Contemporary organizations do change in its ways, decisions and in carrying out its business principles and change and in the process there fits the function of a change agent in today’s organization that drives and reinforces the team management to always be in control of the issues and challenges within the organization that affects certain change mechanisms that has happened. (1998) Aside, the role of a change agent and its presence is crucial to the success and balance of contemporary organizations such as the Ocean Park in Hong Kong as several change agents involves how they can communicate properly to the audience and possibly change the way they value life and respect other creatures aside from the rational being – human and that the contemporary organizations such as Ocean Park in Hong Kong have expectations about the effort given in finding information by which people find and share the information to sustain change positively. (2005) Moreover, Rogers defines change agents as individuals who use their knowledge of the change process to influence decisions, thereby creating desirable change. (1995; 1996 , 2001 ) Generally, Ocean Park’s change agent seeks to fully understand the individual or community, where they are in a process of change and then use this knowledge to create focused goals and link together the most appropriate resources, technologies, and information available to achieve the needed change. As a change agent, the Ocean Park group will have to work within a goal oriented approach rather than by dilemma attention approach. (1995; 1995 , 2001) In assessing the change agent’s role, communication and integration of knowledge, technologies and expertise become critical (1999, 2001 ) as to how Ocean Park’s change agent works in integrating knowledge and resources to achieve long term goals. In a competitive global tourism market, thecreation and maintenance of national andregional images becomes crucial to the marketing process and as some attraction sites will then become the integral elementof everyday life and the function of Ocean Park attraction within the image formation is increasing because of the successful drivers of change and effective change agents. ‘’The phrase change agent refers to anyone involved in initiating or implementing change, whether or not they have an official job title recognizing that responsibility’’ (2000) There is the presence of certain internal change agents who can be team and staff members of Ocean Park and who operate as change agents within the business process. For example, there are some discussions as to whether it is better for one person or a group to take the responsibility for change. There is also an argument among those who believe that any Ocean Park supervisor and or staff member can be called change agent and for those who witness the function being the specialist one. ( 2000) There was a research study done by (2002) indicating the significance of structural and cultural changes that are needed in Ocean Park to back-up as well as support a desired training system and that the Park’s team members are amicably functioning as internal change agents could be one way to bring about such changes. While Ocean Park may need change agents, the task is difficult, as change agents often face resistance to change and need to be passionate about and committed to the role assigned. Furthermore, such change agents of Ocean Park need to know about different diagnostic models for change, to help identify those aspects of their organizations that need to be changed as one of popular diagnostic models is the SWOT model that contributes to the external change agents within park such as the following points:
Strengths
There are enough financial resources that are allocated for the operation of the park, the government is prepared to provide support for half of the funding of Ocean Park’s redevelopment cost, appealing to the all age groups and has already been around for over twenty years
Weaknesses
The theme park has to come up with more diverse attractions to lure visitors and that high prices may push potential visitors to competitors with affordable prices
Opportunities
Provide packages to increase visitors, the growing of a continuous market trend and also new competitors frequently enter the business globally
Threats
The threat of not attractive to certain potential market groups and therefore, generates certain loss opposing the value of positive profit sales and the entry of new amusement parks and the vulnerability of the tourism cycle
Usually, before learning about the SWOT model, change agents need to become aware of the lenses they currently use to analyze the situations in Ocean Park, as the change agents became clearer about the existing model of how the park work and operates within solid ways in such operational projects that may possibly cause the park’s management to modify the business processes and increase the level of customer relations and advance to a more equipped foundation of such change management in boosting better operations performance of the park as a whole. Thus, Ocean Park’s change agents need to know about alternative process models of change the how of change management so that they can manage different types of change, such as incremental or discontinuous change ( 2002). The recent change agents used a range of diverse process replica for managing change such as from (1996) model, to (1997), to and (1998) as Ocean Park’s change agents can use selected interventions, from assembly meeting, workshops and discussions as well as in mentoring project development issues and needed point to apply substantial specialized judgment in lieu of choosing and timing every interference.
The Ocean Park’s change agents have demonstrated that there is a refusal of sole recipe for the management of change as management has purposely planned interventions that have fixed certain limited context as rigid change models have no worth within those kinds of amusement business. In addition to the skills and knowledge required to identify what needs to be changed and knowing how to change it, within the Ocean Park itself, the change agents demonstrated a push to ample tactful skills, like keep quiet on events, for planned purpose; using verbal communication familiar to the group and talking when professional judgment suggest it was the correct pace. The change agents has also developed complicated insight within diverse factors that may pressure a person to resist such changes, like for instance, the fright of the unidentified, cluster heaviness and rightful concern regarding change. The change agents have learnt that wit can be helpful aid that preparation can occasionally evade confrontation and it is significant for the Ocean Park to function well. The change agents has indicate such understanding of how system evolve in a number of time and how precious it can be for change agents to valve and realize that a lot of unlike strategies can be use to develop better channels including access to certain obtainable frameworks like the current committee and or orientation groups.
Accordingly, (1999) said ‘’that change is highly subjective, with a combination of values and individual motivations driving the way each initiative unfolds, right from the first moment a change idea is mentioned’’ (1999). The accomplished change agents will try to understand the principle and motivation of the people in which they work with and these change agents will also require to elucidate such individual morals and reason. Amicably, there can be limits of internal change agents as for example; these change agents are not always viewed as lawful in desired role and may find it tricky to stay objective and the need for the change agents to speak out authentic problem and the need for these change agents to have proficiency and valor. There is potential advantage of internal change agents as important since, these internal change agents had assisted the implementation of training system in certain ways from mounting interaction amid useful providers and the industry and spotlighting crucial mechanism like, product and services appraisal, introduction of novel instruction packages to the management and staff of Ocean Park and the centering of change providers within suitable workplace release. From there, there depend on such aspects like, goal, nation, facilitator, executive expectations and others but the essential thing for the change agents at Ocean Park, is to be able to acknowledge that there is a choice and that there is more than one pathway to success as the change agent will be able to read the situation and take the path that suits the situation best (2003).
(2003) ‘’find that the expression ‘’master of change’’ was frame but that there are many other terms that have been used to denote those responsible for the effective implementation of change: for example change agents, problem owners, facilitators or project managers’’ (2003). Thus, it is necessary to frequently make clear meaning and speech as well as check for common sympathy through the use of customer related programs ( 2003). ‘’The concept of change group is of greater value than the notion of the singular change agent’’ as argued by (2000) and that the latter quote (1994) who finds that change is driven by ‘’cast of characters’’, as ‘change agent’ is therefore any member of the cast of characters that is officially appointed by the Ocean Park and or an appointed promoter looking for to drive such substitute agenda (1994, 2000 ). Whether Ocean Park uses the label of change agent then, the label can be less important as compared to the description and that organizational change is quite multifaceted and that it is worthy to define roles of diverse members within the process of change.
Moreover, (2003) sum up the benefits of the internal and external change agents as external experts can carry impartiality, know-how and new advances to certain group dilemma solving. While, internal advisors offer information as well as understanding of organization process, sequence about existing issues and the stability of effort (2003). Aside, Wendy Davies, found that such drawback and advantages of being the external change agent and that genuine challenge of becoming a change agent as Ocean Park manager implies that every aspect of change reflects outside organizations as well as systems as compared to the internal networks. (2003). Moreover, (2003) find that the option of internal and or external change agent has to be influenced by factors like for example, the external setting, the culture of the Ocean Park and organizations involved and whether capable persons are accessible to perform as change agents.
The assessment put out to analyze positive schemes within the prose:
Ø Ocean Park ‘’change agents require analytical forms of change that center on recognizing what it lies within that needs to be changed’’ (2002)
Ø Ocean Park ‘’change agents should develop ideals of change that is concerned with the flow of change management’’ (2002)
Ø Ocean Park ‘’change agents need a propel of skills’’ (2002)
Ø Ocean Park ‘’change agents can benefit other organizations and be controlled by organizational constraint’’ ( 2003)
Ø Ocean Park ‘’has the capacity in learning to use proper change agents’’ (2002).
Lastly, Hayes discovered that ‘’change agents need concepts and theories that fall into two categories: diagnostic models of change that focus on identifying what it is that needs to be changed and process models of change which are concerned with the how of change management’’ (200). Also, (2002) ‘’believe that it may be likely for Ocean Park’s change agents to find out notional expertise of change group, as they need faith in connection to their ability as the Park’s managers can have the intangible information and necessary skills to provide sanctions for change and make a distinction but, can be a failure to act because of inadequate faith in the abilities that they have to influence outcome’’ ( 2002). Aside, enough assurance is vital for change agents and if these change agents do not posses any poise with the capability to manage change and realize some upgrading then, these change agents will not attempt to use power (2002). Then, (2000) ‘’believe that it is probable to discover the ability of change organization, but the individuals may have slight or no collision for the reason that of obstruction by the organization’’. Therefore, Ocean Park’s change agents play a role as team players and or company managers that can increase the height of ingenuity and management but these types of organizations be able to lump such development. Burnes counsel as it is inadequate to build up change agents in Ocean Park, ‘’if the organization as a whole that is involved in people, principles and system does not also change, or perceive the need for change’’ (2000).
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