change management describe team change journey using tuckmans change model address pitfalls mentioned by bion

The limitations of the organizational as the flux and transformation 15 CHAPTER 3: MODELS TO ORGANIZATIONAL TO CHANGE .... Lewin three-steps model to organization change of Tiki .... Lew

VIETNAM GENERAL CONFEDERATION OF LABOUR

TON DUC THANG UNIVERSITY FACULTY OF BUSINESS ADMINISTRATION

CHANGE MANAGEMENT

DESCRIBE TEAM CHANGE JOURNEY USING

TUCKMAN’S CHANGE MODEL/ ADDRESS PITFALLS

MENTIONED BY BION

Instructing Lecturer: MBA Hoang Kim Chuong Group: Winnie

Class: 15 Academic year: 2023-2024

HCMC, 24th February, 2024

EVALUATION OF WORK PERFORMANCE LEVELS

No Full name Student ID Evaluation

1 Diệp Tuyết Nhi 720H1574 100%

2 Nguyễn Thị Xuân Mai 720H1389 100%

CONTENTS

LIST OF FIGURE 5

ACKNOWLEDGEMENT 7

CHAPTER 1: INTRODUCTION 8

1 Introduction to TIKI Corporation 8

1.1 Tiki Corporation 8

1.2 Formation and Development Journey 8

1.3 Business Model 8

1.4 Operating Philosophy 9

1.5 Tiki's Position in the Industry 9

CHAPTER 2: APPROACHES TO CHANGE PROCESS 11

1 Organization as machine 11

1.1 The definition of organizational as machine 11

1.2 Benefits of organizational as machine 11

1.3 Limitations of organizational as machine 11

2 Organization as political system 11

2.1 The definiton of political system 11

2.2 Benefits of organizational as machine 12

2.3 The limitations of this political metaphor 12

3 Organization as organisms 13

3.1 The definition of organizational as organisms 13

3.2 The benefit of the organization as organisms 13

3.3 The limitations of the organization as organisms 13

4 Organizational as the flux and transformation 14

4.1 The definition of the organizational as the flux and transformation 14 4.2 The benefits of the organizational as flux and transformation 15

4.3 The limitations of the organizational as the flux and transformation 15 CHAPTER 3: MODELS TO ORGANIZATIONAL TO CHANGE 16

1 Lewin three-steps model to organization change of Tiki 16

2 Lewin’s force field analysis 17

3 Driving and resisting forces 18

4 Apply Kotter eight-step model in Tiki 19

CHAPTER 4: CONCLUSION 26

REFERENCES 27

LIST OF FIGURE

Figure 1.Tiki's market share lags behind other e-commerce platforms 9 Figure 2 Lewin three-step model implementing change at Tiki 16 Figure 3.Lewin's force field analysis 17

EVALUATION OF LECTURER

ACKNOWLEDGEMENT First and foremost, my team would like to send our sincere thanks to Ton Duc Thang University for including the subject Change Management into the curriculum In particular, we would like to express our deep gratitude to the subject lecturer - Mr Hoang Kim Chuong for teaching and imparting valuable knowledge to us during the study period During the time participating in the Change Management class, we gained

a lot of useful knowledge and practical issues in business This will certainly be valuable knowledge and a tool for us to apply in the future

The subject of Change Management is an interesting, extremely useful and highly practical subject Ensure to provide enough knowledge, linked to the practical needs of students However, because knowledge is still limited and the ability to absorb reality

is still confusing Although we have tried our best, it is certainly difficult for this report

to avoid shortcomings and many inaccuracies We hope you will review and give us suggestions to make our report more complete

Sincerely thanks!

The company's name is derived from combining the initial syllables of the Vietnamese words "Tìm kiếm" (Search) and "Tiết kiệm" (Save), reflecting its commitment to providing the best experience for customers

1.2 Formation and Development Journey

Initially, Tiki began as a modest online bookstore with a capital of only $5,000 Facing various challenges and managing all aspects of the business, including administration, marketing, packaging, and shipping, CEO Son played a pivotal role In March 2012, CyberAgent Ventures Inc decided to invest in Tiki, marking a turning point in its evolution into an e-commerce platform In the years 2011-2012, Tiki dominated the book business segment in Vietnam By 2013-2014, Tiki owned over 51,000 book titles nationwide and expanded into various other product categories Recognizing the potential of e-commerce, Tiki transformed by utilizing a warehouse with an area exceeding 3,000m2

From 2015 to 2017, Tiki continued its success, becoming the second-largest ecommerce company in Vietnam and ranking among the top 6 in the region, offering over 300,000 products across 23 different categories Additionally, Tiki was recognized

-as the top-ranked brand for excellent customer experience in Vietnam in 2020, according to YouGov

1.3 Business Model

Initially focusing on the B2C (Business to Customer) model, Tiki conducted business operations and distributed books to users through its online platform In April

2017, the company transitioned to a Marketplace model, allowing various distributors

to collaborate and sell their products on the Tiki website, thereby expanding its range

of products and services Simultaneously, the Tiki Now fast delivery service within 2 hours was introduced in the same year, providing a significant advantage for Tiki over other brands in the industry

1.4 Operating Philosophy

Operating under the motto "All for the Customer," Tiki is committed to constantly improving the quality of its services and products, aiming to provide an optimal shopping experience for domestic customers by fulfilling two criteria: Quality and Time Tiki's policy of a 111% refund in case of counterfeit, substandard, or fake products is a clear testament to the company's commitment

1.5 Tiki's Position in the Industry

Tiki is one of the major competitors of Shopee, Lazada, and other e-commerce platforms in Vietnam It is renowned for its service quality and commitment to providing genuine products and customer care According to market data from Metric,

in the first quarter of 2023, the total revenue of the top 5 e-commerce platforms, including Shopee, Lazada, Tiki, Sendo, and Tik Tok Shop, amounted to 39 trillion VND The total number of shops generating orders was 413, with 390 million successfully delivered products, representing a 21.8% growth in revenue compared to the same period last year

Figure 1.Tiki's market share lags behind other e-commerce platforms

According to the 2023 E-commerce Report published by market research company Momentum Works, the total transaction value of goods on e-commerce platforms in Vietnam in 2022 reached 9 billion USD Shopee dominated with a 63% share of the total GMV (Gross Merchandise Value), reaching around 5.67 billion USD (approximately 113.245 trillion VND) Lazada secured the second position with a GMV

of around 2.7 billion USD (approximately 63.450 trillion VND), which is one-third of

Shopee's achievement However, Tiki contributed only 6% to the total GMV of commerce in Vietnam, equivalent to 540 million USD

e-Even the Tik Tok Shop platform, introduced just over a year ago, has approached Tiki's performance, achieving a total GMV of approximately 360 million USD."

CHAPTER 2: APPROACHES TO CHANGE PROCESS

1 Organization as machine

1.1 The definition of organizational as machine

An organization implies routine operations, well-defined structure and job roles, and efficient working inside and between the working parts of the machine (the functional areas) Specifically, that an organization works similarly to an engine Within the engine, every part has a specific job to perform in order to make it work It's like looking at the gears of a machine, they work in harmony to achieve a final result 1.2 Benefits of organizational as machine

Facilitates understanding of how components interact: The machine metaphor provides a clear understanding of how components within an organization or system interact with each other to achieve common goals

Enhances comprehension of the organization or system: This model clarifies the structure and workings of the organization, making it easy for people to visualize and understand how the organization operates

Simplifies management and optimizes workflow: The machine metaphor helps manage and control internal processes, thereby optimizing operations and improving predictability

1.3 Limitations of organizational as machine

Reduces flexibility and diversity in how organizations are managed: Treating an organization like a machine may diminish adaptability and flexibility in the face

of rapid changes

Cannot fully describe the complexity and dynamics of many modern organizations: The machine metaphor might overlook the complex and dynamic factors in today's business environment where change and diversity are inevitable

May lead to misunderstandings when applying this model without considering all impacting factors on the organization: This limitation can result in inaccurate assessments when not thoroughly considering the diverse and motivating factors within the organization, thus, misunderstandings may arise in the management process

2 Organization as political system

2.1 The definiton of political system

Organizational management and political governance are closely related when we consider organizations to be political systems Here, going to discuss the power rules that the organization employs

Because it recognises the critical role that conflict, power, and opposing interests play in organizational life, the political metaphor is helpful Many individuals believe that business and politics should be kept apart According to Gareth Morgan, those who support workers' rights or industrial democracy are

not so much fighting for a political issue as they are arguing for a better way to handle a situation that is intrinsically political

The main beliefs are:

You cannot stay out of organizational politics: you are already in it Building support for your approach is essential if you want to make anything happen

You need to know who is in power and who they are close to

There is a significant political map that governs the published organizational structure

The connection between individuals is more important than work groups The most important decisions in an organization involve the allocation of scarce resources: who gets what and what is achieved through bargaining, negotiation, and jockeying for position

This leads to the following assumptions about organizational change: Change will not be effective unless it is supported by those in power The broader the support for this change, the better

It is important to understand the political map and understand who will

be the winners and losers as a result of this change

Active strategies include creating new coalitions and renegotiating issues 2.2 Benefits of organizational as machine

Here are some of the benefits of organizational politics:

o Building Relationships and Networks: Engaging in organizational politics often involves forging connections with others in the organization This fosters greater collaboration and cooperation, ultimately benefiting the organization as a whole

o Enhancing Organizational Understanding: Organizational politics can serve as a conduit for individuals to gain insights into the informal rules, norms, and prevailing power dynamics within the organization This knowledge aids in navigating the organization effectively and achieving personal goals

o Developing Political Skills: Mastery of organizational politics necessitates the ability to navigate complex relationships, build alliances, and persuade others These skills are valuable not only in the workplace but also in various aspects of life

o Driving Change and Innovation: Organizational politics can be a catalyst for challenging the status quo and advocating for change While individuals may initially be driven by self-interest, their actions can result

in broader changes that benefit the organization as a whole

CHAPTER 3: MODELS TO ORGANIZATIONAL TO CHANGE

1 Lewin three-steps model to organization change of Tiki

Lewin's Three-Step Model is a framework for understanding and managing organizational change It consists of:

o Unfreezing: This stage involves preparing the organization for change by creating the motivation to change and overcoming resistance to it It requires disrupting the current state, whether it's through communication, education, or other methods to make employees receptive to change

o Changing: Once the organization is unfrozen, the actual changes are implemented This stage involves introducing new processes, systems, or behaviors aligned with the desired future state It often requires clear communication, training, and support to facilitate the transition effectively

o Refreezing: The final stage focuses on stabilizing the changes by reinforcing them and integrating them into the organization's culture and practices This involves updating policies, procedures, and structures to support the new ways of operating and ensuring that the changes become ingrained in the organization Apply Lewin three-step model to the context of implementing change at Tiki:

Figure 2 Lewin three-step model implementing change at Tiki

Unfreezing:

Tiki would need to communicate the need for change effectively, addressing any resistance by involving employees in the ch ange process, providing education on the reasons for change, and creating a sense of urgency around it

Changing:

might involve providing training and support to employees to ensure they can adapt to the changes successfully

Refreezing:

Tiki would then work to embed the changes into its culture and operations This could involve updating policies and procedures, providing ongoing support and reinforcement, and celebrating successes to solidify the new ways of working as the new norm within the organization

2 Lewin’s force field analysis

Figure 3.Lewin's force field analysis Automate data collection:

This suggests the implementation of systems or processes that automatically gather data from various sources Automating data collection can save time, reduce errors, and ensure data is consistently captured

Implement centralized dashboards for real-time insights:

Centralized dashboards consolidate data from multiple sources into a single interface, providing users with immediate access to key metrics and insights This facilitates data-driven decision-making by enabling stakeholders to monitor performance in real-time

Standardize reporting templates:

Standardizing reporting templates involves creating consistent formats for presenting data and analysis across the organization This promotes clarity, efficiency, and comparability in reporting, making it easier for stakeholders to understand and act upon the information presented

Establish regular reporting cycles:

Regular reporting cycles involve defining schedules for generating and distributing reports at consistent intervals (e.g., daily, weekly, monthly) This ensures that stakeholders receive timely updates on performance metrics and organizational goals

Provide actionable insights and recommendations:

This involves analyzing data to extract meaningful insights and using those insights to formulate actionable recommendations for improvement Actionable insights go beyond mere observations by suggesting specific steps or strategies to address identified issues or capitalize on opportunities

Encourage interactive discussions during meetings:

Interactive discussions during meetings foster engagement and collaboration among participants By encouraging questions, feedback, and diverse perspectives, organizations can leverage the collective knowledge and expertise of their teams to generate innovative solutions and drive continuous improvement

Continuously refine the reporting process based on feedback and performance evaluations:

This emphasizes the importance of ongoing evaluation and optimization of the reporting process By soliciting feedback from stakeholders and assessing the effectiveness of reporting practices, organizations can identify areas for improvement and implement refinements to enhance the value and relevance of their reporting efforts over time

3 Driving and resisting forces

Driving Forces:

- Market Trends: Changes in consumer behavior, technology advancements, or competitive landscape may drive Tiki to adapt its strategies and operations to stay relevant and competitive in the market

- Leadership Vision: A strong vision and direction from Tiki's leadership can serve as a driving force for change by inspiring employees and aligning them towards common goals

- Performance Gaps: Identification of performance gaps or areas for improvement within Tiki's operations or services may create a need for change to