1.

0 Introduction

The services sector is one that contributes to the growth of the national economy, serves as
the backbone of numerous organisations, and encompasses a wide range of fields, whether in
the form of public or private based services. Issues with the quality of service, particularly in
the public sector, have frequently made headlines in the media and among consumers.
Negligence is frequently discussed in relation to problems like poor service, consumer
discontent with lengthy processes, unpleasant counter staff, and so forth. Organizations in the
public sector should address this issue in order to provide excellent service to the community.
If no further action is done, the problem will persist and bring about more unfavourable
customer reactions, which will negatively reflect on the organization's reputation. Customers'
demands and expectations have changed as a result of current globalisation trends (Salian,
2017).

In this regard, public services like the Royal Malaysian Customs Department Bukit Kayu
Hitam have transitioned in order to continuously improve the services offered by following
the altering trends from time to time. This is in line with Ilhamee et al (2013). Assertion that,
in addition to transaction speed and customer confidence in organisational staff, rapid and
efficient service is a significant consideration for consumers (Harun et al, 2014). According
to Sany Sanuri (2011), if a company's services fall short of what customers expect, it will
only result in losses for the company, and customers may even seek out other companies or
locations that offer comparable services in order to receive the necessary services and better
quality.

2.0 Background of the Royal Malaysian Customs Organization (KDRM) Bukit Kayu
Hitam

The Royal Malaysian Customs Department (JKDRM) also known as the Royal Malaysian
Customs (KDRM) is one of the government departments under the Ministry of Finance
Malaysia. The Kedah Royal Malaysian Customs Department has 6 stations. Among the
customs stations operating throughout the state of Kedah are Alor Setar, Bukit Kayu Hitam,
Durian Burung, Langkawi, Sungai Petani and Kulim (Royal Malaysian Customs Department,
2022).

The Bukit Kayu Hitam Royal Malaysian Customs Department is headed by Tuan Abd
Rahman Bin Abd Aziz. A total of 194 customs officers serve at this station. JKDM Bukit
Kayu itam is divided into 4 Branches, namely the Management and Human Resource Branch,
Passenger Inspection Branch, Import/Export Branch and Enforcement Branch (Royal
Malaysian Customs Department, 2022).

Role as an important organization in the public sector, the quality of services of KDRM Bukit
kayu Hitam is very important, especially customs officers and staff in any dealings with
customers. In this regard, the assessment or diagnosis of customs staff working at KDRM
Bukit Kayu Hitam is very important, especially in examining the extent of their ability in
doing daily work. This is because, a group of senior officers consisting of management and
professional groups and support groups, will interact directly with customers while on duty.

Therefore, good service is important in carrying out daily work can improve the quality-of-
service delivery to be smoother and achieve target in addition to reducing public complaints,
namely the customers of the department who deal in this office with some staff of JKDM
Bukit Kayu Hitam on duty. Meanwhile, the Public Complaints Bureau has reported that
among the most frequent grievances and complaints reported by the public are against
departments and agencies. Government that does not inform the status of an application that
has been submitted. This matter should not be underestimated, and should be given serious
attention(Wahab et al., 2007). Based on these factors, it is necessary to make a diagnosis of
KDRM Bukit Kayu Hitam through data and information that contains details related to the
organization. Aims to make changes by providing strong evidence of the services provided
and in turn is expected to help the management of JKDM Bukit Kayu Hitam to identify
weaknesses for the purpose of improvement.

Meanwhile, the Public Complaints Bureau has reported that among the most frequent
grievances and complaints reported by the public are against Government departments and
agencies that do not inform the status of an application that has been submitted. This matter
should not be underestimated, and should be given serious attention (Wahab et al.,
2007)Based on these factors, it is necessary to make a diagnosis of KDRM Bukit Kayu Hitam
through data and information that contains details related to the organization. It aims to make
changes by providing strong evidence of the services provided and in turn hopefully can help
the management of JKDM Bukit Kayu Hitam to identify weaknesses for the purpose of
improvement. The method used to obtain and collect information is through Organizational
Record Review, Observation and Discussion of the Target Group. The selection of this
information collection method will facilitate in analyzing the data using qualitative methods
namely content analysis and field power analysis.
2.1 Definition of Diagnosis

According to Cumming and Worley (2001), diagnosis is "a process to understand how an
organization works and obtain the information needed to design and plan a change effort".
Rothwell, Sullivan and McLean (1995) define assessment as "the collection and evaluation of
information to identify the strengths and weaknesses found in an organization". These two
definitions have similarities when it comes to processes information retrieval, assessing
strengths and weaknesses, as well as designing change efforts based on information findings
obtained from the entire organization, then analyzed and implemented in a planned and
systematic manner.

2.2 The Concept of Organizational Development

Organizational Development is defined as efforts to bring benefits to the organization by

implementing changes in a planned manner to improve financial performance and quality of
life through the use of behavioral science or social science. Organizational Development is a
process of increasing the ability of an organization to carry out self-reforms (Owens, 1995 in
Sabarani Ghazali). Leaders and members of the organization should always be prepared to
implement any form of reform effort required without waiting for instructions or demands
from other parties outside the organization or only act when the organization is in trouble.
The implementation of Organizational Development involves a systematic planning process;
and the organization implements changes in accordance with the requirements of current
changes. This is to improve the quality of the members of the organization, in addition to
indirectly helping the organization to function properly; and in turn make the organization
excellent. Organizational Development is the process of increasing the ability of an
organization to carry out self-reforms (Owens, 1995). Leaders and members of the
organization must always be prepared to implement any form of reform effort required
without waiting for instructions or demands from other parties outside the organization or
only act when the organization is in trouble.

Organizational development is implemented through a methodical planning process, and

modifications are carried out in line with the demands of ongoing change. The goal is to raise
the standards of the organization's members while also indirectly assisting in the
organization's smooth operation and ultimately elevating the organisation to excellence.
Organizational development (OD), according to Clark (1994), is a top-down support
management, long-term effort to improve processes, organisational reform, and problem
solving, particularly through more effective diagnosis and collaboration as well as greater
emphasis on formal group collaboration, temporary group, and intergroup culture with
assistance from a consultant or facilitator as well as the application of theory and technology
to applied behavioural science, including behaviour analysis . Participants in the endeavour
and programme come from all organisational levels and layers. It is carried out by a single
person or a team of individuals referred to as change agents. The role of the transforming
agent in an organisation is to improve the system of internal employees or external
consultants hired to carry out organisational development projects. Change is not always
simple to implement. This is due to the fact that change is a process of transition from pre-
existing thought patterns, methodologies, or approaches to new thought patterns,
methodologies, and approaches. When it comes to an organisation, it refers to the
introduction of a new system or method into the workplace with the intention of making work
flow more easily than it did under the previous system. In general, changes will not
necessarily be accepted by all parties although rationally each change will improve
weaknesses.

2.3 Organizational Development Theory

The changes that are to be implemented are indeed beneficial to the organization. The
changes implemented are not because according to personal wishes or considered outdated,
but the changes implemented in the organization is to ensure the survival of an organization
to be able to move in line with the changes of the current era. In addition, changes are
sometimes deliberately created to change the comfortable situation of staff to be more
productive and competent to perform task. The quality of change in services can make the
management and administration of an organization more efficient and effective. The changes
that occur need to be managed systematically to ensure the efficiency and effectiveness of the
change programs implemented. The Three Level Theory introduced by Kurt Lewin in 1951 is
a basic model for implementing change in a planned manner. Lewin states that the process of
change has three stages, namely the stage of thawing (unfreezing), the stage of change
(moving) and the stage of freezing (refreezing). This step generally involves a change of
factors to allow the organization to maintain the status quo. The dilution stage is usually
achieved through the process of "psychological disconfirmation" that is, managers will create
discomfort among staff about their situation or situation such as declining work performance,
inappropriate attitudes, lack of skills, organizational structure and tasks. Therefore, through
this Lewin Model the framework in understanding the process of organizational change is
with three steps introduced (Sabarani 2003). This model has become the basis for
practitioners in the field of organizational development in planning and managing change in
the organization. At the change stage involves the process of changing the behavior of an
organization, departments or individuals to a new level of change. It involves the
development of new behaviors, values and attributes through changes in organizational
processes and structures. The last step in this theory is to maintain or consolidate a change
that has been made in the moving stage. This aims to stabilize and strengthen the state of the
organization on a new balance. It is achieved through reform mechanisms which create a new
form in the organization. According to Jaafar Muhammad (1999: 464), there are several
objectives of change done in an organization. Among the objectives are:

-Increase motivation i.e. change as a tool to attract and increase job interest among staff.

-Increase productivity, change as a way to increase productivity in terms of quality and

quantity.

-Reduce conflict in an organization consisting of divisions and units. Differences in terms of

duties, abilities, interests, background, economic, social, political and technological,
individual goals with the organization will also create conflicts.

Changes in the form of an organization occur due to external pressures and internal drives.
According to Stoner J.A.F. (1989), the external pressures that drive change are rising costs,
lack of resources, technological advances, demand from outside (consumers) and lack of
financial allocation from the government. This situation causes an organization to be forced
changing its structure, goals and methods of operation. While internal pressures consist of
new strategies, technologies, attitudes and behaviors. However both these external and
internal movers are interrelated.

2.4 Organizational Objectives and Causes Need to Change

There is no doubting the difficulty of implementing change within an organisation.

Management must recognise the need for change before beginning the change process. Is the
organization's change necessary? Is the need, if any, urgent, moderate, or postponed? This
question doesn't have a simple solution. Nevertheless, it goes without saying that the answer
is directly tied to an organization's continued existence and viability. Change is necessary for
the organisation if it will improve the organization's sustainability. If it will, then that proves
that the organisation does really require change. KDRM Bukit Kayu Hitam is not an
exception to this problem. All the staff of the organization are the same members today as
they were ten years ago even if they are not denied there was a slight increase in new
employees as well as layoffs of old members. However, the level of service quality and
organizational performance is not very encouraging. Although there have been some changes
in organizational management and employee composition, it has not undergone significant
changes, yet the state of the organizational environment is evolving rapidly. Economic
conditions, laws and regulations, customer preferences, competition have changed a lot
nowadays compared to 10 years ago.

Changes in these environmental factors to some extent urge the organization of KDRM Bukit
Kayu Hitam to change to meet the needs of customers, according to current developments
and what is important is to ensure that the objectives of the organization is still relevant and
needed by its employees. If the organization chooses to ignore the need for this change, then
eventually the organization will be eliminated from the mainstream. The situation will be
even worse if the issues related to the organization cannot be addressed effectively.
Therefore, the Bukit Kayu Hitam KDRM organization must make changes to ensure that the
organization remains relevant in meeting the needs of customers and visitors.

However, to make change, organizational management needs to be smart in identifying

change needs and planning for those changes. The process of change underway earlier than
the supposed time will most likely not get the expected results. According to Greiner, the
process of change typically occurs in each of the five phases of organizational development.
In order to maintain the development of the organization, Jaafar Muhammad (1999: 464),
stated that the important thing to make change is to set the objectives of change first before
the action of change is done in an organization. Among the objectives are:

1. Increase motivation that is change as a tool to attract and increase interest in work among
staff.

2. Increasing productivity that is change as a way to increase productivity in terms of quality

and quantity.
3. Reduce conflict in an organization consisting of divisions and units. This is because
differences in terms of duties, abilities, interests, background, economic, social, political and
technological, individual goals with the organization will also create conflict.

Changes in the form of an organization also occur due to external pressures and internal
drives. According to Stoner J.A.F (1989), the external pressures that drive change are rising
costs, lack of resources, technological advances, demand from outside (consumers) and lack
of financial allocation from the government. This situation causes an organization to have to
change its structure, goals and operating methods. While internal pressures consist of new
strategies, technologies, attitudes and behaviors. However both these external and internal
movers are interrelated

3.0 Methods of Data Analysis

The researcher must visit the study site to collect data using a qualitative method. The
qualitative methods include things like close observation, in-depth interviews, document and
cultural material analysis, etc. The use of interview techniques with all staff of the
organisation KDRM Bukit Kayu Hitam was carried out to foster social interaction between
the interviewer and the interviewee in order to gather information about the organisation in
addition to referring to the organization's performance documents. There is no element of
amusement or coercion during this social encounter, which is solely focused on gathering as
much information as possible about the interviewee. In a scholarly interview, the
interviewee's response, body language, and emotions, as well as the environment and
interruptions that take place throughout the interview session, are all taken into consideration.
Between the interviewer and the interviewee, there is social contact characterised by respect,
kindness, and tolerance. To ensure that the information flows easily during the interview, this
needs to be developed and maintained. Planning the interview should be done carefully in
these situations. The gathered information will then be analysed and assembled into a
comprehensive report.

4.0 Organizational Rank Diagnosis

According to Sabarani Ghazali, the ultimate goal of organizational level diagnosis is to see
the effectiveness and efficiency of an organization. It can be seen through the achievement of
successful performance in achieving product production targets or improving the quality of
products and services that meet customer needs, meet employee satisfaction and high
employee commitment and successfully form close cooperation among employees. Today's
highly competitive environment and the challenges of globalization require the Public
Service to be sensitive and focused on innovation and creativity. This is an effort in driving
the public sector transformation agenda and the four main pillars of the Government, namely
1Malaysia, the Government Transformation Program, the New Economic Model and the
Tenth Malaysia Plan, which can improve the quality of life of the people.

5.0 Group Level Diagnosis

Group level diagnosis or evaluation aims to see the extent to which departments, divisions,
units or groups of employees in the organization can work together, reach agreement in
decision making or solve any problems related to their jobs to ultimately produce excellent
work performance (Sabarani Ghazali, 2003).

As informed at the beginning of this writing, the focus for group level diagnosis is a group of
senior officers consisting of management and professional groups. Generally, a group of
senior officers acts as a filter and approver for each matter submitted. Senior officers as well
responsible for briefing federal departments in Kedah. Human Process issues namely
leadership, decision making and problem solving, communication processes and conflict have
been identified in the stage diagnosis group. This can be seen through the notification process
regarding any policy, Treasury Circular Letter or any new rules or improvements procedure.
These instructions are usually communicated directly using the ‘treasury’ email channel,
Treasury Circular Letters, internal memos or through meetings monthly at headquarters. In
addition, there are also brief internal instructions that will be notified by phone from time to
time. The channel used is appropriate, but it will be ineffective when the message in the form
of instructions conveyed is too general and does not clearly explain the meaning the actual
message to be conveyed. For example, policies involving eligibility requirements for federal
employees communicated through Circular Letters Treasury or email, it is usually only
describing in general terms only. This will further complicate the process of execution of
work in the Process Unit such as application for licenses for excise warehouses, licensed
warehouses, warehouses licensed manufacturing, application for sales tax exemption and
processing of tax remission application will be disrupted when the Head of Unit or senior
officer himself does not understand in depth the instruction instead handing it directly to the
Process Unit to liaise with Headquarters.

Accordingly, through the observation method, there is pressure on the Process Unit to apply
for import/export of dutiable goods and audit the accounts of companies licensed under the
Sales Tax and Service Tax acts for sales/service tax collection carried out only by two an
Assistant Administrative Officer and two Administrative Assistants (Finance), with numerous
work constraints, briefings held twice a month, and several other tasks to be completed. In
addition, problems of differences in perceptions, methods of information dissemination,
information censorship and reckless compliance between the Process Unit and the Head of
Unit cause messages to be misinterpreted or vague, especially when it relies too heavily on
the transmission of messages in written form. In addition, negative non-verbal messages such
as facial expressions, intonation, etc. will strain the good relationship of the Head of Unit
with the Process Unit as well as cause dissatisfaction among Process Unit staff which will
ultimately affect organizational performance.

6.0 Individual Rank Diagnosis

Individual level diagnosis aims to look at job performance, job satisfaction as well as career
development. Diagnosis of this stage will move the manager to make changes related to
human resource management and self -development of the employee. It involves skills, job
identity, job significance, feedback on achievement and autonomy. Through the method of
gathering information by Target Group Discussion, the results of the diagnosis found that the
Administrative Assistant (Finance) who carried out the form review process is aware that the
responsibilities he bears are very important and have an impact on individual performance.
The issues that have been identified are the development process in terms of knowledge
related to the latest policies and regulations as well as in-house training which is rarely held
to improve skills regarding processing and approving applications for importation/export of
dutiable goods.

7.0 Proposed Change Interventions

7.1 The Role of Organizational Leaders

There are numerous leaders working to reform their particular organisations. But few people
actually succeed in managing change in a way that ultimately benefits the organisation. A
change in the organisation cannot be guaranteed to be successful just because it is desired or
necessary. One of the key factors in bringing about change in a company is leadership. This
component also impacts the success or failure of a change that will be applied. Employees
require more than just instructions to carry out change in an organisation. Benefits to the
company and employees from clear and detailed instructions are especially important if
changes are being made. This is because it can be challenging for personnel to execute
changes if they themselves are unsure of how they should be carried out. In this sense, the
Bukit Kayu Hitam KDRM organisation can implement change by learning from successful
companies like Apple Inc., Dell, Air Asia, Bank Rakyat, and others that frequently have
similar goals, making the organization's desire to implement change simpler to comprehend,
feel, and appreciate. by workers. They will then be motivated to contribute to change by
being reminded of the need for change by superiors and its effects on both them and the
company as a whole.

In this regard, Wan Liz Ozman Wan Omar (1996) agrees that the head of an organization
plays a major role in shaping the work environment, motivation, and effectiveness of an
organization. A department head who does not clearly know the objectives and direction of
his department will certainly not be able to steer the organization towards the right goals.
Undoubtedly, the role of a leader is very important to ensure the success and excellence of an
organization. As an individual who holds an important position in an organization, a leader
needs a special character and qualifications of value. A leader also needs to know about
strengths and weaknesses himself and also his leadership. If there are weaknesses, a leader
must strive to overcome those weaknesses while maintaining and enhancing the strengths he
has. With this, the leader of an organization will be able to improve its skills and ability to
manage and run the organization effectively. Therefore, the excellence of the implementation
of Organizational Development only can be implemented perfectly if there is a leader who is
able to lead the planning and reform processes in the organization. People expect to be happy
at work since it has a good effect on things like productivity, teamwork, life satisfaction, and
employee health. Effective teamwork will be able to boost happiness, claim Whether and
Davis in Safrizal (2004). Effective leadership in teamwork is one of the factors that can affect
job satisfaction in an organisation, but a leader's abilities do not guarantee that his or her
followers will feel the same way about their jobs. Instead, it depends heavily on how those
followers perceive and accept the leader's leadership style.

7.2. Environment
"If we become friends with perfume vendors, we will also smell perfume," is a proverb. As a
result, being a successful employee is not something that is innate; rather, it can be developed
through a variety of circumstances, one of which is the environment. For instance, the culture
and circumstances of the diligent women are one of the reasons why there are so many
women in the highest levels of employment today. Indirectly, this circumstance implies that
the environment has a significant impact on the implementation of change. Environmental
factors have the potential to either force or resist change. The same holds true within a
company. Organizational cultures need to support and promote the changes that are being
sought for. It is more probable that the change will be successful if the environment is one
that welcomes it. Employee participation in change that will eventually slow down or, as is
most likely, fail to be made is highly challenging if the corporate climate is hostile to change.

7.3 Organizational structure

Organizational structure unquestionably contributes significantly to the transition process.

Successfully implementing change requires organisations to adjust their organisational
structure to meet the demands of the mission (St-Pierre and Glavas, 1998). If employees run
into any difficulties implementing changes, it will be simpler for them to turn to the closest
boss if there is a clear structure and no overlap of tasks. In order to eliminate redundancy in
each division, successful firms often maintain a straightforward but effective organisational
structure with a sufficient number of personnel. However, the modified organisational
structure must have a component of control. The failure of the changes to be implemented
will probably be attributed to the lack of control measures in the change process. Before
changes are made, it is important to take into account the political power's influence on the
current system. The most effective change agents are those who hold positions of authority
inside the current system.

7.4 Culture

Organizations and cultures are "like flesh and nails" that co -exist and are interconnected with
each other. If you look at a successful organization, it also has a positive culture and this
work culture is what boosts the work performance of an organization. Banis and Nawas
(2003) stressed that change and culture must go hand in hand in ensuring the success of
change in an organization. Their review of the company Schlumberger proved companies that
focus on organizational and cultural change together are quite successful. Culture cannot
change overnight because it takes years to create the desired culture. Euan Baird through the
"Forum 2005" has stressed that cultural change takes at least seven to eight years to be felt.
But the main one is the manager dealing with change.

8.0 Barriers to Change

Change-related resistance invariably manifests in a variety of ways. Resistance might be

instant or delayed, overt or hidden. When it is open and direct, management may easily get
beyond this reluctance. When a change is suggested, for instance, employees may react right
away by expressing their displeasure, working slowly, threatening to stop, or acting in a
similar manner. The main obstacle is covert or delayed resistance. As it is more difficult to
discern, efforts to manage hidden resistance are ineffective because it leads to decreased
motivation at work, less organisational loyalty, and higher absenteeism rates. The relationship
between resistance and response to it will be measured by similar slow action taken. The
sources of these impediments can then be divided into two categories.

8.1 Individual Opposition

The causes of individual resistance are from basic human traits such as perceptions,
personalities and needs. The following summarizes some of the reasons why individuals may
oppose change.

i. Attitude

They don't need to consider all the options for the hundreds of decisions that need to be made
every day because daily living is already quite hard. But when faced with change, our
propensity to respond as we usually do will be a reason for resistance to change, such as
dread. Workers start to worry and feel that the new system introduced is difficult to
understand and will be more misunderstood even if this may not happen when government
policies change.

ii. Security
Those in need of high security are more likely to oppose change because it poses a threat to
their sense of security.

iii. Economic factors

In addition, individuals who oppose this policy may think they may be affected by the
changes being made. For example, an online system introduced would require members of
the organization to learn new things even though they are already accustomed to the old
system and feel this policy change is not in their favor. Their performance and career
opportunities are good and the system that has been run over the years is the best for them.
The question of whether these changes should be carried out will inevitably arise in their
minds.

8.2 Organizational Opposition

Organizations are naturally conservative. They actively oppose any form of change. They
will still continue what they have been doing all this time regardless of whether they need to
change as we see resistance Chinese chauvinists through Chinese organizations opposed to
government policy. This phenomenon is clearly evident, among which are six causes of
organizational resistance to change (Robbins and Coulter, 1999)

i. Structural inertia

Organizations are the existing mechanisms to produce stability. Those employed by the
organization are selected according to suitability. Then they will be shaped and instructed to
behave in certain ways. As an organization faces change, the inertia of this structure acts as a
barrier to maintaining stability. Groups in organizations that control abundant resources often
perceive change as a threat just as organizations that control sectors of a nation’s economy.
They tend to feel satisfied with the existing way because it is the best for them. They feel
threatened by changes that may affect future distributions.

9.0 Overcoming Resistance to Change

In making changes, there is certainly no guarantee that the changes made will achieve one
hundred percent success. However, there are several methods that can be used to ensure the
success of change leadership in the organization. Deutschman (2007) states that in ensuring
that change is successful, the three main criteria that need to be emphasized are relate, repeat
and maintain (relate, repeat and reframe). Further details are as follows:
i. Relate

Leaders need to "sell" the idea of change to employees and act as "agents of change" first.
Relate change to employees emotionally so that they also feel the need to change and the idea
doesn’t just hover at the top level. Involve employees in the change process so that they can
feel and be part of the change and not because of the leader’s instructions alone. Create a
change champion among employees as a point of reference and encourage other employees to
emulate him.

ii. Repeat

There is a need for the change conditions that are implemented to be repeated continuously to
ensure that a change is successful. The need for clear and written leadership that drives
towards change. This serves as a guide when faced with vague situations and uncertainties.
Establish a support system to guide employees in the process of change. The human resource
unit can act as a reference (buffer) and help when employees have difficulty in the change
process.

iii. Retain (Reframe)

Compare the situation before change and after change. Record the successes enjoyed as a
result of the change. Maintain conditions to ensure the success of the changes made.

However, if there is still opposition either from individuals or organizations, then effective
action must be provided so that the opposition does not continue to occur. Acceptance
attitudes from the action aspect of an individual change according to good and bad
evaluations (Ajzen, 1991). Accordingly, the attitude of acceptance to change refers to
cognitive behaviors associated with barriers or support for change. According to Robbins and
Coulter (1999), there are several strategies that change agents can use to dealing with
reluctance to change such as:

i. Effective communication

Resistance can be reduced through communication with the individuals involved to help them
see the logic of change. The tactic that essentially assumes the root cause of reluctance lies in
poor communication and misinformation. If employees accept the full facts and resolve the
misunderstanding, communication can be achieved through one -on -one discussions, memos,
group presentations or reports.

ii. Togetherness or Involvement

It is difficult for humans not to accept decisions to change if they are directly involved.
Before making such changes, those who object can be brought together in the decision -
making process. Assuming those involved have the expertise to contribute meaningfully,
their involvement can reduce reluctance to commit and improve the quality of results.

iii. Equipment and support

Change agents can offer a range of supportive efforts to reduce reluctance. Brainstorming
courses are among the steps that should be implemented and may even implement step-by-
step changes ranking. Therefore, every resistance and obstacle aimed at thwarting the goals
of change efforts (Bernerth, 2004) of the organization then an effective approach needs to be
implemented. While support for change through commitment in achieving mutually
beneficial goals can strengthen the change of structure, technology, human thinking from one
level to another and better. This is because the concept of change in an organization starts
from small changes to the whole organization

10.0 Conclusion

An organization lives and thrives in a dynamic environment. Changes in the environment

such as political, economic, social, and technological have a direct or indirect impact on the
performance of an organization. In this regard, organizations need to plan and implement
change after change to be more viable in line with the dynamic environment and the era of
globalization. In this regard, it is clear that organizational development is very important to
be implemented. Without change an organization will not achieve excellence. Yet to
implement change is not an easy task. It requires the consideration and involvement of all
parties so that the change can take place implemented effectively. Leaders must understand
and analyze what changes are to be implemented, the purpose, goals, how, when and who
will implement those changes. Knowledge of the basics of grooming theory at the same time
it can be accepted by the staff without posing various obstacles.
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