done differently?

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Q2. What could she have done differently?

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Answer from Nurul Narsuhah:
Susan change the management system from a functional model to a full client management services model. The new model requires a lot of teamwork and need a small reduction in staff. Susan should have discussed with her teamwork first for any changes, because the sudden changes will make the other employers dissatisfied with the decision. Especially when the decision that related to reducing the staff. The new teams will need time to be able to comfort with each other in the team. Lastly, Susan need to announce the new model to the employers immediately to avoid any rumors occur and to avoid more time lost. Because the time should have use by the employers to know each other since they are never working together before.

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3. What intervention strategy and intervention activities would you recommend to Susan? How would you structure these activities? What roles would Susan, the management team, and the consultant play?

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3. What intervention strategy and intervention activities would you recommend to Susan? How would you structure these activities? What roles would Susan, the management team, and the consultant play?

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In my opinion, one of the intervention strategy that can Susan use is Real-Time Strategic Change since she always wanted the change to be happen very rapidly.

Others, she can held a formal meeting with her employees to communicate about their strategic plan with each other.

Susan's roles is she need to carry the responsibility for the changed that she have made. She need to make sure that everyone really understand about their own role and hopefully they can adapt with the changes very quickly.

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Q2. What has Susan done well in managing the change to this point?

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Q2. What has Susan done well in managing the change to this point?

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Susan has done very well in planning the change. Her development of the plan seems to be clearly thought out and organized. She seems to have taken the time to take into account every member and how it will affect them. I also believe that the way she introduced the change was done well. She started by informing the members that there would be changes made, which is always a great way to start a big change,

and also helped the people not feel attacked or back stabbed. Susan then made a chart and published it with names and positions. After that she planned to announce the final change, which is Steven’s promotion, to everyone in the organization. I think this was a great idea because it gave everyone else time to get used to what their own changes were before she dropped the bomb on Steven.

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1. How does the client feel about how the change has been managed at this point? How do you think the management team or employees feel?

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1. How does the client feel about how the change has been managed at this point? How do you think the management team or employees feel?

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by Qamarina & Raihani
Answer:
Since the management have been doing some changes towards their structure in the organization, there is no certainty that everyone in the organization will be happy or otherwise.

Previously, the internal client managers or their internal 'customers' were not very happy with the previous structure made, the way they work and also their services, then the changes made by Susan and the management would probably make them feel better and happy with Human Resources Department now.

For the management team, there might be a bit of relief since the position is reduced to a small number of position and the team are having their new roles in their jobs.

For the employee, among the generalists, they might have lots of opinions regarding the changes made. They might be thinking a lot since they are afraid of the
consequences that might happen because of the change such as staffing reduction. Some employees however, might be looking forward to be working in their new roles with their new team members and manager. The employees who have the experience and had the same roles before might want to expand their roles for in the new changes and structure.

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Question 1
How does the client feel about how the changes has been manage at this point? How do you think the management team or employees feel?
- The client may feel excited and happy with the changed of the management and it will help the management to improve their productivity and reputation while motivated at the same time for the employee.

Question 2
What has Susan done well in managing the change to this point? What could she have done differently?
- For our understanding, we can see that Susan has made changes such as organized teams to serve the various internal departments that going to run the ASP software. She put the employees that have skills and specialist in their own field. It totally or out with the strategic and responsive to the business.

Question 3
What intervention strategy and intervention activities would you recommend to Susan? How could you structure these activities? What roles would Susan, the management team, and the consultant play?
-The team management could recommended back on track by exploring some team building strategies and activities. Team building is about providing the skills, training and resources that your people need, so that they can work in harmony. But, to be truly effective, it needs to be a continual process, embedded into team and organization's culture. Besides that,Give plenty of feedback.
Feedback is a great way for employee to know quickly whether they are on the right track or need to take a different track. That doesn't mean that all feedback has to be formal, but can be quick verbal cues to help your employee know how they're doing for Susan to monitor the performance of the employees.

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(a)What has Susan done well in managing the change to this point?

Firstly, Susan has done well in finding the best consultant to help her in reorganizing the human resources department at ASP software. As the planning of the changes from a functional model to a full client management services model that will take place in the company, it is important to find the best consultant to ensure that all the processes related to changes can be carried out smoothly.

Next, Susan comes out with a new organizational chart where the company will have organized teams to serve the various internal departments that run the ASP software business. Each of the managers will now support only their respective teams. This will allowed them to be more specific in handling and managing the position.
Furthermore, Susan also had done a meeting with all the management and support teams to tell them about the changes that are going to happen in the company. This is a crucial step to be taken as employees need to be informed about the changes. This will help to minimize negative reactions and also get feedback or opinion from everyone in the organization.

-Nur Farahanny

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b) What could she have done differently?
Since this intervention is a large scale interventions considering the participation, timeline and practitioner role in the organization, we suggest that among the things that she could have done better in changing the organizational structure model is to adapt the change in the organizational culture assessment by using any ways that might help communicating the change even better and this include the values, ethics and moral codes of the organization change so that the change is made to known and accept by the employee. Other than that, the change in organizational design and structure from a full functional model to a client management services model has caused some problem to the organizational, so we suggest that it is better if the organization consider the McKinsey 7S framework organizational design because it covers beyond strategy and structure of structure or the company can consider boundaryless and process structure of organization as the company not yet fully implemented the change. Lastly, the thing that she could have done differently is by having a discussion with the employees to know their opinion on the change rather than conducting a team building program that might not be effective if the employee resists to commit.
-Anis Nazeefa

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3. What intervention strategy and intervention activities would you recommend to Susan? How would you structure these activities? What roles would Susan, the management team, and the consultant play?

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3. What intervention strategy and intervention activities would you recommend to Susan? How would you structure these activities? What roles would Susan, the management team, and the consultant play?

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-MUHAMMAD AFIF BIN MUSAUDDIN

i would suggest susan to create a Feedback and Improvement Loop

Do these steps mean that the change that was made is the right or optimal change? Not necessarily. Susan must maintain an open line of communication throughout the organization to make sure that feedback reaches the ears of the employees leading the charge.

Changing details, continuous improvement, and tweaking is a natural and expected part of any organizational change. Most changes are not poured in concrete, but there must be a willingness to examine the improvement (plan, do, study, take additional action).

If Susan  implement the  change in an organizational environment that is employee-oriented, with transparent communication and a high level of trust, she have a huge advantage.

But, even in the most supportive environment, she must understand and respond to the range of human emotions and responses that are elicited during times of intense change.

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1.	How does the client feel about how the change has been managed at this point? How do you think the management team or employees feel?

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1.	How does the client feel about how the change has been managed at this point? How do you think the management team or employees feel?

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-          The client, Susan, the vice president of Human Resources might be happy, and she looks confident how the change will be happens. It because in this case Susan giving information very detail and clearly to Nathan. In addition, she is pleased the management team will adopt this new structure and think this change will give benefits and improve productivity and HR reputation. While the management team or employees, they might feel happy since they get new position in organization it will give new experience and knowledge to increase their performance in doing work.

2.  What has Susan done well in managing the change to this point? What could she have done differently?

- Susan done very well in managing the change. First, Susan change model from a functional model to a full client management services model and she has divided the roles of each leader of department and their responsibility to do work in organization so that it will make them easier to do work each other. Second, Susan held a meeting to inform the others that some changes will be occur in organization. Then Susan also held a second meeting where she published the chart to others with the names in the positions.

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3.What intervention strategy and intervention activities would you recommend to Susan? How would you structure these activities? What roles would Susan, the management team, and the consultant play?

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3.What intervention strategy and intervention activities would you recommend to Susan? How would you structure these activities? What roles would Susan, the management team, and the consultant play?

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The first intervention strategy to be implied is change planning. Susan need to make a strategic planning on how those change should be occur. However, since she had managed make a good plan, I would recommend her to communicate her vision instead. It can be done by holding a formal regular meeting with all of the Human Resources department teams. It can help to motivate employees and lift their feelings of excitement to contribute to the vision.

In addition to that, I would recommend that Susan pursue a team building plan. This is an effort to gain a strong bond between the employees as some of them never had an opportunity to work together. This is particularly for the recruiter and compensation specialist team to get to know their new HR operations director, Steven. It also can build common values for the team and in the result may help crafting a vision and creating a new role of a team.

Finally, as the new model required employees to do new jobs that have never been done before, I would suggest that Susan provide employees with a training program especially for employee relationship specialists. This exposure to new jobs will help staff adapt more quickly to changes. As a result, they may reduce the dissatisfaction among workers.

Every person within the team should play their own roles to ensure that the changes are possible. Susan, for one, is responsible for sustaining and implementing that the improvements she had created to operate smoothly. She need to ensure that all program done by plan and all employees take part with it. On the other hand, the management team should take an active part and adapt quickly with the changes. Reluctant to make a change may be the biggest risk of failure. Lastly, the consultant must help the team particularly Susan in guiding them and provide a better strategy to be applied.

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Susan has done well in managing the change by changing the functional model into full client management model. this new model will Organized teams to serve various internal departments

,structured HR department support teams, reduced total head count by four positions and work is equally distribute. this model look more efficient compare to the old model.

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2) What has Susan done well in managing the change to this point? What could she have done differently?

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2) What has Susan done well in managing the change to this point? What could she have done differently?

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Syaza & Izzati

There are three things that Susan done well in managing the change. Firstly, Susan change their current organizational chart from functional structure to matrix structure where each of the manager of department has responsibilities other that their own current duty. Secondly, Susan called Nathan for consultation as to ask him about team building exercise that is suitable for the HR department and to help them guide through the process of new changes of the organizational structures. Thirdly, Susan held a meeting to inform the others that there are some changes that are going to occur generally, not specifically.

We suggest on what could she have done differently is that Susan can apply the organization design and structure which is Mckinsey 7s Framework without changing the current organization structure. The framework will courage the HR management and each manager of the department to be aligned by support and shared values with each other. This will make them involved each others in strategic aspect. In addition, if Susan wants to change the organization structure she should have a meeting with them first because different people have different level of adaptability. To be fair it is important to gain their perspectives and opinions regarding the new changes of the organization.

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what i recommend Susan for intervention activities,first are action planning, or devising an appropriate for the given individual,team or organization's problem and second, implementing the chosen intervention,team,or organization. this would help her for introduce the new model changing in progressive steps.
their roles are Organized teams to serve various internal departments

Structured HR department

Support teams

Reduced total head count by four positions

Work is equally distributed

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Question 1

How does the client feel about how the change has been managed at this point? How do you think the management team or employees feel?

- Susan make a plan on reorganizing the human resources department at ASP Software. This change will affect the quality of service for each team as it will become better because they will learn new things and can meet the client expectations and it will make the client happy. While as for the management team, they need to adapt with the changes as they will work with the new person.

Question 2

What has Susan done well in managing the change to this point? What could she have done differently?

- Susan planned the new organizational chart perfectly and all of the managers get the new roles that suitable for them. She did well in managing the change as every manager get their support team. The managers will be focus on their specific job because before the change the customer complained that they need to handle things with different people and it might be miscommunication there.
- Susan can done things differently by slowly do the change in their team as i might make the other managers can't really adapt with the new change and become stress. Then, Susan should do every month meeting to follow-up with their team about the change as to make sure the team is doing well.

Question 3
What intervention strategy and intervention activities would you recommend to Susan? How would you structure these activities? What roles would Susan, the management team, and the consultant play?

- Interventions are structured program designed to solve a problem, thus enabling an organization to achieve the goal. These intervention activities are designed to improve the organization's functioning and enable managers and leaders to better manage their team and organization cultures.
- I would recommend real time strategic change to Susan as it will take the whole system in planning to change. It can be used to align a whole organisation, or large part of it, behind a vision and to plan all the things that need to be put in place to make the vision a reality
- As for the role Susan should maintain the changes and do follow-up with the managers in order to make sure that they can focus. The management team need to work efficiently and quickly adapt with the changes. For the consultant, they need to help in giving more suggestion of the strategies for the company to applied in their future plan.

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what intervention strategy and intervention activity that you would recommend to Susan?
as we aware, there are some problems that arouse in ASP Software where it need to be settle down in order to satisfy their client needs. first, there is an issue on the changes of strategic structure in Human Resource department where it being change from functional structure to mix structure. second, Susan wants to held a team-building activities in order to face the changes. in my opinion, the most suitable intervention that can be done is Real-Time Strategic Change since it can be applied across the organization. in this changes, employees in HR department will alert with every situation that they are in. they can participate in the strategic plan in the company. means they are allowed to know everything that happened in the organization and shared their opinion and ideas to make the changes success as it can create mutual trust and understanding on every each of them in the organization on the new intervention. the most suitable activity that can be done to face up with the organization intervention is team-building.

how would you structure these activities?
as i choose team - building i will suggest them to do it outside organization. means go somewhere that they can do some activities together. since Susan had mentioned about the changes need them to have a powerful teamwork. since they were working according to their specialities they do not mix around much with other in the department. i will structure it for three days one night, where they will be mixed around with each of the group members from different department such as recruitment, compensation, ER specialist, OD consultant and EEOC. in this group they will conducting several activities that will enhance their teamwork such as ice breaking, cheer leading, and then they will start doing activities that can help them to understand their role in the organization. in addition, they will be allowed to gives any ideas and opinion to the changes.

what roles would Susan, the management teams and the consultant play?.
as for susan, she is the vice president which it makes her as a leader or head of HR department. she needs to make sure that the changes had full acceptance by the members in the department. therefore, she needs to inform them before she change the structure to see whether they are ready or not for the changes. next, she and the management teams need to make sure that they monitored and take every single opinion and ideas from the member before they design the structure of the intervention that they want so that there will be no problem arise in the future. for example, they need to informed and explained clearly to them what problems that they had and why they need to change for them to have a better understanding to the situation because it is not easy for them to change. changes needs time, same goes to them. they need to adjust and prepared themselves to face the changes. consultant can help the organization to redesign their structure and give their opinion and ideas so that the changes will improve their way of work and the performance of the members in the organization.

by izzati

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3) What intervention strategy and intervention activities would you recommend to Susan? How would you structure these activities? What roles would Susan, the management team, and the consultant play?

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3) What intervention strategy and intervention activities would you recommend to Susan? How would you structure these activities? What roles would Susan, the management team, and the consultant play?

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I think intervention strategy and activities that I would recommend is training. Why training?  Training is a highly useful tool that can bring an employee into a position where they can do their job correctly, effectively, and conscientiously. In this case, the former employees have not even done recruiting previously. In regards that, it would be nice if there is a training for them to enhance their knowledges and skills for doing a recruiting and another particular jobs. The training session should be lead by the professional trainer in the specific field. Susan as a VP need to observe her employees’s commitments and performances during the training session. The management team need to give their commitment to help Susan in achieving their goals. The consultants need to give their best in consulting the employees.