STUDENTS NUMBER: 202207669

PROGRAM: BACHELOR OF PUBLIC ADMINISTRATION

COURSE: ORGANIZATIONAL BEHAVIOUR II

COURSE CODE: BHR 332

LECTURER: MR. CHISANGA

QUESTION: The Ministry of infrastructure development has entered into contract to construct
the Lusaka-Ndola dual carriage way. Discuss all the possible or at least 5 environmental factors
in order to develop a SWOT analysis and the key functions involved to implement a change
program for the next 5 years.

DUE-DATE: 20th March, 2023

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This paper will look at how the Ministry of infrastructure development has entered into contract
to construct the Lusaka-Ndola dual carriage way. organization performance can be achieved at
the Ministry of infrastructure and development in the next five years after strength, weakness,
opportunities and threats (SWOT) analysis has been applied to the internal and external factors
of the Ministry of infrastructure development.
The New Dawn Government has clinched a USD 577 Million concession agreement deal with
Macro-Ocean Investment Consortium for the financing, construction, operation and maintenance
of 327 Kilometers Ndola-Lusaka Dual Carriage Way
Besides the 327 Kilometers Ndola-Lusaka dual carriageway project, the 25-year deal will also
see the rehabilitation of the 45 Kilometers Luanshya-Fisenge Masangano Road.
Minister of Finance and National Planning Dr. Situmbeko Musokotwane signed the concession
agreement for the Public Private Partnership Project for the upgrading of the Ndola Lusaka Road
into a dual carriage way on behalf of the Government with E Shangfa signing on behalf of the
consortium (Zambian times newspaper 28th February 2023)
The minister of finance further stated that he confident that through efficiencies to be created by
the new road there shall be exploitation of many export opportunities for Zambian goods and
products and shall reduce the cost of doing business as compared to the current situation. He
went on to say he would like to assure the government of the commitment to build a high-quality
road within 36 months of commencement of works.
Every organization exists in some context; no organization is an island in itself. Each must
continually interact with other organizations and individuals- the consumers, suppliers, unions,
shareholders, government and many more. Each organization has goals and responsibilities
related to each other in the environment. The present-day environment is dynamic and will
continue to be dynamic meaning that it is ever changing it is not constant.
“The term change refers to any alterations which occurs in the overall work environment of an
organization.” (George Bernard show 1854)
Changes in social, political, economic, technology, and legal environment force organizations to
change themselves. Such changes may result in organizational changes like major functions
production process, labor-management relations, nature of competitions, economic constraints,
organizational methods etc. In order to survive in the changing environment, organization must
change. How the changes in various environmental factors necessitate change in the organization

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may be seen in following context: -
When there is a change in technology in the organizational environment and other organizations
adopt the new technology, the organizations under focus become less cost effective and its
competitive position weakens. Therefore, it has to adopt new technology, its work structure is
affected and a new equilibrium has to be established.

Since every organization exports its outputs to the environment, an organization has to face its
daily competition in the market by looking at the strengths, weakness, opportunities and threats
that are there at that particular day. There may be two types of forces which may affect the
competitive position of an organization —other organizations supplying the same products and,
buyers who are not buying the product. Any changes in these forces may require suitable
changes in the in the organization. For example, when Indian economy was liberalized, there
were many foreign organizations that entered the Indian market. This forced many Indian
organizations to realign themselves with the new situations. The result in that there have been
many cases of divesting the business and concentrating on the core business, acquiring core
business, and developing competitive competence to face competitive threats. Similarly, there
may be changes in buyers in terms of their needs, liking disliking and income disposal for a
product.
These change from the organizations to bring those products which meet buyer’s requirement.
(Wallace, J., Hunt, J. and Richards, C., 1999)

Social changes reflect in terms of people’s aspirations, the needs, and their ways of working.
Social changes have taken place because of the several forces like level of education,
urbanization, feeling of autonomy, and international impact due to new information sources.
These social changes affect the behavior of people in the organization. It is therefore required to
make adjustment in its working so that it matches with people.

Economic change is one of the external factors that affect business decision-making. Economic
change can be defined as a shift in structure, policy or growth in the economy. You can measure
economic growth by looking at gross domestic product (GDP).

Political and legal factors broadly define the activities which an organization can undertake and
the methods which will be followed by it in accomplishing those activities. Any changes in these
political and legal factors may affect the organization operation.

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It is not only the changes in external factors, which may necessitate organizational changes; any
change in organization’s internal factors may also necessitate changes. Such a change is required
because of two reasons: changes in managerial personnel and deficiency in existing
organizational practices (Abdullah, A.M., 2010)

Besides environmental changes there is a change in managerial personnel. Old managers are
replaced by new mangers, which necessitated because of retirement, promotion, transfer or
dismissal. Each new manager brings his own ideas and way of working in the organization. The
relationships, more in the organization. The relationships, more particularly informal ones,
changes because of changes in managerial personnel. Moreover, attitude of the personnel
changes even though there are no changes in them. The result in that an organization has to
change accordingly.

Sometimes, changes are necessary because of deficiency in the present organizational

arrangement and process. These deficiencies may be in the form of unmanageable span of
management, large number of managerial levels, lack in co-ordination between various
departments, obstacles in communication, multiplicity of committees, lack of uniformity in
policy decisions, lack of co-operation between the line and staff, and so on. Beside these internal
factors, there are two more internal factors that give rise to organizational changes. (Amaratunga,
D. and Baldry, D., 2002.)

The nature of work force has changed over a passage of time. Different work values have been
expressed by different generations. Workers who are in the age group of 50 plus value loyalty to
their employers. Workers in their mid-thirties to forties are loyal to themselves only. The
youngest generation of workers is loyal to their career. The profile of the workforce is also
changing fast. The new generation of workers has better education; they place greater emphasis
on human values and questions authority of managers. Their behavior has also become very
complex and leading them towards organizational goals is a challenge for the managers. The
employee turnover is also very high which again put strain on the management. (Sinclair, A.,
1993)

In many cases, organizational changes take place just to avoid developing inertia or inflexibility.
Conscious manager takes into account this view of organization that organization should be
dynamic because any single method is not the best tool of management every time. Thus,

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changes are incorporated so that the personnel develop liking for change and there is no
unnecessary resistance when major change in the organization are brought about.

High cost and limited availability of long-term finance remain major threat to growth,
particularly at the ministry of infrastructure development and others. The major form of finance
in Zambia is commercial bank loans that are mainly designed to support cash flow solutions and
not long-term capital. Business segments remain underdeveloped. This has posed serious
limitations and ability of the ministry of infrastructure to expand its operations. Innovation and
Skills development is key to help organizational employees boost their analytic and decision-
making abilities and heighten creativity to enhance future performance. (Hikmah, H., Rarnawati,
A.T. and Darmanto S.2021)

Market failures negatively affect the pace of industrialization, which is a prerequisite for
achieving resilient economic diversification. In Zambia, market information systems are still
under developed due to low level of information communication technology (ICT) connectivity
and the high cost of providing wireless data and voice services. This affects the pace of market
information acquisition and the ease of doing business

Implementing change means shifting from the old ways of doing things to a completely new
way. Implementing change helps employees prepare for an organizational transition using
various resources and strategies which requires one to develop a plan that will gain employee
practice that will provide them with the necessary tools to intended for the change

(Chittithaworn, C., Islam, M.A., Keawchana, T. and Yusuf, D.H.M., 2011)

Functions involved to implement a change program for the next five years

Successful change management requires implementing multiple phases to ensure the transition
runs smoothly. By following these eight steps, you can keep your business on track while
achieving a transition:

Identify the change and perform an impact assessment

To begin with, the government should first identify the necessary change and make sure that it
aligns with the ministry of infrastructure development ’s overall objectives. Once the goal is
identified, they need to perform an impact assessment to evaluate how the change will affect all

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levels of the ministry. This assessment will provide guidelines on how to implement the change
because it shows who faces the most impact and will need the most support.

Develop a plan

Through the insights gained in the preparation phase to determine how to implement the changes
needed. A plan that sets the direction for the ministry, including how to achieve the necessary
changes and ways to measure whether the changes were successful. Depending on the scope of
the change implemented, they need to include a plan showing how they will support employees
through this transition. The impact assessment will identify the most impacted employees, so the
implementation plan also needs to include any type of support or training that these employees
may need.

Communicate the change to employees

To effectively convey the change to employees, they will need to develop a communications
strategy. In this plan, the government through the ministry of infrastructure development will
outline their main messages, identify their audience and determine what medium will deliver the
information. Depending on the change, they may also need to consider how management will
respond to feedback from employees.

Due to their impact assessment, they likely already know which level of the ministry will be
affected most by the change. It is recommended that you communicate with these employees
first and most often.

Provide reasons for the change

To gain the support of employees when implementing change, you must demonstrate the
necessity of the change. Often, the best way to achieve this is to present data that supports your
decision. Such data may involve customer or employee surveys, strategic business goals or
budget plans. Remember to underscore the benefits the change implementation will bring.
Employees who understand why the change is happening may be more likely to feel motivated to
actively participate in the change.

Seek employee feedback

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After communicating the change to employees, offer them the opportunity to provide feedback.
You can either schedule times to conduct in-person feedback sessions or send out surveys.
Change can make some people nervous, so allowing employees to voice their opinions makes
them feel like part of the decision or conversation. You may even gain insights into how to
improve your implementation plans. Encouraging employees to voice their concerns also allows
the opportunity to clear up any misunderstandings and answer any lingering questions.

Launch the change

Effective change happens in stages, which ensures that employees are not overwhelmed. Create a
timeline that starts with the aspects that you must complete first, such as employee training,
equipment acquisition or software installation. It’s helpful to set a deadline for when you want to
evaluate the implementation process and determine whether it achieved your intended goals.
Depending on how much time you have to implement change, you may want to consider a pilot
program. By having a small group of employees test the change before you implement its
company-wide, you increase the likelihood of a successful change.

Monitor the change

As the change is implemented throughout the ministry, continue to monitor the process to ensure
all of your employees follow proper implementation procedures. Depending on your role, you
may directly observe employees or delegate the tasks to other supervisors.

Try to monitor progress on at least a weekly basis—toward the beginning of implementation,

you may even want to review progress daily. Keeping a close watch on your progress will help
you fix any mistakes you hadn’t anticipated and gauge any other unexpected outcomes from the
change.

Evaluate the change

Work with your employees or team to determine how you will measure the success of the
implementation. In some situations, you may have quantifiable results that can be easily
measured. If you don’t have quantifiable data to work with, you may want to brainstorm other
ways of measuring success. For instance, you could consider the following points: what was the
goal of the change in the Ndola-Lusaka dual-carriage way? What should success look like after

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the construction of the Ndola-Lusaka dual carriage-way, given the starting point goal? And lastly
which areas have been improved since the change was implemented?

During the planning phase, you set a deadline to evaluate the implementation. When you reach
this deadline, meet with your team to assess the results based on your established guidelines for
measuring success.

Determine whether the changes met your business goals or made progress toward them. You can
also discuss whether the change implementation process worked as intended and determine
whether you need to make any improvements. Share the results of your discussion with
employees — seeing that they made progress or achieved goals can help motivate them at work.

Celebrate success

Create a more positive change implementation process by celebrating key milestones and overall
successes. Employees who see their progress being celebrated might feel more motivated to keep
achieving goals. A successful and positive experience can build employees' trust in the
organization's leadership and make acceptance for the next change implementation easier to gain.

CONCLUSION

There is need to work out a Viability Gap Funding Scheme/Guidelines for the road sector in
view of the sparse population and difficult geographical setting, it may not be possible to take up
many of the projects on PPP Mode. However, we need to explore avenues. Urban Sector
projects, Power Sector, IT Sector for PPP Projects than start with the huge long road. A road is a
public good. No exclusion should be entertained; and lastly is need to develop a Model
Concession Agreement for the road sector including Water Supplies, Power and various
Services.

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REFERENCE

Amaratunga, D. and Baldry, D., 2002. Moving from performance measurement to performance
management. Facilities.

Wallace, J., Hunt, J. and Richards, C., 1999. The relationship between organisational culture,
organisational climate and managerial values. International Journal of Public Sector Management.

Sinclair, A., 1993. Approaches to organisational culture and ethics. Journal of Business ethics, 12(1),
pp.63-73.

Chittithaworn, C., Islam, M.A., Keawchana, T. and Yusuf, D.H.M., 2011. Factors affecting business
success of small & medium enterprises (SMEs) in Thailand. Asian social science, 7(5), pp.180-190.

Indarti, N. and Langenburg, M., 2004. Factors affecting business success among SMEs: Empirical
evidences from Indonesia. Journal of Asia Entrepreneurship and Sustainability, 3(2), pp.1-14.

Hikmah, H., Ratnawati, A.T. and Darmanto, S., 2021. Factors affecting business performance: An
empirical study of the creative industry in Semarang, Indonesia. The Journal of Asian Finance,
Economics and Business, 8(12), pp.455-463.

Abdullah, A.M., 2011. Factors affecting business students' performance in Arab Open University: The
case of Kuwait. International Journal of Business and Management, 6(5), p.146.

Times of Zambia newspaper, 2023

https://www.bing.com/search?q=what%2Bis%2Beconomic
%2Bchange&cvid=6a4db70ebdaf4c009ed43e866f01350d&FORM=ANAB01&PC=U531 (Accessed:
March 19, 2023).

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