Describe the organization and the change to which it is responding.
The South Australian Tourism Commission was established by the South Australian government with an aim of improving the tourism sector. The bill to form the South Australian Tourism Commission was introduced and passed by the minister for Tourism in 1933, Hon. Mike Rann. The organization is committed to facilitating the state’s growth in the tourism sector. In addition, it contains six business units who are answerable to the Chief Executive Officer. It is governed by the Board of Directors who are directly controlled by the Minister of Tourism. The strategic plans of the organization involve deciding on the strategic alignment and direction of the government as a whole and to fulfill the objectives of the tourism industry (Hall, et al. 2015). The South Australian Tourism Commission, just like every other organization in the public sector of the government, has been through and is currently going through a sequence of organizational changes. The changes are brought about by the public sector reform policy. The changes which occur at the federal and state level exhibit the need for a Public Service that is able to withstand change and create continuity in all organization sin the public sector. The introduction of a South Australian Tourism Plan 2009-2014 was a major change that took place in the South Australian Tourism Commission. Before implanting the recent plan, the organization saw it necessary to implement change. The tourism plan 2009-2014 had objectives which included: creating external perspectives and great industry accountability. The minister also agreed to the tourism plan on the condition that it would achieve a set target of $6.3 billion in the tourism expenditure.
Describe the organization and the change to which it is responding.
The South Australian Tourism Commission wanted to know how employees viewed the change of the tourism plan. Therefore, more than 200 employees were required to complete an online survey plan. The online survey revealed that 31% believed that it would lead to good outcomes and 29% believed that the plan could partially achieve the objectives of the organization (Hayes, 2014). The establishment of a public service that can sustain change and promote continuity can only be created through reforms in the Australian Public Service Commission. However, until the Australian Public Service is reformed, employees are required to adjust and respond to the changing expectations and needs of the government. Change in practice and management philosophy in the South Australian Tourism Commission has occurred since 1999 by six internal reviews. The 2004 internal review which was the seventh was initiated by an internal team which identified that the management was disproportionately hierarchical and centralized. The internal team believed that there would be better service provision if responsibility and authority would be given to officials who were directly responsible for better service provision.
Evaluate the strategies the organization used in its change plan and determine the level of success the organization experienced with the strategies.
Changes in the South Australian Tourism Commission were not welcomed as expected. Employees strongly opposed the changes as they knew it would be difficult for them to adjust quickly to the changes. Although they strongly opposed change, they knew they did not have any other option other than to quickly adapt to the changes as required by the government. The changes that occurred in the organization led to reduced staff members. Most employees decided to resign when they felt that they could not cope with the organizational changes (Benn & Griffiths, 2014). The changes also gave managers more power and control over finances and staff. It went on to clearly outline the responsibilities of managers to avoid confusion which usually led to time wastage. The change insisted on good performance and responsiveness to the community and parliament. The achievement of change initiatives depends on the understanding of the changes by the employees. Regardless of how minor the change is, it will always be opposed. Therefore, leaders who initiate change in the South Australian Tourism Commission should be knowledgeable on the implications of change. The change initiators are required to have a vision of the change when the decision is made. Therefore, to facilitate total acceptance, change initiators are advised to enlighten employees on the need and vision for the current changes. In addition, change initiators can merge the wants of the employees and the organization with the aim of diluting strong opposition from employees.
Determine the effect the change had on stakeholders, and to what degree stakeholders have resisted. Assess how well stakeholder resistance was addressed.
Shareholders of the South Australian Tourism Commission partially agreed to the changes, especially after they saw that the minister of tourism set a target for the tourism expenditure. Most of the shareholders who resisted felt that the organization could not quickly respond to change. Shareholders are also part of the organization’s administration, therefore, it was important to get them to agree to the changes for the company to function smoothly. If there was no way to quickly deal with the resistance from stakeholders, the company was bound to fail or struggle with operations due to the the withdrawal of some shareholders. Therefore, shareholders were called in for a few meetings to clearly expound on the importance of the South Australian Tourism Plan 2009-2014. Shareholders who attended the meetings had a difficult time understanding the importance of change in an organization which was not performing poorly. The change initiators claimed that it was important to implement changes in the organization as the world was also undergoing changes and they had to cope up with them as they are a tourism organization. Finally, the shareholders were made to understand the importance of the South Australian Tourism Plan 2009-2014 and were in favor of it. Change initiators claimed that they had trouble convincing shareholders on the importance of change although they finally managed to convince them.
Evaluate the overall implications the change had on interdepartmental collaboration.
Implementation of changes had an impact on the organization as a whole. The Interdepartmental collaboration was poor in the beginning because they were not used to reporting and working with some departments. Some departments were used to working independently but after the implementation of change, they had to work together. Almost every department was used to reporting to the Chief Executive but after the changes took place, they had to report to a manager who would in turn report to the Chief Executive Officer. Initially, interdepartmental collaboration was poor and the organization experienced rough operations but as time passed, people adjusted to change and the organization was back on track.
In your opinion, how well did the leaders of the organization respond and prepare for the change? What worked and what did not work with the strategies they implemented?
The leaders and change initiators of the South Australian Tourism Commission prepared their employees for change in the best way possible. They first ensured that the change to be implemented was in the best interest of the organization. The organization’s administration then took a step of informing their employees of the desired change. They ensured that after they implemented the South Australian Tourism Plan 2009-2014, they had their employees and stakeholders on board and working towards adjusting to change. Although the change could have led to a reduction of employees because they felt that the change was too much to take in, they tried to keep their organization together (Cummings & Worley, 2014).
What modifications would you suggest the leaders of the organization make in order to better address the change dynamics? What additional strategies would you recommend to assist the organization through this change?
The changes that were implemented in the South Australian Tourism Commission, the tourism plan being one of them, gave the leaders more power. The leaders were bestowed with more power which could have a positive and negative impact on the organizations (Bridges & Bridges, 2017). People who envied more power could destroy the organization by mistreating the employees. In order to avoid negative effects due to power, leaders should have the organization’s best interest at heart. Leaders should frequently visit other departments to ensure they are coping with change in the right way. They should also ask the employees of any challenges they are experiencing while adjusting to change. It assists employees to feel free with their leaders and report to them in the case of any challenges. Leaders should be a reflection of the change in the organization. They should show their employees that they have the vision of change with them to promote the organization’s smooth running. Leaders should also be ready to deal with employees who are not up to speed with change. They should be placed in departments that require quick adjustment to facilitate their quick adjustment to change. The South Australian Tourism Commission is up to speed and has responded positively to change. The organization has tirelessly worked towards absorbing change and working towards the vision.
Benn, S., Dunphy, D., & Griffiths, A. (2014). Organizational change for corporate sustainability. Routledge.
Bridges, W., & Bridges, S. (2017). Managing transitions: Making the most of the change. Da Capo Press.
Cummings, T. G., & Worley, C. G. (2014). Organization development and change. Cengage learning.
Hall, C. M., Gossling, S., & Scott, D. (Eds.). (2015). The Routledge handbook of tourism and sustainability. Routledge.
Hayes, J. (2014). The theory and practice of change management. Palgrave M