Research Articles Base: Managing Change

Responses to Organizational Change

Responses to Organizational Change             Common responses to change can be seen as existing along a scale. In responding to change people can take the role of ‘conservers’, ‘pragmatists’, and ‘originators’. 1. Conservers – are people who prefer current circumstance over the unknown. These people are more comfortable with gradual change than with anything radical. 2. Originators – are those who prefer rapid and radical change. Originators are representatives of the reengineering approach to change. The goal of an originator is to challenge existing structure, resulting in fast, fundamentally different, even, systematic changes. 3. Pragmatists – are those who support change when it clearly addresses current challenges. Pragmatists are less committed to the existing structure that to structures that are likely to be successful (Harvard Business School 2005).             Every person reacts to change differently. The leader of the organization needs to identify the different responses of the employees and be able to deal with their issues and concerns. The most important response that the leader must be prepared for is resistance. There will also be those who will resist change. These people are called resisters. They may perceive change as endangering their livelihoods and their workplace social arrangements, or their status in the organization. Others know that their specialized skills will be rendered less valuable after a major change. Resisting Change             One of the biggest obstacles to the success of any planned change is employee resistance. Resistance affects a change program. People generally resist change because of its negative consequences. Some of the perceived negative consequences of change are: <ul style="margin-top: 0in; margin-bottom: 0in" type="square"> <li class="MsoNormal" style="text-align: justify"> Loss of status </li> <li class="MsoNormal" style="text-align: justify"> Alteration of work </li> <li class="MsoNormal" style="text-align: justify"> Discomfort </li> </ul> Symptoms of Resistance             Employees exhibit behaviors that can be considered as ‘symptoms’ of resistance to change. There are different causes of employee resistance to change. The resistant behaviors that employees exhibit during the change process can be categorized into two – active resistance and passive resistance. Employees who actively resist change exhibit the following behaviors: <ul style="margin-top: 0in; margin-bottom: 0in" type="square"> <li class="MsoNormal" style="text-align: justify"> Finding fault </li> <li class="MsoNormal" style="text-align: justify"> Ridiculing </li> <li class="MsoNormal" style="text-align: justify"> Appealing to fear </li> <li class="MsoNormal" style="text-align: justify"> Manipulating </li> </ul>             Employees show passive resistance to change through the following behaviors: <ul style="margin-top: 0in; margin-bottom: 0in" type="square"> <li class="MsoNormal" style="text-align: justify"> Agreeing verbally but not following through </li> <li class="MsoNormal" style="text-align: justify"> Feigning ignorance </li> <li class="MsoNormal" style="text-align: justify"> Withholding information </li> </ul>   Overcoming Resistance 1. Build Trust – if employee trust and have confidence in the leader or the organization, they are much more likely to accept change. Employees will trust a leader they perceive to be fair, honest and forthright. Managers can go a long way toward building trust if they discuss upcoming changes with their employees, and if they actively involve employees in the change process (Sims 2002). 2. Openly Communicate and Discuss Change – communication about impending change is essential if employees are to adjust effectively. The details of the change should be provided, but equally important is the rationale behind it (Sims 2002).  3. Involve the Employees – employees who are involved in the change process better understand the need for change and therefore are less likely to resist it. Additionally, people who participate in making a decision tend to be more committed to the outcome than those who are not involved. Employee involvement in change can be extremely effective. It is difficult for individuals to resist a change when they participated in the decision and helped implement it. The psychology is simple: no one wants to oppose something that he or she has helped develop. It is useful to solicit employee ideas and input as early as possible in the change process (Sims 2002). 4. Provide Rewards and Incentives – employers can give employees rewards and incentives to help them see that supporting a change is in their best interests. One rather obvious and quite successful mechanism to facilitate change is rewarding people for behaving in the desired fashion (Sims 2002). 5. Make sure that the Changes are Reasonable – the manager should always do whatever is possible to ensure that any proposed changes are reasonable (Sims 2002). 6. Educate the Workforce – sometimes people are reluctant to change because they fear what the future has in store. As part of educating employees about what organizational change means for them, top management must show considerable emotional sensitivity. Doing so makes it possible for people affected by a change to help make it work (Sims 2002). 7. Provide Empathy and Support – another strategy for overcoming resistance is providing empathy and support to employees who have trouble dealing with the change. Active listening is an excellent tool for identifying the reasons behind resistance and for uncovering fears. An expression of concerns about the change can provide important feedback that managers can use to improve the change process. Emotional support and encouragement can help an employee deal with the anxiety that is a natural response to change (Sims 2002).   References Harvard Business School 2005, The Essentials of Managing Change and Transition, Harvard Business School Press. Sims, R R 2002, Changing the Way We Manage Change, Quorum Books, Westport CT.   Credit:ivythesis.typepad.com

Responses to Organizational Change

Responses to Organizational Change Common responses to change can be seen as existing along a scale. In responding to chang...

Learning Journal :Managing Change

Managing Change   Introduction             Management of change is defined as a structured approach to individual, ream, organization, and society transitions. The aim of management of change is to move the target from a current state to a desired state. Management of change is primarily focused in managing the people side of change. Management of change involves the adaptation of new business model into an organization in order to transform.             I learned that change does not happen overnight. It is a process that must be properly planned. The major focus of managing change is managing the people within the organization. I believe that in order for a change initiative to be effective, the people within the organization must be educated and informed about the planned change and why it is important. Management of change must be continuously monitored for effectiveness and must be implemented throughout the organization and must be adjusted in order achieve the desired goals.               In this reflective journal, I present the things that I learned from the subject. These are the things that I think will be useful to me in the future. My reflective journal is not a summary of the topics that were discussed in class. Through my reflective journal, I seek to assess and to share what I have learned and to present the things that had impacted me as a student who endeavors to become a manager, a decision-maker and a leader someday.   Core Concepts             The organization is viewed as a system that is comprised of the following components: <ul style="margin-top: 0in; margin-bottom: 0in" type="square"> <li class="MsoNormal" style="text-align: justify; line-height: 200%">Task </li> <li class="MsoNormal" style="text-align: justify; line-height: 200%"> Individuals</li> <li class="MsoNormal" style="text-align: justify; line-height: 200%">Formal organizational arrangements</li> <li class="MsoNormal" style="text-align: justify; line-height: 200%">Informal organization</li> </ul>               In order to change, an organization requires an appraisal of its internal and external environment. Analyzing threats and opportunities, strength and weaknesses, and resources is the cornerstone of strategic management. One of the core concepts of managing change is the identification of change need. I learned that in order for the organization to facilitate change and to be successful in implementing change, identification of the change need must first be accomplished. In managing change, it is also important to deal with the factors that cause resistance to change. This entails the management of the people side of change. People resist change because of different reasons but it all boils down to the fear of the unknown. People resist change because they are uncertain about the impact of the change. They resist change because they are not well informed and educated.   I learned that change is a process that requires a deep understanding of the organization and its components. Change can be caused by different environmental factors. For example, many organizations are introducing flexible working arrangements and family-friendly policies. This change in the aspect of work can be caused by the changes in the demography of the labor force. This can also be caused by the desire of the organization to attract and retain its employees and to improve its production. Whatever may be the reason behind a change, the change agent and the management must have a proper understanding of the organization.   Recognizing and Diagnosing the Need for Change             Recognizing and diagnosing the need for change requires an in-depth analysis of the organization and its need for change. Before the organization embarks on a change process, the management must first find out the current state of the organization and its needs. The need for change is often propelled by a demand from either the internal or the external environment. Change strategists and implementers must understand the organization’s operations, how it functions in its environment, what its strengths and weaknesses are and how it will be affected by proposed changes in order for them to craft an effective implementation plan. Recognizing and diagnosing the need for change is a very crucial stage in the change process, as it will direct the organization the right path. If the initial stage of the change process (recognizing and diagnosing the need for change) is not sound, no amount of implementation know-how will help the organization in achieving its goals. Organizations recognize and diagnose the need for change by conducting the following: <ul style="margin-top: 0in; margin-bottom: 0in" type="square"> <li class="MsoNormal" style="text-align: justify; line-height: 200%">A full financial audit of the organization</li> <li class="MsoNormal" style="text-align: justify; line-height: 200%">A structural survey in which different departments and their staff are identified</li> <li class="MsoNormal" style="text-align: justify; line-height: 200%">A skills audit of the organization’s personnel</li> <li class="MsoNormal" style="text-align: justify; line-height: 200%">A marketing analysis of the business within the industry</li> </ul> It will also be helpful, if the implementers at this early stage of the change process systematically examine the forces for and against change. Change will not occur unless the forces for it are stronger than those resisting it.               I learned that the initial stage of the change process, which is the identification of change need, is very crucial. The need for change must be identified and this must be communicated to all levels of the organization. One way of identifying the need for change is by conducting an internal and external analysis such as SWOT analysis.   Managing People Issues             The implementation of change is always faced with challenges and difficulties, especially when the people in the organization resist change. In order to deal with employee resistance organizations according to Randall (2004) need to energize, enable and empower their people. By energizing we mean creating a goal that will prompt or energize everyone in the organization. Also the management must be able to lead from the front by showing integrity and establishing trust. Enabling involves invigorating the top team by strengthening its leadership capability. In addition, in order to enable the people, the organization must build a culture of empowerment by opening the door to ideas. Moreover, the organization must also make sure that the employees understand the change process and reasons behind it. Empowering the entire organization means aligning HR processes and practices to improve capabilities. The organization must also seize opportunities and empower employees in order for them to adapt with change rapidly.               In order to effectively manage people, the management or the change agent must create a shared vision and common direction. Employee empowerment is very important. The management must make sure that everyone is heard and that everyone is informed and educated about the change process. The management needs to make a vision as it will guide the whole organization and it will prompt everyone to work and participate.             I consider the people side of management as the most problematic. For me this aspect of the change process will determine whether change will be successful or not. I believe that most organizations fail to manage change because they failed to involve the people.   Shaping Implementation Strategies             It is of utmost importance that the management develops a change strategy. In order to change, there needs to be a well-defined strategic intent. The organization needs to set new directions, new purpose, new values and goals.             The management needs to craft a sound implementation strategy that will involve everyone in the organization. I believe that if everyone feels that he or she is a vital part of the process he or she will be motivated to act.   Managing and Sustaining the Transition             Employee involvement and communication are important in managing and sustaining the transition. The management must describe where the organization is now, where it needs to go and how it will get to the desired state. The success criteria of change must also be clearly identified as well as the evaluation procedures and related rewards. The outcome of the change process depends on the involvement of the participants. The management must be able to communicate to the people in such a way that they are allowed to voice out their concerns and feedbacks. Through communication, the management must deal with the employees’ concerns, resistance and feedbacks.             In order to properly manage and sustain the transition, reinforcement and institutionalization of change must be given priority. Reinforcement is important because it motivates employees to adapt to the new vision and goals of the organization. Managers and leaders should make it a top priority to prove their commitment to the transformation process, to reward risk taking and to incorporate new behaviors into the organization’s daily operations. By reinforcing the culture, they affirm its importance and hasten its acceptance.   Credit:ivythesis.typepad.com

Learning Journal :Managing Change

Managing Change Introduction Management of change is defined as a structured approach to individual, ream, organization, an...

Managing Change, Organisational Politics and Leadership

Background of the Organisation             The organisation in focus is one of Hong Kong’s leading retailers of furniture and home improvement products, electrical appliances, maintenance tools, and other consumable accessories. It targets middle- to high-end markets as it offers value-for-money and innovative products. The company in focus aims to enhance the home environment of its consumers by providing good quality, competitively-priced home improvement products and services through its wide network, including its online store. In addition, the company in focus values its consumers through using both technology and people in terms of knowing their expectations, as well as either exploiting or lessening market trends in accordance to the needs of the company’s consumers. Moreover, in order for the organisation to obtain their goals and perform its many responsibilities, the company or organisation in question sustains productive and efficient workforce to be delegated with the various work in the organisation, thus, focusing on sustainable development in order to integrate the social, economic, and environmental aspects of the company, in its aim to build its reputation and attain sustained financial growth and development. In this regard, being one of the leading retailers in the city of Hong Kong, it can be perceived that all the aspects of its operations are successful and efficient, thus, making it highly reputable and established in the market and in its respective industry.   Current Situation/Problem of the Organisation             However, despite the claims of the organisation in terms of its successful performance in the industry, the organisation and its employees still face challenges, such as in its Human Resource Department. This particular problem arises from the leadership style of the department’s Executive Director, which contributes to the lack of effective and efficient communication, organisational politics, underdevelopment of teamwork, and lack of motivation of all of the employees of the Human Resource Department (Refer to organisational chart, Appendix A). A possible cause of such a problem is the difference in the preference of the Executive Director in terms of managing his department, as being trained in the Western style of management.             Being trained in the Western style of leadership and management, as being able to serve European and American companies for the last several years, the Executive Director of the Human Resource Department uses an autocratic leadership style, which makes him exercise rapid decisions, implement strict rules and policies, and use a perfectionist approach that instils fear in his subordinates, particularly in meeting deadlines. Moreover, he uses a coercive approach, making him force his policies and decisions on his subordinates, regardless of their opinions, thus, preventing his subordinates to participate in the decision-making process of their department and hindering them from developing teamwork and effective communication. This then also affects the turnover and absenteeism of the employees, increasing it annually (Refer to Table of Turnover and Absenteeism, Appendix B).   Theory             One of the relevant theories that can be used to explain the situation is Hackman’s and Oldham’s Job Characteristics Theory, which emphasizes that most jobs can be described according to a number of core dimensions, namely, autonomy, variety, significance, feedback, and identity. If such core dimensions are present, it has been indicated that people will tend to experience their jobs as psychologically meaningful, feels a sense of responsibility about their work, and have an understanding of how they are performing in their jobs (Jex 2002). The model or theory has been regarded as a widely studied model of motivational job design that has explained important work results for workers belonging to different types of organizations (Panzano et al 2004). Thus, the Job Characteristics model or theory would be essential in stating the changes that have to be made in the organisation in focus, as it emphasizes the different factors that must be given importance in an organisation, which contributes to the effective work and motivation of employees. Different core dimensions, such as autonomy, variety, significance, feedback, and identity may seem to be present in the organisation in focus. However, based on the leadership and management style being used and employed by the Human Resource Executive Director, facilitating, building, expressing, and developing such core dimensions are not appropriate. Therefore, because the needs of the employees in the department do not jive with the approach of the Executive Director of the Human Resource Department, negative consequences are being observed.                 Another theory or model is the Path-Goal Leadership Theory, which indicates the use of four leadership styles can be employed in an organisation, namely, directive or authoritative, supportive or the approachable and friendly style, the participative for asking and using suggestions to make decisions, and the achievement-oriented for setting goals for subordinates, which in turn will help the organisation and its employees in their aim to achieve higher standards and confidence toward the achievement of goals (Barker 1992). However, it can be clearly seen from the situation presented above that the leadership style being used by the Executive Director of the Human Resource Department is focused only on the directive or authoritative style of leadership, which becomes a hindrance to the participation, growth, and motivation of his subordinates. In addition, the Executive Director did not also observe one of leadership’s important aspects, which is to inspire organisational members to want to achieve the visions of the company. This can be stated, as he tries to employ and enforce a leadership style that is characterized by coerciveness, authority, and force, and he fails to listen and to nurture the capabilities and skills of his subordinates. Thus, consequently, an increase in turnover and absenteeism can be observed among the employees of the Human Resource Department of the company, indicative of their lack of motivation, fear, and lack of initiative to grow and develop as an active part of the department.             The third model or theory that can be used to explain the situation at hand addresses the motivation of the employees in the department. This theory is the theory of Frederick Herzberg, which is the Two-Factor Hygiene and Motivation Theory, which emphasizes that salary, working conditions, policies, status, and security, and motivating factors, including achievement, recognition, responsibility, growth, and interest in work (Dudley and Lewis 2005) must be included and considered by employees in order to appreciate their job in an organisation. Using this theory as a reference, it can be perceived that motivational factors play a major role in the work status of the subordinates of the department’s Executive Director. Based on the situation presented, it can be seen that the Executive Director was not able to meet the motivating factors required by his subordinates, such as growth, responsibility, and interest in their work. Because he uses fear, distrust, and perfectionism, he restricts them from growth and to take in responsible actions in terms of handling their work professionally. As such, he drives them to develop lack of interest toward their work, which clearly presents disadvantages not only to the whole Human Resource Department, but also the organisation as a whole.   Task (Refer to Table, Appendix C) Expect             Based on the three relevant theories provided above, namely, Job Characteristics Theory, Path-Goal Leadership Theory, and the Two-Factor Hygiene and Motivation Theory, it can be understood that its use effectively and appropriately directs, facilitates, propels, and develops the potential of the different members of an organisation to work efficiently and successfully. As expected, using the Job Characteristics Theory helps the organisation, particularly the Human Resource Department of the company to address all the aspects of work of its employees. Because it focuses on different core dimensions, such as autonomy, variety, significance, feedback, and identity, the employees of the department or the organisation would be able to take pride in their work and regard it as meaningful and helpful in terms of providing them the motivation they need in doing their job efficiently and appropriately. In addition, it will be expected that effective communication and variation in work can be achieved with the use of the theory or model, allowing each employee to maintain and sustain good relationships with their co-workers.             Using the Path-Goal Leadership Theory involves employing four leadership styles in the organisation or department, namely, directive, supportive, participative, and the achievement-oriented. It can be expected that with the use of this theory or model that the needs and motivation of the employees or subordinates of the Executive Director would be addressed effectively, thus, contributing to their growth and development. In addition, through using different styles of leadership, the subordinates of the Executive Director of Human Resources are expected to become inspired in also developing their leadership abilities, which will enable them to become trained for future applications and use. Lastly, using the Two-Factor Hygiene and Motivation Theory means addressing the factors that help motivate, inspire, and drive the employees to regard their work successfully and passionately. This then involves addressing the rewards and compensation of employees, which would motivate them effectively, provide recognition and communication, security, and growth. It can be expected that turnover rates and absenteeism would be lessened, communication and teamwork would be developed, and effective communication would be established.   Actual             As indicated, in relation to the Job Characteristics Theory, the leadership and management style being used and employed by the Human Resource Executive Director does not help facilitate, build, express, and develop core dimensions essential for the growth of the employees. Therefore, because the needs of the employees in the department do not jive with the approach of the Executive Director of the Human Resource Department, negative consequences are being observed. In relation to the Path-Goal Leadership Theory, the leadership style being used by the Executive Director of the Human Resource Department is focused only on the directive or authoritative style of leadership, which becomes a hindrance to the participation, growth, and motivation of his subordinates. He only tries to employ and enforce a leadership style that is characterized by coerciveness, authority, and force, and he fails to listen and to nurture the capabilities and skills of his subordinates. In relation to the Two-Factor Hygiene and Motivation Theory, the Executive Director was not able to meet the motivating factors required by his subordinates, such as growth, responsibility, and interest in their work. Because he uses fear, distrust, and perfectionism, he restricts them from growth and to take in responsible actions in terms of handling their work professionally.   Differences             It can be seen that the expected results using the three theories or models and the actual situation being focused upon in this assignment have significant differences, and are said to be opposite one another. As such, it can be clearly seen that the Executive Director of the Human Resource Department of the organisation violates and does not follow all the theories or models discussed in this particular assignment.   Recommendation             In terms of his leadership skills, it can be suggested that the Executive Director can come out of his autocratic jacket and wear the more effective team based management style. Teamwork has become something of a modern rallying cry in today’s high performing organizations and leaders must invoke the teamwork mantra whether or not the task calls for collaborative effort (Perkins 2000). To enable managers to function well in changing, uncertain and diverse workforce environments development intervention should focus on specific content of managerial task as well as structural components of managerial effectiveness like how managers think and function (Cooper and Robertson 1996). This could help him develop positive attitudes about his employees and help him to create an atmosphere of mutual trust in the organization. In relation to motivation, several aspects can be addressed, including doing an interesting work, communicating firm mission, imparting job significance, knowing life interests, and developing values and interests, for these factors determine the overall motivation and in turn the satisfaction of employees. To address the problem with job design, the technical manager can implement an effective job design, which includes job rotation, job enlargement, and job enrichment. Butler and Waldroop (1997) states that with job rotation or the periodic shifting of a worker from one job to another, can put more variety and more knowledge to the job of the employees, and is very helpful in improving their performance and reducing turnover if the new job fits with their life interests.   References Barker, A 1992, Transformational Nursing Leadership: A Vision for the Future, Jones & Bartlett Publishers, New York. Butler, T and Waldroop, J 1997, Discovering Your Career in Business, Perseus Publishing. Cooper, CL and Robertson, IT 1996, “Key Reviews in Managerial Psychology”, John Wiley and Sons, Singapore. Dudley, R and Lewis, J 2005, The McGraw-Hill Guide to the PMP Exam, McGraw-Hill Professional, USA. Jex, S 2002, Organizational Psychology: A Scientist-Practitioner Approach, John Wiley and Sons. Panzano, P, Seffrin, B and Jones, S 2004, ‘Examining the Value of the Job Characteristics Model for Improving the Experience of Work and Work-Related Outcomes for Adults with Severe and Persistent Mental Illness’, viewed 10 May 2008, <http://www.dssincorporated.com/Research/JobDesign/062304%20Job%20Tax%20research%20findings%20update%20for%20NRMH%20v%2016.doc>. Perkins, D 2000, Leading at the Edge, AMACOM, New York.      Appendices   Appendix A: Organisational Chart of Human Resource Department             Appendix B: Table showing the turnover and absenteeism in the company for the recent years   Turnover and Absenteeism in Human Resource Department   Areas of concern                Division              Company 2001-2004* 2005-2008 2001-2004 2005-2008  Turnover 5 11 9 15 Absenteeism 3 13 8 17 * Average for the period expressed in percentage     Appendix C: Table showing Expected, Actual, and Difference   EXPECTED ACTUAL DIFFERENCE   JOB CHARACTERISTICS   Jex (2002) indicates that autonomy, variety, significance, feedback, and identity are important for employees to take pride in their work and regard it as meaningful and helpful in terms of providing them the motivation they need in doing their job efficiently and appropriately   Human Resource Executive Director does not help facilitate, build, express, and develop core dimensions essential for the growth of the employees Important job characteristics are neglected by HR Executive Director   LEADERSHIP   Barker (1992) suggests the use of the Path-Goal Leadership Theory employing four leadership styles in the organisation or department, namely, directive, supportive, participative, and the achievement-oriented autocratic leadership style, exercise rapid decisions, implement strict rules and policies, perfectionist approach that instils fear; coercive approach, making him force his policies and decisions, preventing participation in decision-making process   Autocratic, coercive use of leadership, instead of relaxed leadership that fosters good communication   MOTIVATION   Dudley and Lewis (2005) introduces the Two-Factor Hygiene and Motivation Theory, emphasizing that salary, working conditions, policies, status, and security, and motivating factors, such as achievement, recognition, responsibility, growth, and interest in work are important   Executive Director was not able to meet the motivating factors required by his subordinates, such as growth, responsibility, and interest in their work Use of fear, distrust, and perfectionism restricts subordinates to grow and to take in responsible actions in terms of handling work professionally   Credit:ivythesis.typepad.com

Managing Change, Organisational Politics and Leadership

Background of the Organisation The organisation in focus is one of Hong Kong’s leading retailers of furniture and home improv...

Managing Change: communicating the case of bottled water to tap water consumption in Hong Kong

Managing Change: communicating the case of bottled water to tap water consumption in Hong Kong     Change is an unavoidable happening in all aspects of human life. In organizational level, change is a system that provides for the interaction of external and internal factors in all levels from the individual to working groups to the organization as a whole. It is also considered as a cause and an effect – a cause for it creates a force for other changes to occur and an effect for it is caused by a specific stimulus. The cause of change may be deliberate, accidental, or a combination of both. It is deliberate when change is planned by the members of the organization and it is accidental if it is not intended to happen but it happened anyway because of factors beyond the control of the organization. Change may happen when it is made to happen by the organization members but the resulting change may be different from what was expected. Meanwhile, water is one of the most important elements of human life and survival. According to facts presented in the Australasian Bottled Water Institute (ABWI) (2004) web site, water is an important substance in order for all the body’s living cell to work; present in almost all parts of the body such as human blood (95%), bones (22%), and brain (75%) among others; and of greater importance than food as people can only survive a few days without water than food. The developing world and advancement of knowledge and technology affecting human race resulted to convenient ways of living. That people are no longer satisfied with what is ordinary and they turn to things that they perceived better if or best for them. In the case of water supply, pollution and other conditions that may affect water and its consumption lead to awareness for health and wellness protection. It is considered that the access to water is considerably accepted as basic human right yet with the existing conditions in modern societies, water is no longer free. The traditionally tap water is now placed to bottles and for sale. Bottled water is not the same with tap water as it undergoes different stages and processes; comes in different kinds; and contains different characteristics. The mentioned facts are just few considerable factors why bottled water is a promising and growing market in the world. It is observed that lots of people resort to bottled water as their main refreshment drink due to these common reasons: basic necessity, healthy conscious living, convenience, taste (ABWI 2004), and many other reasons. Arguably, the case of Hong Kong in bottled water consumption is the other side of the coin. Hong Kong people imported 24.96 million litres of mineral water amounting to HK7.4 million in 2006, according to a report in South China Morning Post. There is a huge progression in the bottled water consumption and is associated with environment problems like congested landfills with empty plastic water containers. In the same report, Georgia Sue Guldan, a biochemist argues that “the health benefits of bottled water were unproven” and environmentalists say that “it was only a waste of money and energy” and produces more waste to Hong Kong’s nearly-congested landfills. The Hong Kong government in on the verge of facing a dilemma – convincing Hongkongers to shift from bottled water to tap water consumption. This paper presents a change management plan of reversing the trend from bottled water and towards tap water consumption in Hong Kong. The main movers of change are the Hong Kong Government and the instigators of change are the people who are able to control the power they have to cause a desired change. The resulting change depends on how well the stakeholders take advantage of their specific roles and power. In the discussion, a brief background of change management. Diagnosis through the Force Field Analysis is used. Aside from a change management plan, this report provides a stakeholder management plan, addresses issues of resistance, and designs an evaluation of the plan. The main attributes of the change management plan are the following: policy review, formulation, implementation, and control; establishment of national campaign – Back to Tap; and cooperation across interested institutions, groups and individuals through communication and information dissemination.   Change Management: a backgrounder Change management is a process that any private or public organization must undergo (Hitt et al. 2003). It is a fundamental process that every organization must undergo. If organizations are not exposed and did not experienced change, it will not be complete. It is always the people who are the main participants of change rather than processes. According to several authors and as proven in their studies and articles, people are the fundamental focus of any effective and successful change management and communication approach (i.e. MacCalman and Paton 2000; McAlpine and Jackson 2000; Dawson and Jones 2003). Davidson (2001) avers that change is the degree of significant difference from a past situation. In any organizational or business functions, it may mean accomplishing tasks in a new format, following new directions, acquiring new technologies, new management procedures, acquisitions and merging, and other important events occurring within the environment. Moreover, Davidson (2001) describes the characteristics of change, which are significant, prolonged and disruptive. Change is a continuous process of alignment (Davidson 2001). In this attribute, change in an organization includes venturing into new areas of functions, such as trying new processes, implementing plans towards improving an old aspect of organization, and even facing an unexpected event such as economic crisis and redirection of the organization. Nickols (2006) has four basic definitions of change management. In his web page, he defines change management as: a task of managing changes; a field of professional practice; a body of knowledge and information; and a control mechanism. This definition is plain yet it encompasses the fundamental elements of managing change. On the case identified, the four simple definitions are appropriate. There has been varying perceptions regarding change management among managers and authors as it constantly evolves over the past years in response to affecting trends. Change management approaches develop and utilized in new procedures, structures, and technologies in order to overpower the resistance to change. Robbins and Judge (2007) argue that studies and ideas regarding change management over the past years illuminate on the view that it switched from a tool in overcoming resistance to developing strength and involvement in transformation. Due to this, managers believe that change management is now regarded as leadership ability than a responsive instrument in handling resistance.   Bottled Water around the World: an international comparison             There have been negative issues confronting bottled water consumption. According to Corporate Accountability International, “water is a human right, not a commodity”. This alone tells the message straight to people that water is always free. Aside from this, there are other issues being publicized by the group including social and environment impacts. The bottled water consumption and its controversy is an international issue. In some countries like the U.S., Canada, Australia, and others, bottled water consumption is treated with criticism. For example, various groups in Canada are asking for the passing of stricter set of policies or rules and regulations on bottled water (McLaren 2008). This is also to put “an end to its use as an everyday substitute for safe, publicly provided tap water” (par. 3). The main concern of Canadian critics towards bottled water consumption is the commercialization and “corporatization of water as a resource”. The free access to water is no longer available. There are many solutions that were offered to the Canadian authorities such as legislation, formation of groups who will oversee bottled water supply and consumption, and national vigilance from the youth population. The same actions occur in Hong Kong.             On the case of the U.S., “mayors agree to phase out bottled water” as published in an online article in CBCNews.com (2008). However, this decision is limited on the talk over the reduction or elimination of bottled water consumption. The Food and Drug Administration holds federal regulations to maintain high standards in quality of bottled water. Bottled water are classified by FDA according to origin: artesian well water, mineral water, spring water, and well water and these are treated through the following processes: distillation, reverse osmosis, absolute 1 micron filtration, and ozonation (Bullers 2002). It was found out that consumers of bottled water are not ready to give up the habit. This aggravates the situation. The same occurrence happens in Hong Kong.              In Australia, the bottled water consumption is also high. The advocacies of environmental groups in Australia are not far different from the previously mentioned countries. Environmentalists call for legislations for the control of the growing thirst of Australians towards bottled water (Edwards 2007). There are many recommended actions coming from several groups like a government-run anti-waste campaign, stop selling bottled water in cafes and restaurants, and the likes. The case of Australia and Hong Kong as well as other societies in the world are the same. All in all, major arguments boil down to one important thing – environmental protection and the factuality of water as a free resource that every person can have access provided that it is safe to drink. With all the countries identified, there is a constant call towards tap water consumption. This is the main objective of this change management plan.   Diagnosis: Force Field Analysis             MAIN PROBLEM: Reversing the trend towards bottled water and back towards tap water. DRIVING FORCES                                                 RESTRAINING FORCES -       Quality                                                           -     Convenience -       Natural                                                           -     Habits and people’s attitude -       Less plastics waste and environmental        and perceptions (health) friendly -       Free (cheaper)                                              -    Consumerism                                                                                     -    Marketing efforts of bottled                               water companies Myron A. Chartier’s Change Model             This is the change management model to be used in creating a change management plan for the intended shift from bottled water towards tap water consumption among Hong Kong people. In this model, there are six important steps: disturbance; decision to act; diagnosis; search for a solution; application; and evaluation. There are also identified change agents namely: process helper, solution giver, resource linker, stabiliser, and catalyser. The application of the model follows:   Disturbance – The disturbance is the alarming increase in the bottled water consumption of Hong Kong people. Aside from this, the threatening environment effects of empty plastic bottles are also considered as disturbance.   Decision to act – The Government is on the process of communicating a shift from bottled water towards tap water consumption among Hong Kong people.   Diagnosis – In the brief diagnosis using Force Field Analysis, there are several things to be considered in designing a change management plan. Primarily, the driving factors include: quality, natural, less plastic wastes and environmental friendly, and free (cheaper). On the other hand, the restraining factors are: convenience, habits and people’s attitude and perceptions (health), consumerism, and marketing efforts of bottled water companies.   Search for a solution – In search for solution to the existing problem, the Government can implement the following: policy review, formulation, implementation, and control; establishment of national campaign – Back to Tap; and cooperation across interested institutions, groups and individuals through communication and information dissemination.   Application – Since there are three (3) major change actions being considered, the application comes in three ways. In policy review, formulation, implementation, and control, the Government should be able to assess the existing rules and regulations of bottled water consumption and business. Strict research and development efforts are sought. Teams can be formed to look over the pros and cons or loopholes of the existing rules and regulations about the subject. Provided that there are some issues in the existing rules and regulation in bottled water consumption and business, this is the basis for new policy formulation. Since the issue is considerably of national interest, the Government should be able discuss the matters at hand through special sessions or meetings. Upon further scrutiny, the new policy made is then implemented. Control in the course of evaluation follows.             The Back to Tap program is also a matter of national decision. This may be sponsored by the Government and co-sponsored by other interested parties or stakeholders. Back to Tap is a national campaign that aims to encourage Hong Kong people to drink tap water instead of buying bottled water. It is also recommended that Back to Tap should be launched significantly through a national event. Furthermore, the Government should be able to conduct a city-wide evaluation of the current tap water supply and its conditions. There is a need to exert more effort on maintaining high quality standards on tap water supply. It is also recommended that the Government should allocate a specific amount of financial resources to come up with more tap water drinking stations that are always accessible to public at any point in time. Quality assurance standards are very critical. The specific departments of the Government such as Environmental Protection Department (EPD) and Water Supplies Department (WSD) is needed to come up with comprehensive procedures in addressing the conditions of tap water supply. Some development communication initiatives and programs can supplement the campaign. This will be discussed next. Lastly, a celebrity may be used to spearhead the Back to Tap campaign or the role of educational institutions is highly recognized particularly among the students and youth sector.             The support of the national population is highly needed. In order to gain support, cooperation across interested institutions, groups and individuals through communication and information dissemination           is extremely required. The Government should be able to accept participation among recognized institutions, groups and individuals in Hong Kong.  Printed materials like posters, newspaper and magazine advertisements, leaflets, flyers, streamers, and other possible materials can be designed and distributed among all people. Television and radio as well as internet communication is very possible. A 30-second TV commercial, for example, with a popular or powerful Hong Kong personality or political figure is helpful. A radio voice over may serve the same importance. The internet is a powerful medium. A website to be launch is very potent in eliciting support from people. Communication must be two-way. A hotline for the Back to Tap campaign may also help.    Evaluation – The evaluation of the change management plan may only come after a significant period of implementation. Evaluation guidelines are based on each change management approach implemented. Groups or specialized teams will be in-charge in looking over the implementation of the change plans. They need to come up with monthly or quarterly report about a certain progression or regression of the change management approaches. Surveying Hong Kong people is one way to evaluate the each change management approach. Reports should be publicized. Feedback from people is very useful basis for evaluation.   Synthesis This change management plan involves the Hong Kong Government as movers of change and Hong Kong population as the instigators of change because they have the ability to manage the power they have to cause a desired change. In application of the recommended change management plan, major stakeholders should be considered. Communication is the key. In addressing the issues of resistance, the Government should utilize the following: planned implementation, gradual integration, and strategic management. Planned implementation includes the vital role of planning as it plays a very important factor to consider in implementing change. In planning and managing change, Nickols (2004) provides a very useful framework for thinking about the change process, one which is anchored on problem solving. Gradual integration addresses the fact that change does not always take immediate effect not unless acted upon in a way that is directed by the manager or any individual who is in-charge and the immediacy of action. Drucker (2002) notes that being a change leader or the manager requires willingness and ability to transform what is traditional and to do innovative and different things in a progressive manner. Lastly, strategic management is directed towards the control and evaluation of managing change. In conclusion, the basic pressure that underlies many discussions of change management and implementation is that it would not be necessary if leaders and managers had done their jobs in the most effective manner. It is then recognized that a successful change management involves a visionary, persuasive, and consistent change leader and manager. Not to mention, the change agent role is usually responsible to translate the vision to a realistic plan and carry out any change management plan. The Hong Kong Government is able to apply this change management plan provided that it is eventually accepted.   References — (2008) ‘U.S. mayors agree to phase out bottled water’, CBCNews.ca, June 23 [online] (cited July 03, 2008) Available fromhttp://www.cbc.ca/consumer/story/2008/06/23/bottled-water.html   Australasian Bottled Water Institute (ABWI) (2004), ‘Bottled Water’, ABWI web site [online] (cited July 03, 2008) Available from http://www.bottledwater.org.au/scripts/cgiip.exe/WService=ASP0003/ccms.r?PageId=5002   Bullers, AC (2002) ‘Bottled Water: Better Than the Tap?’ U.S. Food and Drug Administration FDA Consumer magazine, July-August 2002 issue [online] (cited July 03, 2008) Available from http://www.fda.gov/FDAC/features/2002/402_h2o.html   Corporate Accountability International (no date) ‘{Why} Think Outside The Bottle’, CAI Website [online] (cited July 03, 2008) Available from http://www.stopcorporateabuse.org/tob/   Davidson, JP (2001) The Complete Idiot’s Guide to Change Management, Alpha Books, New York   Dawson, MJ and Jones, ML (2003) ‘Herding Cats: Human Change Management’, PricewaterhouseCoopers Web site [online] (cited July 03, 2008) Available from http://www.pwc.com/extweb/pwcpublications.nsf/docid/2FF7D96B5313A034852570B50042102A   Drucker, PF (1995) The practice of management, Heinmann, London   Edwards, H (2007) ‘Don’t buy bottled water, activists urge’, The Sydney Morning Herald, June 26 issue [online] (cited July 03, 2008) Available from http://www.smh.com.au/   Hitt, MA, Ireland, RD, & Hoskisson, RE (2003) Strategic Management: Competitiveness and Globalization, 5th edn, South-Western, Singapore   MacCalman, J and Paton, R (2000) Change Management: A Guide to Effective Implementation, Sage Publications Inc., London   McAlpine, I and Jackson, J (2000) Implementing Online Delivery: A Study of Change Management, Australian National Training Authority, Brisbane, AU   McLaren, D (2008) ‘BOTTLED WATER – Time to turn back to the tap?’ Tuesday’s Globe and Mail, April 22 [online] (cited July 03, 2008) Available from http://www.theglobeandmail.com/servlet/story/RTGAM.20080422.green-water0422/BNStory/greensolutions/   Nickols, F (2006) ‘Change Management 101: A Primer’, Distance Consulting [online] (cited July 03, 2008) Available from http://home.att.net/~nickols/change.htm   Robbins, SP and Judge, TA 2007, Organizational Behavior 12th ed., Pearson Education, Upper Saddle River, New Jersey     Credit:ivythesis.typepad.com

Managing Change: communicating the case of bottled water to tap water consumption in Hong Kong

Managing Change: communicating the case of bottled water to tap water consumption in Hong Kong Change is an unavoidable happening in...

Bottled Water (Managing Change) Project

Introduction Bottled water is a portable drinking water that is used for private consumption and retail sales. Developed countries have been trying to regulate the quality of bottled water through government laws and rules. The government rules are used to ensure that water quality is safe and the labels of the bottled water will reflect the exact content of bottled water. In many developing countries such laws and rules are variable and are often less stringent than those of developed nations.   Like In other states, water is a problem in Hong Kong not because it is lacking but because there are more people using bottled water than tap water. For the citizens of Hong Kong there prefer to use bottled water rather than tap water because it has more health benefits and is more convenient than boiling tap water. Supporters of bottled water view the product as a healthy choice instead of soft drinks or sport drinks. The government on the other hand wants the people to refrain from using such water and go back to the use of tap water to prevent over crowded waste facilities.  Some non government agencies also want the people to refrain from using bottled water because according to them bottled water causes waste of money and waste of energy. It is a waste of energy in transporting such products that has containers that cannot be recycled. With such issues changes have to made in order to counter the negative effects of the use of bottled water products. This project is a change plan to be suggested to Hong Kong Government and some recommendations and methods to be proposed for minimizing the bottled water usage. This paper uses the change approach for the bottled water problem in Hong Kong. Main Body Change Process When the concept of change management first took root, change was treated as a deliberate intervention by specified change agents who set out to design and implement new strategies and operational procedures in order to enhance organizational functioning (Naylor 1996). While some researchers recognize that even planned, strategic change has a processual and emergent character, there is still an underlying assumption in the change management literature that change is top-down and executive-driven. To the extent that change management is now very much associated with downsizing and reductions in headcounts (Cunha, JV, Cunha, PE & Kamoche 2002).  The change process is not an instant thing that will have an instant effect. It takes a lot of months for the change process to show its result. The first thing that will be done on the change process is research and analysis of the depth of the problem. This will take around 6 months. In this process the use of bottled water will be given an in depth result and analysis to determine what can be done to minimize its use. The next process will be determining the methods that will be used to solve the problem. This will take 2 years. In this process the probable means to reduce bottled water use will be determined. The third process is implementation of the chosen means to reduce bottled water use. This will take 2 years. In this process the most acceptable means to reduce bottled water use will be initiated into society. The last process is evaluation of the method used. This will take 6 months. In this process the problems of the method will fixed. Kurt Lewin’s Change process Unfreezing In this stage the Hong Kong Society is in the process of overcoming its current inertia. The people have just realized that there is a need for change thus it slowly goes into the process of creating changes within the organization. In this stage different activities will be done and it includes the following: 1.    Advertisements on the negative effects of bottled water will be aired on various media such as the internet, television and newspaper. This will be done for 2 to 3 weeks. 2.     Members of non government organizations will be tasked to move around and give out pamphlets explaining the need for change and what would happen if change would not be done.  This will be done for a month. 3.    Lines of discussion for the pro and anti change will be opened. This will remain open until the end of the project. 4.    The tap water system would be examined. This will be done for a month as well. Moving In this stage the users of bottled water are still confused and are still in the process of transition. The users of bottled water are now conditioned to accept gradual changes. Specialized groups have been assigned to help the bottled water users to slowly stop the use of such products and go back to the use of tap water. This stage features different activities that include: <li class="MsoNormal" style="text-align: justify; line-height: 200%"> Gather current data on the people’s use of bottled water, this will be the basis for a tougher or softer campaign against the use of bottled water. This would be finished in 1 to 2 weeks.</li> <li class="MsoNormal" style="text-align: justify; line-height: 200%"> The tap water systems would be improved so that the consumers will be encouraged to use it.  This would take 3 months. </li> <li class="MsoNormal" style="text-align: justify; line-height: 200%"> The government will convince businesses to stop making and selling bottled water and the government will give assistance to bottled water makers so that they can create a much useful product. This would take 2 to 3 months. </li> <li class="MsoNormal" style="text-align: justify; line-height: 200%"> The government will enact laws regulating the use of bottled water.  This would take 1 to 2 months since the law will be deemed as an urgent one.</li> Refreezing In this stage the focus is to integrate the new mindset into the people and return the comfort level into allowable positions. In this stage the people are already using tap water and they are slowly getting used to using such product. The tap water has now acquired the same loyalty the bottled water has. This stage features different activities that include: <li class="MsoNormal" style="text-align: justify; line-height: 200%"> Show print and visual advertisements on what has been done by the regulation of the use of bottled water.  This would take one week.</li> <li class="MsoNormal" style="text-align: justify; line-height: 200%"> Document the changes that have been made and how the people have accepted the changes. This would take two to three weeks. </li> <li class="MsoNormal" style="text-align: justify; line-height: 200%"> Gather data comparing those who accepted the changes and those who refuse to accept the changes. This would also take two to three weeks. </li> Kotter Process of change 1. Establish a sense of urgency             In establishing the sense of urgency advertisements on the negative effects of bottled water will be aired on various media such as the internet, television and newspaper; companies who create bottled water will be given explanation on why change is needed.   2. Form a powerful coalition  Coalitions will be made with government and non government institutions that are concerned with the use of bottled water. The coalition will happen in the beginning of the change process and will not end until the objectives will be met.  The coalition will begin with communication with the concerned authorities.   3. Create the vision The vision is to reduce or totally eradicate the use of bottled water in Hong Kong by 2012.  Involved are the members of the coalition and the citizens of Hong Kong.   4. Communicate the vision The members of the coalition will first hand information on what is the vision and how it will be attained. The vision will be communicated via personal correspondence and/or the use of technologies such as e-mail the internet and telephone. 5. Empower others to act . The coalition will make use of individuals who have experienced the negative effect of the use of bottled water, these individuals will be put on informative advertisements and they will narrate why people should use tap water. The advertisements will be reviewed weekly to see if it affects the people.   6. Plan for short term wins Once initial results of the change process are evident, the best thing to do is to make the advertisements better, entertaining and more informative so that more people will be encouraged to view the advertisement.   7. Consolidate improvements and produce further change The improvements that have transpired will be consolidated and analyzed to see whether additional change should continue. In this changes in the environment will be observed and documented. It will then be consolidated with other changes that have happened.   8. Institutionalize the new approach In this step no trend will have a higher priority than the new approach and the people will not be easily tempted to try out their old habits. In doing this the coalition have finished making sure that people have stopped using bottled water. When the people have been institutionalized they will not be tempted to try bottled water and they will rely on the use of tap water. Stakeholder Analysis The stakeholders in the bottled water scenario include the users of bottled water in Hong Kong, the government of Hong Kong and the manufacturers and distributors of bottled water. The users of bottled water are stakeholders because they are the ones that used bottled water and they are the main target of the change process and they are the ones that will mostly benefit from the change. The government is a stakeholder because it is the one that wants change to happen. The manufacturers and distributors of the bottled water are stakeholders top the change process because the effect of the change process will give them problems unless the government will give them assistance.   Resistance Resistance may be mainly sourced from human barrier that stems from people’s fear to change in working place and uncertainty.  The main resistance in this change project will come from the manufacturers and distributors of bottled water. They are the ones that will lose income from the reduction or abolition of the use of bottled water.  The employees of the manufacturers and distributors of bottled water will lose their job because their respective company has no market to sell their bottled products.  The manufacturers and distributors will also have problems in determining their market unless they have markets in other regions. The manufacturers and distributors of bottled waters will have to determine what to do with the materials and machines they use to create and distribute their bottled products.   Key issues in the implementation of the change program The change program may have various issues before it can be implemented. One issue is the effect of the change program. Some members of society might be adamant to change because they are not sure of what will be the effect of changes to their welfare. Another issue in the implementation of the change program is the availability of the budget that will be used for the change program.  The budget is an important part of the change program. The lack of it will create problems for the initiation of the change program. Moreover an issue for the change program is resistance from the businesses that will be affected by the change process. Makers and distributors of bottled water will lose their market if the change process succeeds. People will be unemployed due to the businesses closing down. The solution towards resistance is explaining the background of the process and what will be the extent of the change process. This can help the people to understand how these changes will not affect them greatly. It will also help in dispelling rumors. Communicating with the people to assist them view the logic of a change can reduce the resistance.  Good communication is not only reducing the resistance but also creates a harmonious relationship in the company. Lastly an issue in the implementation of the change program is the time that will be used by the change program. The change program should not disrupt any activity of the society that was previously scheduled. Since the Hong Kong people are busy people, the change process has to be included in their daily schedule. Adjustments should be made to prevent these things to happen.   Change in leadership Organizations with the purpose of starting change need to have good leaders so that the learning process would be uninterrupted and cannot be influenced by outside forces. Outside forces can be in the form of questions about the change process and contradictions from different sectors in the firm. Good leaders can thwart the advances of such forces and can provide answers to the different questions they have regarding the change process. Good leaders can find sources of information that will be of great value to the change process.  They can make decisions that can help the change process to run smoothly and be equipped with appropriate information beneficial to the process.  In the change process leadership initially falls on the government but once the change process begins it transfers to each members of the change process who have various tasks at hand.   Conclusion The problem is on the people’s use of bottled water. For the citizens of Hong Kong there prefer to use bottled water rather than tap water because it has more health benefits and is more convenient than boiling tap water. The government on the other hand wants the people to refrain from using such water and go back to the use of tap water to prevent over crowded waste facilities. To change the practice of people in using bottled water, change process was used. The change process is not an instant thing that will have an instant effect. It takes a lot of months for the change process to show its result. The change project has many risks but it should be used because it costs less and can start significant changes in the region.  The project design is appropriate for the region and it has the best means to encourage change to happen in the region.  The project design is intended to finish until 2012 and by this time people would have refrained from using bottled water and would have used tap water.   Recommendations The first thing that should be done is to fix communication lines between those that will be affected by the change process. Communication between the government, the leaders of the change process and the stakeholders of the change process is vital so that the change process will have lesser barriers. One member of the coalition in the change process should serve as a bridge for those that initiated the change process and those who oppose the change process. He/she will relate to each other their ideas on why the change process should continue or vice versa. Another thing that can be done is for the government to suggest alternative businesses that the manufacturers and distributors of bottled water can go to so that they will not lose their source of income. The government should suggest newer business to those who will lose jobs due to the change. Lastly before the change process is completed, the tap water system should be fully revitalized. Since goal is to make the people use tap water, the government should ensure that the tap water system has been checked and fixed for any health problems. The tap water system should be made from standards that can be competitive to other tap water systems in the world.   References All About Water Org 2004, The Effects of Bottled Water on the Environment, viewed 22 July, 2008, <http://www.allaboutwater.org/environment.html>.   Benveniste, J, Dunphy, D, Griffiths, A & Sutton, P (eds.) 2000, Sustainability: the corporate challenge of the 21st century, Allen & Unwin, Crows Nest, N.S.W.    Biswas, AK & Uitto, JI (ed.) 2001, Water for urban areas: Challenges and perspectives, United Nations University Press, New York.   Binney G & Williams, C 1995, Leaning into the future: Changing the way people change organizations, Nicholas Brealey, London.   Conner, DR 1992, Managing at the speed of change, Wiley, Chichester   Cunha, JV, Cunha, PE & Kamoche, KN (eds.) 2002, Organizational improvisation, Routledge, New York.   Doherty, TL & Horne, T 2002, Managing public services implementing changes: A thoughtful approach to the practice of management, Routledge, London.   Gottlieb, MR 2001, Managing group process, Praeger, Westport, CT.   Minnesota Department of Health 2005, Health Risk Assessment Unit and Drinking Water Protection Section, 141 – 1430.   Naylor, LL 1996, Culture and change: An introduction, Bergin & Garvey, Westport, CT.   The Sidney Morning Herald 2007, Disaster in a bottle, 1-2.               Appendix: Time line     Credit:ivythesis.typepad.com

Bottled Water (Managing Change) Project

Introduction Bottled water is a portable drinking water that is used for private consumption and retail sales. Developed countries have b...