RUNNING HEAD: CONSULTING PROPOSAL #2
Consulting Proposal # 2
David E. Brown
Liberty University
BMAL 504 – Leading Organizational Change
Author Note
I have no known conflict of interest to disclose.
Correspondence concerning this article should be addressed to David Brown
Email: dbrown240@liberty.edu
RUNNING HEAD: CONSULTING PROPOSAL #2
Definition of Project:
Chew Ling Tan was the Deputy Director of Estate Administration and Property Department, at
the Singapore Housing Development Board. Tan graduated with an MBA and maximized the
skills learned from that program at Columbia Business School. “She was confident that her
reputation, connections, and understanding of sensitive issues, coupled with the skills learned in
the MBA program”. (Jick & Peiperl, 2010). Chew Ling was optimistic regarding her support of
the HSB acquaintance and the progress beyond what was the state at that time and the ability to
move forward their present state, moving forward. It is essential to realize that with the help of
her office, Chew Ling Tan would be present at Columbia Business School in 2009. HSB
Company was positioned at the time, to be first with their clients. The goal was to be more
perceptive as it relates to understanding the reality that their clients desired and expected to get
more than what they were receiving and not at a premium cost. The fact is, from a perspective of
critical building material HSB was seeking and realizing continuous improvement. “This was a
particular challenge to HDB in the wake of rising construction costs caused by an acute building
material shortage”. (Jick & Peiperl, 2010). The follow-up to ensuring and accepting the current
trend in the market was to acknowledge and understand how to provide inexpensive yet quality
designed housing units for their clients while at the same time rethinking the interior custom area
of the business which had been disrupted.
Diagnosis of the current situation:
What needs to occur next to facilitate the needs of the organization is a directed effort to
understand what the needs are and current requirements. The company must look at the ability to
maintain and continue development in that sector as it is invaluable.
RUNNING HEAD: CONSULTING PROPOSAL #2
The very fact that the primary focus is that of public entities as it relates to the Singapore
Housing Development Bard, as well as non-profits, it should be clear that there must exist a
balance between the economic drivers and the ethical considerations. These factors are essential
and cannot be overlooked. It must be well understood, biases do exist from varying involved
parties. This obviously had to cause Tan to pause and consider what was transpiring. "Tan
reflected on her department's role in implementing changes needed”. (Jick & Peiperl, 2010).
Taking the time to delineate what occurred has great benefit. The shifts in the market at that time
created difficulty for Tan and her organization. It necessitated a required change in the initial
plans. One could make the argument the company required a very structured system at the very
core of its operations. The company had to adjust and create internal policies and procedures
that would create a stable environment with consistent outcomes. A first step was to draft a new
mission statement for the department that would be consistent with HDB’s new vision”, (Jick &
Peiperl, 2010. The plan Tan had was to make changes that would put the organization in a better
market position. One of the primary focuses was on how employees were viewed and even used.
The focus was on ability and know-how. As far as Tan was concerned there would be a new
mission statement with the focus on the departments and their human capital and their abilities to
perform. This shift in focus gave them the opportunity to focus on excellent customer service
“We need to build a more progressive organization that is less top-down, but one that takes into
account the perspectives of the various stakeholders”. (Jick & Peiperl, 2010). The activities took
place by getting all stakeholders together and addressing customer care from the bottom up.
Certain practices and policies were put in place that focused on overall employee well-being
having positive impacts in all aspects of the organization.
RUNNING HEAD: CONSULTING PROPOSAL #2
Tans efforts and the results were undeniable. Coaching and mentoring were utilized for all
individuals by assigning a team from upper management. It is vital to understand the decisions
made by an individual as it relates to relevant factors such as practices and strategies. Allowing
one’s employees to achieve stated goals to accomplish organizational tasks envisioned in a
change implementation plan is crucial.
Recommendations:
Changes required to affect the desired outcomes were heavily weighed. Tan devised a well
thought out and executed plan to initiate positive changes within the organization. The primary
focus of her plan was to make the organization stronger. Her desire was to ensure the
organization was strengthened from within. “Tan developed a detailed action plan for herself
personally,” (Jick & Peiperl, 2010). There were many details required to ensure the plan would
be successful, but Tan was optimistic that the teams could, in time meet the requirements and be
successful. The overall implementation plan was one that could be initiated in a short period of
time while also creating opportunities for development. My personal concerns would be with
whether such a plan would work over a long period of time. The challenges of such an
expansion plan and its complications would have to be considered. Those staff members that are
dissatisfied would have to be persuaded while they work through their issues within the
organization. There are several areas of the plan that could have positive outcomes however
these areas must be given great consideration and addressed in detail.
RUNNING HEAD: CONSULTING PROPOSAL #2
Implementation Plan:
The Implementation of the devised plan is the most important aspect. The desire to make good
use of time and interactions with employees is one of the highest priorities. The goal was to
make wise use of the time spent with employees as well as their operations. The fact that staff
was reorganize in a way that did not have the entirety of the employees under central control of
one manager was quite necessary. Considering the promotion of employees to secure their
positions could be a step towards providing independence as well as security. “Tan wanted the
strategist Teams to meet biweekly with Deputy Directors whose sections would be affected to
apprise them of progress and get feedback”. (Jick & Peiperl, 2010). While more must be
accomplished to promote the continued success of the company, they are on the right path to
realize sales goals and create more opportunities for the company. My suggestion would be to
have Tan take another look at the employees and their status as it relates to structure. It is
possible that the creation could be more productive for singular assignments. This is feasible
because many employees can work towards and achieve the same goal. Another and final
consideration for Tan might be the reduction in personnel. Employee payroll is often one of the
largest drains on revenue, a leaner work staff would have a direct impact on this. This
consideration could help the company in a substantial way as well.
RUNNING HEAD: CONSULTING PROPOSAL #2
Summary:
This organization was in a change state. A change in the way business was previously done, a
change in personnel and a fundamental change in how services and the quality of products were
provided was necessary to move forward. “it is computed that at least more than half of all the
organizational change programs fail, reach a deadlock, or do not reach the results, which they
initially were aiming at.” (Makumbe, 2016). Tan’s decisions for change were sound and they
produced desired outcomes on a consistent basis. It is well known, modifications can and will
cause change and consequences both intended and unintended. Tan’s approach to change was
cautiously optimistic. The goal was to allow the organization to adjust to the market needs of the
time. She consolidated the company assets and as a result she was able to integrate several
aspects of operations which positively impacted the bottom line. Ensuring employees are a part
of the implementation of change can have long-term positive effects on a company. “Change
leadership, communication, employee engagement and employee commitment are key variables
in successful organisation change implementation.” (Makumbe, 2016). Ensure innovation as
Lastly, there must be a plan in place to ensure easy transition to an alternative way of moving
forward in the event the initial plan negatively impact employee performance or outcomes.
Scripture gives us many lessons for how we are to interact with one-another as both leaders and
employees. We have been admonished to understand an overseer, God's steward, must always be
above reproach. That individual must not be arrogant or quick-tempered. “Therefore, an overseer
must be above reproach, the husband of one wife, sober-minded, self-controlled, respectable,
hospitable, able to teach.” (1 Timothy, 3:2). Tan displayed some of those characteristics and
although she may not have been a believer, the values of the Christian faith transcend culture.
The primary point being, whether we see events in life as success or failures, all things work
RUNNING HEAD: CONSULTING PROPOSAL #2
towards his good and ultimate plan of salvation for the world. Those that accept the gift live with
that ultimate knowledge of his kingdom coming to fruition.
References
Franklin, M. (2014). Agile Change Management: A Practical Framework for Successful Change
Planning and Implementation. Kogan Page Publishers.
Higgins, D., & Bourne, P. A. (2018). Implementing Change in an Organization: A General
Overview. Scholarly Journal of Psychology and Behavioral Sciences,
Makunbe, W. (2016) Predictors of effective change management: A literature review Retrieved
from https://academicjournals.org/journal/AJBM/article-full-text-pdf/786990C62201
RUNNING HEAD: CONSULTING PROPOSAL #2
References
Cowart, T., Gilley, A., Avery, S., Barber, A., & Gilley, J. W. (2014). Ethical leaders: Trust,
work-life balance and treating individuals as unique. Journal of Leadership, Accountability
and Ethics, 11(3), 70-81.
Dimitrios B., & Athanasios, K., (2014). The Impact of Leadership and Change Management
Strategy on Organizational Culture. European Scientific Journal, vol.10, No.7
Hultman, K., & Hultman, J. (2015). Organization development as identity change. Organization
Development Journal, 33(3), 39.
Jick, T. D., Peiperl, M. A., (2011). Managing change: Cases and concepts (Third edition) New
York, New York: McGraw-Hill Education
Lewis, E. (2017). Leadership and Change Mana
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