ASSIGNMENT COVER SHEET

Centre name Myanmar Human Resources Co., Ltd

Learner’s name Phyu Phyu Thwe

ABE membership number 7 0 1 9 5 7

Unit Name Leading Strategic Change

Word count 4162 words

Learner Statement
All work that learners submit as part of the ABE assessment requirements must be expressed in their own
words and incorporate their own judgements. Direct quotations from the published or unpublished work
of others, including that of tutors or employers, must be appropriately referenced. Authors of images used
in reports and audio-visual presentations must be acknowledged.

Phyu Phyu Thwe

By checking this box, I

☒ am confirming that the work I am submitting is my own and I have

acknowledged ALL the sources of reference I have used in constructing my
assignment.

Date: 2 November 2023

2 11 2023

For ABE use only

ABE Mark ABE 2nd Mark - (if applicable)
Organization Profile of Myanma Railways

Myanma Railways (MR) has been established since Myanmar was not independent. It has been
over 170 years, and one of the oldest railways operations in the Southeast Asia countries. The
Union of Burma Railway Board Act enacted in 1951 allows the appointment of a full-time
permanent Chairman to serve as a Chief Executive Officer (CEO). In 1972, the Union of Burma
Railways was reorganized as the Burma Railways Corporation, and its functions were operated by
the management committee led by a Managing Director. In 1989, The State Law and Order
Restoration Council renamed the Burma Railways Corporation to Myanma Railways, and it is
running as a state-owned enterprise, and it is now under the Ministry of Transports and
Communications (MoTC) (History of Myanmar Railways, 2022). In 2016, Myanma Railways has
been restructured with 14 departments. The total number of employees in Myanma Railways is
over 20,000 out of 33,0007 sanction employees. Even though MR has employed many
employees, it still has a lack of capacity on marketing, computers and networking, and automation
systems (Iwasaki, 2016). Myanma Railways provides freight transport services, and passenger
transport services for both circular routes in Yangon and intercity routes throughout the
country for the people of Myanmar at cheaper fares than private services such as highway
buses, and city buses.

215 Words
Introduction :

Under the organization profile of Myanma Railways (MR), it introduced history of Myanma
Railways, its organizational structure, the number of employees, its services, main customers and
marketplaces.

In task 1 (a), it will introduce a new mission statement developed by MR’s CEO because of MR’s
deteriorated situation, and how the CEO will convince the mission statement to staff and other key
stakeholders by taking different roles which were proposed in “The Seven Rs of changing minds”
of (Gardner H. , 2008). In task 1 (b), it will discuss that how the CEO will use a transformational
leadership style, a transitional leadership style, and a situational leadership style to embed the
organization’s mission throughout the change process.

Task 2 highlight that how the CEO will evaluate and apply the Change Equation Model proposed
by (Beckhard & Harris, 1987) and the eight-stage process for change model proposed by (Kotter,
1996) to plan and operate the change process smoothly and to reduce the resistance within the
change process.

In task 3 (a), primary stakeholders and secondary stakeholders will be identified. Then,
stakeholders’ power and interest will be analysed with the Mendelow matrix, and they will be
categorized into four groups. After that, based on the type of stakeholders, the communication
channels will be considered to get their expectations. In task 3 (b), the stakeholders’ expectations
will be assessed, then the impact analysis between the level of impact on each stakeholder and
the level of reaction by each stakeholder will be conducted.

In task 4, it will discuss how MR’s CEO will design and implement leadership development plans
for each senior managers by using the seven steps of creating a leadership development plan,
which was proposed by (Gardner R. , 2023), to lead the organization’s strategic change.

293 Words
Task 1(a):

Developing a new mission statement of Myanma Railways (MR), and MR CEO’s activities of
communicating this mission statement to staff and other key stakeholders

Task 1(a) Answer:

Since MR’s poor service quality, and low performance, MR lost one third of its market share after
liberalizing the road vehicle import license in 2010 (Iwasaki, 2016). Therefore, MR’s CEO needs to
change the business strategy for its survival and growth.

To develop new business strategy, the following areas will be transformed:

(1) Installing automatic ticketing system

(2) Restructuring organizational structure
(3) Installing new infrastructures and renovating the existing ones such as stations, truck lines,
truck

In line with the new business strategy, CEO will create MR’s new mission statement: “To provide
better transport services to Myanmar People with advanced technology.”

Since MR’s transformation can significantly impact the whole organization, it is important to gain
its stakeholders’ agreement such as MoTC’s management committee members, employees, etc.
The concept of “Seven Rs of changing minds” proposed by (Gardner H. , 2008) stated that
people’s commitment can be achieved by changing their minds. When pursuing stakeholders,
CEO will present the same idea with different format based on the type of stakeholders by
applying “Representational re-descriptions” proposed by (Gardner H. , 2008).

When presenting to MoTC’s management committee who have many experiences on big
transformation, CEO will take “Research” role by (Gardner H. , 2008), and prepare strong facts
and figures by analysing ADB’s research results (Iwasaki, 2016) and the data from MR’s
management committee to support a proposed idea.

The following items will be highlighted in-person meeting with MoTC’s management committee:
(1) The problems
Financial situation: Although Myanmar Transportation market is still growing, MR’s
passenger market share dropped from 44% to 10%, and its freight market share declined
from 14% to 1.5% compared to over 20 years ago. MR’s revenue can cover only about half
of the operation costs and cannot cover the maintenance costs.
Infrastructure situation: MR’s assets such as trains, stations, etc. are ageing and
deteriorating. Therefore, parts cannot be bought in the market and their fuel consumption
becomes high.
Human Resource situation: MR has a lack of skilled labour especially for the fields of
marketing, and computers.
Because of these situations, MR could disappear by 2025 unless its business strategy was
upgraded.
(2) The proposed visionary solution
MR has received a joint operation offer from East Japan Railway (JR East) Company,
which is the world busiest railways operator (Trains In Japan: History, Organization, JR
Companies, Problems And Accidents, 2012). After cooperation with JR East, skills can be
transferred to MR because it has prolonged experience in business. For instance, Myanma
 Posts and Telecommunications (MPT) under MoTC is also running a joint operation with
Japanese companies: Sumitomo and KDDI successfully.
(3) The expected outcome
CEO will propose new organizational structure, new services, and how to generate income.

When presenting to the employees in townhall meeting, CEO will take “Reason” role so that the
employees understand that transformation will be performed with a vision, and how the possible
risks will be solved (Gardner H. , 2008).

The CEO will highlight MR’s deteriorated financial and infrastructure situations with some facts
and figures and explain the new organization structure and services. MPT will be a good example.
Human resources matters will be discussed in detail. MR will be running as a state-owned
operator until stabilizing a joint operation and employees will not be downsized. For those, who
want to be a Government Staff, will be allowed to transfer to other Ministries. Training will be
provided to all employees continuously so that skills will be ready when corporatizing.

To keep MR’s mission statement on Myanmar People’s lips, and to pass the following messages
to Myanmar People, theme songs and advertisements will be displayed on TV and electronic
boards in public areas: MR’s services will be convenient, and punctual, but the ticket fare will be
the same with the bus fares. Customers can check train hours through MR’s application, and
tickets can be bought and recharged through automation systems in any station and recharged
through mobile applications.

652 words

Task 1 (b):
Discussing MR CEO’s leadership styles needed to create and embed the mission throughout the
operations with relevant theories and models

Task 1(b) Answer:

MR’s mission can be shaped by the participation of its employees. Therefore, to embed them in
the transformation process, transformational leadership style is used. Transformational
leadership is a leadership approach which can stimulate individuals to transform their morals and
behaviours by bonding emotionally together in the transformation process to achieve an
extraordinary outcome (Rowlings, 2017).
Developing a vision, a mission, goals and strategies
CEO will create goals and strategies for each department which can directly contribute to the
mission.
Selling the vision, and road map
The employees will be explained why this transformation is important, and how they are to
participate in the transformation process through briefing sessions.
Leading the change
The employees will be inspired to actively participate in the implementation stage by using a
transactional leadership approach. A transactional leadership approach is that followers are
rewarded if they do things right or punished if not (Rowlings, 2017).
Every time a milestone has been achieved, the employees will be explained what has been
accomplished, and what they are to do next, and what steps only left they need to do to achieve
the goal. Also, the employees who actively performed to achieve the milestone will be recognized
by rewarding. By showing the employees other department’s success story, they will get motivated
to accomplish their goals.
AMO theory proposed by Boxcell and Purcell in 2003 stated that only if employees have ability to
perform the tasks assigned to them, they are motivated to carry out their tasks (Michael, 2020).
The employees’ ability and willingness will be nurtured by using a situational leadership
approach developed by Paul Hersey and Kenneth Blanchard (CFI, 2015). This leadership
approach encourages leaders to adapt four leadership methods based on their employees’ ability
and willingness to nurture their development. This model is shown in figure (1).
Figure 1: Situational Leadership Model

Source: (Dr Tee, 2016)

Telling: The employees, who lack ability and willingness to complete their tasks, leaders will
closely supervise, and be involved in micromanagement.
Participating: The employees, who are inexperienced and still learning, but motivated to do their
tasks, will be supported in their day-to-day activities, and their confidence and self-esteem will be
promoted by praising.

Selling: The employees, who have ability to complete their tasks but have a lack of motivation, will
be encouraged to buy-in to the tasks and motivated by praising after their tasks completed.

Delegating: The employees, who have both ability and willingness to complete their tasks, will be
encouraged to make decisions, and their progress will be overseen.

419 words

Task (2)
Evaluating a range of suitable models which enable to lead the change process successfully

Task 2 Answer:

Before initiating the change process, the CEO will measure the employees’ resistance by using
the Change Equation Model proposed by (Beckhard & Harris, 1987).

The change equation model is composed of four components: ‘Dissatisfaction’, ‘Vision’, ‘First
Steps’ and ‘Resistance’. If the multiplication of three values on the left is greater than that of
‘Resistance’, resistance can occur. Therefore, leaders always need to consider how to reduce the
values of left-hand side to decrease resistance. The model is shown in Figure (2).

Figure 2: Change Equation Model

Source: (McCarthy, 2009)

‘Dissatisfaction’ factor is used to measure if stakeholders are dissatisfied with current situation.
Only when stakeholders are dissatisfied with the current condition, they will accept the change.
(1) MoTC’s management committee’s perception on current situation
 Dissatisfied
 Although MR is a corporation, its income does not cover its operation costs.
Therefore, the Government is subsidizing the budget for MR, and it is a burden on
the Government.
(2) Employees
 Dissatisfied
 The Government salary is not enough due to the increase of goods price in
Myanmar.
 Satisfied
 The employees prefer to a government job because of job security and pension.
Solution: the CEO will allow these employees to move to other Ministries.
 A lot of skills are not demanding to work as a government staff. Solution: the
organization will provide training to have capacity readiness for corporatization.
(3) Customers
 Dissatisfied
 MR’s trains are unreliable, and uncomfortable.
 Satisfied
 The ticket fare is cheaper than the bus one. The CEO will propose the ticket fare will
remain the same although its services are upgraded.
The ‘Visionary’ factor is used to ensure if stakeholders clearly understand what the proposed
solution is, why it should be done, and why it is better (McCarthy, 2009). To reduce the
stakeholders’ resistance, they need to receive accurate and complete information about the
change.
(1) MoTC’s management committee’s visionary for the proposed solution
 The Government does not need to subsidize the budget to MR and can get income tax
from MR.
(2) Customers
 The trains will punctual, and comfortable.
 The ticket fare is same with the bus one.
 Tickets can be bought through digital systems, and train schedules can be checked with
mobile application.
(3) Employees
 The employees, who want to be a government staff, are allowed to transfer to other
Ministries.
 After stabilizing a joint operation, it will be a state-owned corporatization.
 During a joint-operation period, the government will pay the salary.
 After corporatization, the company will pay more salary than the government.

The ‘First Steps’ factor is used to ensure if the stakeholders clearly understand how they are to
participate in the implementation of change (McCarthy, 2009).
(1) MoTC’s management committee’s understanding of their role in the change process
 The committee needs to regulate the rules and regulations.
(2) Customers
 Tickets will be bought through digital systems.
(3) Employees
 New skills must be learned, and MR will provide trainings.

The ‘Resistance’ factor is used to assess the stakeholders’ negative perception on change
(McCarthy, 2009).
(1) MoTC’s management committee’s negative perception on the change
 The change process is complicated and might not be successful. Solution: The CEO
intends to get the assistance from ADB and to invite Myanmar IT professionals who have
international experience in the digital transformation projects. MPT is shown as a role
model.
(2) Customers
 It might be complicated to use a new system. Solution: MR staff will help
(3) Employees
 Learning new things is over workload. The CEO will encourage them with rewards.

The CEO can use this model for both before and during the change process, but it cannot
guideline how to implement the change step by step. Before the change process, it is useful for
evaluating if there is resistance. During the change process, it is useful for figuring out why people
are resistant to the change (McCarthy, 2009).

When creating a plan for implementing the change process, the CEO will apply an eight-stage
process for change model proposed by John Kotter in 1996 (Rowlings, 2017). Figure (3) shows
John Kotter’s Change Model.

Figure 3: Jonh Kotter’s Change Model

(1) Create urgency
“The Transport Sector Policy Note” report organized by ADB and MoTC mentioned that one
third of its market share lost between 2009 and 2014. Therefore, MR is now at risk of
disappearing if the urgent transformation is not undertaken on its business strategy
(Iwasaki, 2016). MR’s CEO will use the report when persuading the stakeholders to
participate in the change process.
(2) Form a powerful coalition
Since the planning period, the CEO will form a digital transformation steering committee
with the Myanmar People who have international experience in digital transformation
projects for more than 10 years and get the advice from a technical assistance from ADB.
The CEO will also set up a new CTO office under its direct control to handle MR’s
Information Technology projects for long-term purposes.
(3) Creating a vision for change
The vision is that Myanmar People are able to access convenient and reliable
transportation services in their day-to-day lives. Digital technology is used for executing the
vision.
(4) Communicate the vision
When convincing the vision to stakeholders, the CEO will use different ways based on the
type of stakeholders. For example, holding a meeting when communicating with the
steering committee, briefing to the employees, broadcasting MR’s new services frequently
on the electronic boards, billboards to send information to customers.
(5) Remove obstacles
The CEO will redesign SOP, new job designs, job descriptions, and performance matrix to
align with MR’s operations. The CEO will also identify the stakeholders who will be likely to
resist, analyse the reason of resistance, and apply appropriate communication methods to
fulfil the stakeholders’ expectation. For instance, if they resisted due to misinformation such
as the employees would be fired when the joint operation started, the CEO would solve it by
holding briefing sessions to explain the plan for HR affairs.
(6) Create short-terms wins
The CEO will set up a long-term goal as well as short-term targets, and start implementing
the project with high possible success to have the trust from the stakeholders. The
employees actively participated in the project will be provided various rewards whenever
completing a short-term target.
(7) Build on the Change
The CEO will analyse the things what has been done and prepare improvement plans
based on the lessons learned.
 (8) Anchor the Changes in Corporate Culture
To stimulate the employees’ motivation, the CEO will praise every employee who
contributes to the change process. And the employees will be explained the change project
status, and where it has been whenever completing a short-term target.

1100 Words

Task 3 (a)
 Identifying the range of stakeholders with “Mendelow” matrix, and gathering the feedback from the
stakeholders on the proposed mission statement

Task 3 (a) Answer:

In the 1980s, Edward Freeman defined a stakeholder as “any group or individual who can affect or
is affected by the achievement of the organization’s objectives” (Littlewood, 2020).
Generally, stakeholders can be categorized into two types: internal and external. Internal
stakeholders are people or organizations who have a contractual relationship with an organization,
whereas external stakeholders are ones who have a legal compliance relationship with an
organization (Rowlings, 2017).
At the first stage, the CEO will identify its primary and secondary stakeholders. Only after getting
permission from MoTC’s management committee, the change process can be proceeded.
Similarly, MR’s change project will significantly impact on its staff and customers. Therefore, the
management committee, its staff and customers are defined as primary stakeholders. Media,
Myanmar People, and its competitors such as the express and circular bus and cargo companies
would like to know MR’s new services because MR’s change might impact on them although they
do not need to get directly involved in the change process. Therefore, they are defined as
secondary stakeholders.
Then, MR’s CEO will analyse its stakeholder groups by using “Mendelow Matrix”. (Mendelow,
1991) introduced “Stakeholder Analysis” approach to think about how much power stakeholders
have and how much interests/expectation they like to get from the change, and to position each
stakeholder against power and interest matrix. This analysis is helpful to identify stakeholders’
requirements, and to manage the fulfilment of their requirements by different channels throughout
the change process.

Table 1: MR’s stakeholders’ position on Power/Interest Matrix

(Type-A: High Power, High Interest ->

(Type-B: High Power, Low Interest -> Keep satisfied)
Engaged and Influence)
MoTC’s management committee
MR’s staff
Power of Stakeholders

(Type-D: Lowe Power, Low Interest -> Monitor) (Type-C: Low Power, High Interest ->
Keep informed)
Media
Myanmar People the customers using MR’s services
Competitors (Express companies,
Circular bus companies)
Interest of Stakeholders

MR’s CEO will categorize its stakeholders into four groups from Type-A through Type-D
depending on their levels of power and interest.

Type-A (first priority): MR’s staff

They need to get participated and informed throughout the change process.

Type-B: MoTC’s management committee

To get their support, their satisfaction will be maintained by giving the key information at
appropriate points.
Type-C: customers

They like to get more information than the management committee, but the information they want
might be different from the ones the committee wants.

Type-D: Media, Myanmar People, its competitors

They will be carefully monitored because they might migrate to other types based on the situation.

After classifying stakeholder groups, the CEO will apply appropriate communication channels with
by considering their pros and cons to gather each stakeholder group’ requirement on the proposed
mission.

Type-A

In-person town hall meetings will be set up with the staff to have open discussions, and to gather
their concerns.

Advantages: establishing two-way communications, focusing on the meeting

Disadvantages: transportation limitation, hesitation to discuss openly in the public

Feedback with letters or emails will be accepted from the staff who are hesitant to discuss openly
in public.

Advantages: encouraging to get feedback from stakeholders anonymously

Disadvantages: misunderstanding some points in the letters, cannot catching emotional matters

Type-B

MoTC’s management committee needs to understand clearly about the whole change process. It
is better to have an open discussion. Therefore, the CEO will set up in-person meetings to
collect their opinions, and concerns about the change process.

Advantages: establishing two-way communications, focusing on the meeting

Disadvantages: having transportation limitation, limitation on open discussion

Type-C

Feedback with survey to get feedback from customers’ opinions on MR’s proposed services.

Advantages: collecting feedback (willing to use, other services they want to use) from many
customers in a short time

Disadvantages: questions are strict and cannot asking additional questions based on their
answers

Type-C and D

Social media will be used to introduce MR’s new services to customers, and media.

Advantages: reaching to many people in a short time

Disadvantages: limitation to response audience’s deep questions immediately, misunderstanding

on some comments
 656 Words

Task 3 (b) Select THREE different types of stakeholders. Propose a different method for each
to ensure these stakeholders’ expectations are met and they are kept engaged throughout
the change process. (12 marks)
Task 3 (b) Answer:
Regarding MR’s new services, the CEO will analyse their expectations after collecting the data
from the stakeholders.
1. MoTC’ expectations
They would like to know about
- what would be MR’s new services.
- how about the budget to implement the new services
- its schedule and when it would be launched.
2. Customers’ expectations
They would like to know about
- what would be MR’s new services.
- if they would be useful for them.
- how to use the new services. Is it easy to use?
- if MR would help the customers who could not use the new services, and how to help
them.
- if the ticket fare would be increased because digital technologies would be used in the
new services.
- when the new services would be started using.
3. Employees’ expectations
They would like to be informed about
- how employees would have to participate in it.
- what kind of things employees would have to do.
- if they had not enough capacity, would they be retired?
- when the new services would have to be finished

After understanding each stakeholder’s expectations, the CEO will conduct impact analysis on
stakeholders. For instance, MR’s change can have positive impact on customers, neutral impact
on media, and negative impact on employees.
Then, the CEO will analyse a stakeholder matrix based on impact of change versus reaction to
change.

Figure 4: Stakeholder matrix based on impact of change versus reaction to change

Impact of Change on Stakeholders

Little/No Some Significant
Stakeholder reaction to

Unknown
Impact Impact Impact
Significant
Employees
Reaction
change

Some
Customers
Reaction
MoTC’s
Little/
managemen
No Reaction
t committee
Unknown
After that, the CEO will create communication plans for each stakeholder to provide the necessary
information which they would like to know.
MoTC’s management committee:
Face-to-face meetings will be held monthly before, during and after the change process.
Persuading method will be used to get the agreement of MoTC’s management committee and to
be able to move forward the proposed ideas.
Employees:
Town hall meetings will be held every three months before, during and after the change process.
Influencing method will be used to have a common interest with the employees. Two-way
communication will be welcome.
Customers
During and after the change process, information will be broadcasted daily in the public areas
such as TV in parks, social media, electronic billboards. The functions included in the system will
be posted on the wall of the stations, so the customers can understand how to use the new
services. And also, the customers can get help from the employees.

432 Words
Task (4)

Critically discussing how to nurture leadership skills of senior managers to be able to lead strategic
change

Task (4) Answer:

To provide better services to customers in accordance with MR’s new mission, MR needs to make
a lot of changes. Therefore, to lead these changes by MR’s senior managers successfully, their
leadership skills need to be upgraded by designing and implementing leadership development
plans. A leadership development plan is a strategic plan for developing employees’ managerial
skills for management and leadership roles. It is also a structured, long-term, and personalized
plan for each employee. It is important for business continuity in times of crisis and being
differentiated in competing markets. (Gardner R. , 2023) mentioned the seven steps of creating a
leadership development plan as follows:
(1) Assess and identify talent
In this step, the CEO will assess each senior managers’ current performance and potential
growth. The current performance will be measured with how many projects they
implemented, and how they carried out. The potential growth will be measured by their age,
educational background, and personal traits. Then, the managers will be classified into nine
groups, and positioned into a 9 Box Grid. It is a well-known talent management tool and
shown in figure (5). The managers in the places of “High Potentials”, “High Performers”,
and “Stars” will be invested into for a leadership development plan.

Figure 5: 9 Box Grid

(2) Obtain buy-in from key stakeholders

To succeed in a leadership development plan, it is important to get buy-in not only from
employees, the managers of the targeted employees, but also from the senior
managements.
Creating a leadership development plan needs a significant budget, so the continuous
support of senior management is important. Currently, MR has two training centres for
conducting training programs. In addition, the annual training budget will be supported in
accordance with the joint-operation agreement with JR for the development of all
employees.
Moreover, when the managers attend training or take additional projects for a leadership
development plan, it is crucial to get engaged with their immediate managers. Attending
 training can lead to a lack of attention on currently assigned tasks to complete. To avoid
this situation, the CEO will regularly review the training assessments and encourage
managers to allow their subordinates to attend the training programs.
(3) Identify the leadership styles
In this step, the CEO will determine the leadership styles which will be practised within
the organization. To successfully lead MR’s transformation process, and pursue
subordinates to participate in this process, it requires for managers to have transformational
leadership style and situational leadership style.
(4) Determine the key leadership competencies
The CEO will equip MR’s senior managers with three essential competencies that all
managers should have: competencies for leading self, competencies for leading others, and
competencies for leading organization which are mentioned as 15 key leadership
competencies (Gardner R. , 2023). The details are mentioned in figure (6).

Figure 6: 15 key leadership competencies

In addition, MR’s senior managers will be taught cultural intelligence, digital

intelligence, and agility as common skills. The managers will be equipped with cultural
intelligence skills to be able to understand how to integrate different cultures for achieving
business goals when working with Japanese employees and other multinational
expatriates. Apart from this, since MR’s operation processes and customer services will be
upgraded with a digital system, the managers will be equipped with digital intelligence skills.
Moreover, since the managers are the government staff, they usually take instructions from
their senior management, and implement the projects. MR has a lack of skills in analysing
market conditions and responding to the market immediately (Iwasaki, 2016). Therefore,
the managers will be equipped with analytical skills, and agility skills to proper their
organization forward without anxiety even in the moment of crisis and radical changes.
(5) Assess key leadership competencies
The CEO will evaluate the selected managers’ current competencies over the
predefined leadership competencies, and then analyse the gaps between these two
competencies with the SWOT analysis tool. After that, the CEO will consider how to fill the
gaps by designing a suitable leadership development plan for each manager.
(6) Design the leadership development plan
Since Myanmar is a developing country, Myanmar People get used to classroom
learning. But, nowadays, it is not working out for a long term because time is rare especially
for the managers who take on high responsibility. On the other hand, it is important for
 managers to have continuous learning to catch up with the changing environment.
Therefore, in the developed countries, managers are relying on digital learning because it
can be accessed anytime and anywhere. By taking this change, MR’s managers will be
cultivated to have self-learning practices. After that, face-to-face discussion sessions will be
held based on what they have learned.
In addition, MR’s organization structure will be restructured to mentor the managers by
expatriates. Then, the managers can learn international practices from the expatriates.
Moreover, the managers will be sent to Japan for 1 year or 6 months On-Job-Training for
leadership development program in accordance with the Joint-Operation Agreement.
In the meantime, the CEO will empower the managers to make decisions, and give them
the opportunities to be able to show their best abilities by leading change programs.
Through these activities, the CEO will promote the managers’ self-esteem, and self-
actualization, and try to get their engagement to MR’s transformation process.
(7) Conduct continuous 360-degree leadership assessments
The CEO will assess the managers’ progress by reviewing assessment results and
analytical records from learning management systems, and by leading change projects.
903 words
Conclusion:

In task 1 (a), CEO developed a new mission statement to align with MR's new business strategy.
To get the stakeholders support to the change, CEO convinced them by using different channels
based on the type of stakeholders. For detail explanation, and having two ways communication, in
person meeting, and briefing meeting were used. To reach about the information of MR's new
services to many people, digital media were used. In task 1 (b), to embed the organisation’s
mission throughout its change, the CEO used different leadership approaches. To proper the goal
forwards, the CEO used transactional leadership style. Transformational leadership style was
used to stimulate employees’ engagement in the change process, and situational leadership style
was used to promote employees’ ability and enthusiasm to perform the job.

Task 2 highlight that change equation model can be used in both planning and implementing
stages. In the planning stage, change equation model was used to analysis the stakeholders’
resistance to the change. In the implementation stage, the model was used to investigate why the
resistance occurs.

In task 3 (a), The CEO identified primary stakeholders and secondary stakeholders based on the
impact level of the change to the stakeholders. The CEO grouped the stakeholders based on the
expectation from the organization and their power on the organization. Then, the CEO considered
which communication channels should be used to fulfil the expectations of each stakeholder
group.

In task 4, The CEO created a leadership plan by using the model of “the seven steps of creating a
leadership development plan” to nurture their employees in order to lead the change successfully.

268 Words

References
Beckhard, R. F., & Harris, R. T. (1987). Organizational Transitions: Managing Complex Change. Addison Wesley.
CFI. (2015). Hersey-Blanchard Model. Retrieved from CFI:
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