40 Analysis and evaluation of the change process 41 The change process

40 analysis and evaluation of the change process 41

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4.0 Analysis and evaluation of the change process4.1 The change processBasically, the top-management of HP has applied a four-steps of changemanagement model described by Judge’ and Pucik’s (2009) to accomplish themanagement strategic changes. Judge and Pucike (2009) further explained that achange management can be divided into four steps: investigation, planning,implementation and evaluation. In this case, HP firstly has sent a number ofinvestigators to each of their subsidiaries with the purpose of examining the currentoperational status and issues. As Judge and Pucike (2009) pointed out, theinvestigation process is to examine and analyse the weaknesses which can bepotentially improved. The investigators have been required to work closely with thesubsidiary managers to identify the problems. In addition, the planning process is to
design the change strategies and implementation procedure (Judge & Pucike, 2009).To do this, HP has gathered and analysed the valuable information from theinvestigators, and then create strategic planning preparing for changes to resolve theproblems. By analysing, HP has focused on the problems of non-aligned businessgoals and management paradigms between the subsidiaries, and the ineffectiveness ofusing and share the internal knowledge and resources. As a result, Meg Whitman hasplanned to integrate the internal resources; unify the business goal; as well as redesignthe management paradigm for the subsidiaries (Thibodeau, 2012). More specifically,HP has decided to establish a new Internet-based resource and knowledge sharingsystem for all of the subsidiaries (Thibodeau, 2012). For instance, the intervieweepointed out that HP China has installed a new reporting system. The employees havebeen able to log on the reporting system to upload and find out the technical filesposted by other employees to help them work. Also, HP has adjusted their businessgoal and unified the subsidiary management to emphasize on increasing themanagement integration. The interviewee demonstrated that there have been severalchanges occurred in relation to the workplace policy and management structure beingcompatible with the headquarter policy of HP. During the implementation process, HPhas designated coordinators to the subsidiaries in order to assist the national managersachieving the management changes (Thibodeau, 2012). The primary responsibilitiesof the coordinators have been to deliver the change strategies, assist the subsidiarymanagers and report to the head office of HP about the change progress (Thibodeau,2012). Therefore, Meg Whitman has been able to evaluate the change process viareviewing the reports in order to adjust the original strategy. 4.2 Issue The major issue during the change process has been identified as the internalresistance from the subsidiary employees and managers. As Daniela and Nadina(2013) pointed out, employee resistance to change is a common phenomenon when anorganization commits to a change because that the uncertainty of a change may be

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