Due to unprecedented population growth in Australia, more than 269000 new students will require access to government and non-governmental school in 2031 and in this regard the NSW School is facing issues in developing school for the children. The government is willing to invest $4.2 billion in the upcoming years to build more than 120 upgraded schools which will meet the changing knowledge needs of the students in the 21st century. As a new community engagement manager, it is the main responsibility to conduct in depth market research to acknowledge the needs of the community. In order to identify proper findings, it is possible to arrange interview with the contractor ‘New Gate Research’ which helps to identify proper information regarding the project planning and internal consequences in developing the projects. It is also possible to analyse the findings and develop effective improvement planning so that the aim of the government can be fulfilled.


Through the interview, it is easy to demonstrate the effectiveness of the change agent which is necessary to meet the organisational objectives. It is necessary for the change agent to analyse the existing environment in the country so that it is possible to develop effective planning of investing in the school development projects. As a human being, at the first phase, the individuals do not agree any changes and it is difficult to adopt such changes. Highly stressed and uncertainty in the environment further demotivates the change agent to accept the changes and conduct the responsibilities efficiently. The changes programs must be developed after analysing the physical and psychological environment of the project and in this regard it is quiet difficult for the change agent to evaluate the internal environment (Lewis, Passmore and Cantore, 2016). In order to manage changes, it is also necessary for the agent to understand the mind set of other individuals as well as understand their perspectives so that it is possible to cooperate and communicate with all the members for managing changes. Hereby, the internal environment is one of the main factors that have crucial impacts on the change management process.

The employees as well as the change agent need to understand the internal environment, reward system and punishment in the organisation so that they can handle the changing situation and resolve the issue of resistance to change. In the present case, the issue bare mainly low project deadline, urgency of the project, anxiety among the employees due to unrealistic internal environment and these factors further raise the complexities in managing changes in order to develop the project successfully. The aim of the project is to improve communication and engagement for managing changes in order to make the project successful within effective time. The changes in the project is regarding the technical changes, structural difficulties and managing organisational culture. Lack of communication is one of the main issues in this current project where it further leads to suboptimal decision making process due to lack of cooperation and interaction among the staff members.

It is the responsibility of the change agents to manage changes in the project after analysing the internal environment and in this particular case, the change agent lacks in developing effective team by ensuring effective communication and cooperation. Due to technical changes, it is quiet difficult for the change management to adopt the changes and lead the employees towards achieving success. The employees are not technically skilled and knowledgeable regarding the new adopted technology (Goetsch and Davis, 2014). In this regard, it is quiet difficult for the change manager to lead the employees towards achieving success in the project. Lack of knowledge and technical skill, it is hard for the change manager to conduct the job responsibilities strategically. In addition to these, resistance to change is one of the major issue for which it is also difficult for the change agent to lead the changes strategically (Lozano, Ceulemans and Seatter, 2015).

As the employees are not comfortable with the innovation in the workplace as well as technological advanced system, it is not possible to convince them for adopting changes in the workplace. Lack of motivation of the employees and poor leadership style in this present case further raise the issue for the change manager to adopt the changes and ad the employees towards achieving success. In order to maximise the aim of the current school development project of the government, it is necessary to lead the employees so that it is possible to conduct the work proficiently. However, lack of training and development process as well as the issue of resistance to change further raise the issue of managing changes in this project (Lozano, Nummert and Ceulemans, 2016). The change manager also face the issue of lack of learning attitude among the employees and it is a serious problem as the employees are not willing to adopt the technical changes and improve their skills to manage the projects with creativity and technological innovation.

Improvement planning

It is necessary to develop effective planning so that the change manager can lead the changes and make the project successful. Developing the clear aims and objectives for this project is necessary for the change manager. In this regard, the aim of the project is to complete the Scholl development plan successfully by managing changes in the workplace. In order to complete the project within effective deadline, it is necessary to prioritise the work and distribute it among the employees. As the deadline of the school development project is small, it is necessary to handle the task strategically and allocate the human resources and invest potentially to complete the project successfully (Van der Voet, 2014). In this regard, the change manager also needs to convince the government for investment and recruit efficient employees in the task so that they can the technological advanced system and manage innovation to do their responsibilities proficiently.

After setting the aims and objectives of the project, the change manger needs to improve engagement with the people by building strong relationship and ensuring trust and loyalty among them. Without employee’s trust, it is not possible for the change manager to lead the changes for achieving success in near future. In addition to these, the change manger needs to communicate with each and every staff members in the school development project for more interaction through open discussion and one to one communication. In addition to these, convincing power of the change manager is necessary where the manager needs to convince the employees in adopting changes (Verhulst and Lambrechts, 2015). In this regard, the manager needs to discuss about the aims and objective of the project as well as provide information about the benefits of adopting strategic changes. Through providing proper information about the benefits of accepting the change management process, it is possible to influence the employees to cooperate and adopt the change to achieve success more proficiently.

Convincing power of the change manager is therefore helpful to enhance cooperation and build trust and loyalty among the employees. In the present case study, it is also necessary to convince the people to resolve the issue of resistance to change. Through communication, the manager can share knowledge and understanding regarding the project as well as the employees also can resolve their confusion regarding the project, this is an effective strategy in this project to motivate the staff members for adopting the change management procedure. In addition to these, providing training and development is another effective invention strategy through which the change manager can improve the knowledge and technical skill of the employees. Training and development process in this is also effective as it helps to enhance communication among the staff members as well as improve cooperation where the employees try to work together in order to meet the team objective. It is necessary to improve organisational culture, manage anxiety at workplace and understand the emotion of the employees to understand psychology of the employees and improve the power of change manger in managing the team members (Hayes, 2014; Kuipers et al., 2014).

On the other hand, the change manager also needs to develop appropriate incentive structure in this school development project so that it is possible ton motivate the staff to adopt the changes in the workplace to meet the strategic objective innovatively. In this regard, proper incentives to the staff members, performance related pay for the employees who are willing to do overtime as well as other compensation benefit are effective to encourage the staff members (Doppelt, 2017; Cameron and Green, 2015). Apart from that, the change manager needs to empower the employees in the development project so that they become interested and provide their views in doing their responsibilities with creativity and technological innovation. Through these interventions planning, it is possible to meet the objective of the school development project by managing changes in the workplace and lading the employees towards achieving success.


Reference List

  • Cameron, E. and Green, M., 2015. Making sense of change management: A complete guide to the models, tools and techniques of organizational change. London: Kogan Page Publishers.
  • Doppelt, B., 2017. Leading change toward sustainability: A change-management guide for business, government and civil society. London:Routledge.
  • Goetsch, D.L. and Davis, S.B., 2014. Quality management for organizational excellence. Upper Saddle River, NJ: pearson.
  • Hayes, J., 2014. The theory and practice of change management. London:Palgrave Macmillan.
  • Kuipers, B.S., Higgs, M., Kickert, W., Tummers, L., Grandia, J. and Van der Voet, J., 2014. The management of change in public organizations: A literature review. Public administration, 92(1), pp.1-20.
  • Lewis, S., Passmore, J. and Cantore, S., 2016. Appreciative inquiry for change management: Using AI to facilitate organizational development. London:Kogan Page Publishers.
  • Lozano, R., Ceulemans, K. and Seatter, C.S., 2015. Teaching organisational change management for sustainability: designing and delivering a course at the University of Leeds to better prepare future sustainability change agents. Journal of Cleaner Production, 106, pp.205-215.
  • Lozano, R., Nummert, B. and Ceulemans, K., 2016. Elucidating the relationship between sustainability reporting and organisational change management for sustainability. Journal of cleaner production, 125, pp.168-188.
  • Van der Voet, J., 2014. The effectiveness and specificity of change management in a public organization: Transformational leadership and a bureaucratic organizational structure. European Management Journal, 32(3), pp.373-382.
  • Verhulst, E. and Lambrechts, W., 2015. Fostering the incorporation of sustainable development in higher education. Lessons learned from a change management perspective. Journal of Cleaner Production, 106, pp.189-204.
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