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

VIETNAM GENERAL CONFEDERATION OF LABOUR TON DUC THANG UNIVERSITY FACULTY OF BUSINESS ADMINISTRATION DAI HOC TON ĐỨC THẮNG TON DUC THANG UNIVERSITY CHANGE MANAGEMENT DESCRIBE TEAM CH

VIETNAM GENERAL CONFEDERATION OF LABOUR

TON DUC THANG UNIVERSITY FACULTY OF BUSINESS ADMINISTRATION

DAI HOC TON ĐỨC THẮNG

TON DUC THANG UNIVERSITY

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, 24" February, 2024

EVALUATION OF WORK PERFORMANCE LEVELS

No Full name Student ID Evaluation

CHAPTER 2: APPROACHES TO CHANGE PROCESS 11

1 Organization as machine -. c cnnnn TH SH TT n* ng HT KT kh 11 1.1 The definition of organizational as machine - - 11 1.2 Benefits of organizational as machine -2222++<< sex 11 1.3 Limitations of organizational as machine .- -. 11

2 Organization as political sysfem HH HH nhớt 11 2.1 The definiton of political sys†tem Q2 S2 S Hs 11 2.2 Benefits of organizational as machine - - c3: 12 2.3 The limitations of this political metaphor .- - << 12

3 _ Organizaftion as organiSIS TL HH TH TH nHn Tnhh key 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 - cà 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 ốc Ìà.:ÀÀadaiđiđiidad 17

3 Driving and resisting ÍorC©sS cccccccceceecceeeeeeeeeeeeeeeee teense 18

4 Apply Kotter eight-step model in Tiki cccccceseeseseesteesseeaeeeees 19

CHAPTER 4: CONCLUSION | ceccececeeeeeeeeeeeeeeeeeetesccaeeeeeetetnnisieeeeeees 26

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REFERENCES

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 c.cccccceeecessssssestssseesseesseeeaeeeees

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 "Tim kiém" (Search) and "Tiết kiệm" (Save), reflecting ifs 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 e- commerce 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

Thị phần đoanh thư các sàn TMĐT

Trong Quý 1/2023 Doanh thu (đồng) CÀ 4 Số shop có lượt bán

Sendc 55 tỷ 290 nghìn sán phẩm 10,646

#shopee Wlazaớa #&0&ki msendo mtiktok shop

Đoanh thụ trên các sàn TMĐT trong Quý 1/2023

#uhopoeo Wlazada (ải Wsendo mtiktok shop

1n Copyright © 2023 Metric All rights reserved TONG QUAN QUY 1/2023

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 e- commerce in Vietnam, equivalent to 540 million USD

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."

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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

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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:

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

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

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

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

2.3 The limitations of this political metaphor

The downside of using this metaphor is that it excludes others

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With an assumption that in any organizational endeavor, there are always winners and losers This can turn organizational life into a political war zone How to handle the change:

A group of powerful individuals builds a new coalition with new guiding principles There are debates, maneuvers and negotiations that ultimately result

in the new coalition winning or losing Then change occurs when new people come to power with new perspectives and new ways of allocating scarce resources The people around them see themselves as winners rather than losers

3 Organization as organisms

3.1 The definition of organizational as organisms

Organizations, like living beings, adapt to their environment As Gareth Morgan suggests, rigid structures thrive in stable settings, while looser ones succeed in dynamic environments This "open system" metaphor views organizations as balancing internal needs with external demands Designing organizations requires considering the surroundings, adapting to changes, and prioritizing individual, group, and overall well- being Simply put, meeting everyone's needs and aligning with the environment leads

to a healthier, more adaptable organization

3.2

The key beliefs are:

e There is no ‘one best way’ to design or manage an organization

e The flow of information between different parts of the systems and its environment is key to the organization’s success

e It is important to maximize the fit between individual, team and organizational needs

The benefit of the organization as organisms

Changes are made only in response to changes in the external environment (rather than using an internal focus)

Individuals and groups need to be psychologically aware of the need for change

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