ASSIGNMENT SUBMISSION FORM

Course Name: Management of Organizations

Assignment Title: Assignment 3: Simulation
Submitted by: Study Group - A3

Student Name PG ID
Mayank Sethia 62210020

ISB Honour Code

 I will represent myself in a truthful manner.

 I will not fabricate or plagiarise any information with regard to the curriculum.
 I will not seek, receive or obtain an unfair advantage over other students.
 I will not be a party to any violation of the ISB Honour Code.
 I will personally uphold and abide, in theory and practice, the values, purpose
and rules of the ISB Honour Code.
 I will report all violations of the ISB Honour Code by members of the ISB
community.
 I will respect the rights and property of all in the ISB community.
 I will abide by all the rules and regulations that are prescribed by ISB.
Q.1) Identify 2 tactics that worked well. Briefly explain why you believe they worked well

Ans.1) Following a top down approach and ensuring that the top managers and CEO are
inclined towards the goal helped me in my overall approach. 2 tactics that worked well are as
follows :

 Focusing on the top level directors who are more inclined towards change such as
Frank, George and Ernest helped convince a lot of other subordinates in their division
which led to quicker progress. Continuous face to face meetings with these important
people helped in quicker conversion & progress in the decision making and also
ensure Ann the CEO become more inclined towards the entire approach. Having most
of the directors convinced, also helped organize director level and staff level
meetings. These meetings were also attended by lower level managers which led to
quicker conversion of these lower level managers during these meetings.

 Getting to know the profiles of each person before setting up a face-to-face meeting
with them was another approach that worked really well for me. Knowing the person,
helped in easier conversion of the person and led to stronger belief. Also knowing the
profiles of the person, gave a big hint on the important people we could focus on for
quicker conversion and who could also influence other people in the organization.
E.g.: Linda was a very smooth talker and was believed to have a good rapport with
most workers. Convincing her first helped convert other members faster.
Getting to know the profiles also made it easier to focus training and memorandum on
specific people and also choose who should be conducting the workshop.

Q.2) Identify 2 tactics that did not work. Briefly explain why you believe they did not work.

Ans. 2)There were some managers who were not very eager to change and willing to even
have a face-to face meeting. So it was better to focus on the other managers at this point of
time, than focus on these managers/directors. 2 tactics that did not work:

 Trying to constantly have face to face meetings with managers who were more
influenced by others stance than their own decisions like Donald and Hillary. Even
choosing them to organize workshops or staff meetings or sending trainings to them
did not quite work. It became important at this point to focus on the other members of
the group and try and convince them.

 Trying to collude through covert lobbying or bringing in unethical practices is

something that again doesn’t work. Such practices reduces the confidence of the top
management, the CEO and other directors on the overall efficiency of the project and
merit of the same. Also trying to have a director meeting even when half of the
directors are not even showing interest can actually backfire on you and reduce their
overall interest and cannot lead to consensus building.
Ultimately managers and directors will only build consensus when they know that the
idea has some merit and ethical means are being undertaken, where different stake
holders are also convinced of their position, that a decision in the positive direction
 will be taken

Q.3) Identify 2 factors that are critical to the change process

Ans. 3 ) There can be many factors which can be critical to the change process, but I believe
in an organization these 2 factors are the most crucial:

 Identifying key stakeholders, through their profiles, how they influence each other
decisions and how important they are to your decision making is very important. Thus
identifying whom to focus your discussions on and making sure you make enough
efforts to constantly stay in touch with them, through face-to-face meetings, trainings,
workshops, pilot projects, company newsletters etc. is a very good wat to build
confidence. Constant communication with the key stakeholders also improves trust,
credibility and shows that you are serious about bringing in change. For this case, I
followed a top down approach where I tried to maintain. Constant communication
with the top management, CEO and other directors which helped me convince 16
stakeholders.

 Maintaining constant communication with the key stakeholders by remaining

ethical & working towards the core competency of the company is also crucial for
this process. So that the management has enough trust in you to implement the
process. This constant communication process helps in converting and convincing
different types of leaders such as influential, charismatic, dominating etc. But in this
entire process if the means used are not right, it can affect the overall progress made
in decision making and in fact decrease the impact of the work done so far.
Also maintaining constant communication can increase the bond between different
stakeholders through staff meetings, director level meetings, workshops, trainings ,
expert sessions etc and help resolve the doubts & queries of different people. It also
helps to bring out the idea more clearly and keeps room for discussions, debate and
changes which can be made to the proposal when multiple heads work together for the
same. Thus it becomes an essential part of change management and is extremely
critical to the change process.