Академический Документы
Профессиональный Документы
Культура Документы
Travel Smart
1
MBA 5621 Leadership and Change management; Assignment 1: Project Proposal
Table of Content
Index Pg no.
Methodology …………………………………………………………… 9
References ………………………………………………………………. 13
2
MBA 5621 Leadership and Change management; Assignment 1: Project Proposal
Executive summary
This project aims to study the change management brought about by Transperth with the
introduction of the SmartRider ticketing system. It will focus on the phasing out of the
previous MultiRider ticketing system. Transperth services 50 million passenger every
year, hence there is need for better fare system in order to reduce traffic from busy
Metropolitan platforms and bus stands.
In this paper we have laid down brief background of Transperth which includes its
History, change in transporting system, what Transperth comprises of and how does it
function? Further on there is a literature review based on leadership and change
management.
Similarly Transperth have also gone social, cultural, economical change in serving
passengers and have created “partnership” with passenger to see and adopt change.
3
MBA 5621 Leadership and Change management; Assignment 1: Project Proposal
About Transperth
1. Swan Transit
2. Path Transit
3. Southern Coast Transit
4
MBA 5621 Leadership and Change management; Assignment 1: Project Proposal
Bus services run under a contract basis. Ferries are operated by Captain Cook Cruises
from barrack St. Jetty to Mends St Jetty. Train Services are operated along Perth’s
suburban rail lines. The train services consists of 59 stations on five narrow-gauge lines,
running to Midland, Armadale, Fremantle, Clarkson and Mandurah. The Mandurah line
was newly opened in December 2007. It is Perth’s only interurban line and runs through
the south western suburbs of Perth. Along with these lines there is also a train line to
Thornlie that runs via a spur off the Armadale line.
Transperth also provides free zone travel services known as CAT or Central Area Transit
System. There are three CAT route run by buses within the Perth CBD and another CAT
services are at Joondalup and Fremantle. Apart from these there is also free service
provided by train route from Perth centre to Claisebrook.
Transperth facilitates and manages a number of contracts in public transport system in
Perth and they generate $70 million revenue annually. Contracts are based on security,
building maintenance, cleaning, signage, information & call center services etc.
5
MBA 5621 Leadership and Change management; Assignment 1: Project Proposal
Transperth History
Transperth was started in 1986 with the idea to integrate Perth’s public transport services
which include buses, trains and ferries.
6
MBA 5621 Leadership and Change management; Assignment 1: Project Proposal
Smart rider is a credit card-sized card using smartcard technology which incorporates
microchip and internal aerial which allows the smartcard to communicate with processor
located on Transperth buses and ferries and train stations along with enabling value to be
added to the card it also allows the journey details to be recorded and correct fare
deducted from the stored value on the card. It was introduced on April 8th 2007 replacing
the MultiRider System.
Passengers will be required to activate their card at the start of their journey by tagging
on to the system and at the end of their journey by tagging off. The SmartRider system
will then automatically debit the card the minimum fare payable for the journey. Fares
will automatically be capped at the DayRider amount. These features make SmartRider
more flexible than the existing MultiRider tickets, which require passengers to pre-
7
MBA 5621 Leadership and Change management; Assignment 1: Project Proposal
8
MBA 5621 Leadership and Change management; Assignment 1: Project Proposal
Methodology
“An effective transport system involves integration between various modes to provide a
transport system that is well coordinated, reliable and flexible for the movement of
people and goods” (Annual Report 2002-2003)
Here in Transperth “traffic management” plays an important part along with “safety &
security” of the passengers. 50 million passenger uses transperth services every year by
bus, train or ferries, in order to manage this network of roads and rails transperth needed
a smart system to handle its fare tariff. Introduction of SmartRider have proven relief in
managing tariff, it was first implemented on trail basis through Sterling station along with
MultiRider, and then gradually this service was made available to seniors, secondary
student, and tertiary student.
In this project we are going to critically examine which of the two ticking system is most
favorable, MultiRider or SmartRider. Interviews will be taken from passengers, transit
officers and other transperth officers’ and document will be researched and overlooked
with the benefit in public transport system.
Some of the key factors will be taken into consideration such as:
9
MBA 5621 Leadership and Change management; Assignment 1: Project Proposal
Literature Review
Organizational Change
The content of Chapter 7 of Senior and Fleming’s (2006) book explains how
organizations manage change and that there are several approaches to planning and
implementing change. Also, change situations can be broadly classified as being of hard
or soft complexity. Planning and implementing change calls for the use of logic and
rationale and it is on this assumption that systematic approaches to change are based. The
information in this chapter will be useful in explaining how Transperth was able to
implement and manage change with the introduction of the new SmartRider ticketing
system.
Weldon describe in one-on-one interview regarding leading in china, leaders develop the
organization and is not HR responsibility. (Weldon E, 2004)
Rogers (2004) mentioned that the public transport authorities of Australia’s four largest
cities will have made the leap from magnetic stripe paper tickets to chip-based, plastic
card-style tickets in 2008. In Perth, the state capital of Western Australia, the government
run transit agency TransPerth launched a two-part trial of disposable chip card tickets and
the agency expects to deploy the new system by late 2005, when it likely will be
Australia’s first city to introduce chip cards on a wide scale.
Mallet, Rossi, Kristiina & Oorni, (2006) present results from a study of mobile ticketing
service adoption in public transportation. The theoretical background of the study is
based on technology adoption and trust theories, which are augmented with concepts of
mobile use context and mobility. The empirical findings from analyses of a survey data
suggest that compatibility of the mobile ticketing service with consumer behaviour is a
major determinant of adoption. Transperth had to prepare the transition from Multirider
10
MBA 5621 Leadership and Change management; Assignment 1: Project Proposal
to the new Smartrider ticketing system by communicating over its advantages in order to
facilitate its adoption by the users. Mobility and contextual factors, including budget
constraints, availability of other alternatives, and time pressure in the service use situation
were also found to have a strong effect on the adoption decision
In this article by Denis Couillard (2007), the author attempts to illustrate that managing
change in a high technology environment means that organizations have to deal with high
levels of uncertainty as well as take into account the high risk involved. Organizations
that are successful are the ones that learn to achieve a match between being
technologically innovative and being able to forecast markets needs. With the
introduction of the SmartRider ticketing system, Transperth was able to use smartcard
technology to create a state of the art ticketing system. By integrating its entire network,
it made commuting much more easily for passengers. The SmartRider system was a cash-
free method of traveling, could be used across all zones on all forms of transport,
calculated the exact fare electronically and deducted the amount automatically thus
making public transport a convenient and flexible option for travel.
As Ed Oakley say every organization has hard part and soft part. Hard part represents
company procedure, technology etc. and soft part represents motivation, commitment,
integrity etc. hard part is to do with management and soft part to leadership. (Oakley E,
2007)
This article (Business Wire, 2005) explains that no organisation can escape change in
view of today’s competitive, technological and demographic environment. Changes in
processes, technologies, programs, policies and job roles are becoming increasingly
common. However, there are many organizations that did not anticipate change and act
upon it within their internal and external environments and this report suggests that most
organization’s change efforts fail. Furthermore, there were other organizations that
foresaw change, and were able to successfully implement it. The SmartRider system was
introduced as the need arose for a flexible transport system that would save travel time by
11
MBA 5621 Leadership and Change management; Assignment 1: Project Proposal
making fare payment easier. The strength of this system can be attributed to the fact that
it integrates the entire transport network making it easier for travel.
Fugate, Kinicki, and Prussia (2008) found that emotions are a consequence of the
appraisal which coping relationship and reinforces propositions derived from behavioral
psychology when employees cope with organizational change. For example, if
employees’ emotions are salient at certain points in the change process, then it is possible
that the structure of the coping process might vary over time. Employee experience is
critically important because employees are ultimately responsible for executing change
initiatives, and change succeeds or fails depending on employee behavior.
References:
12
MBA 5621 Leadership and Change management; Assignment 1: Project Proposal
• Fugate, M., Kinicki, A.J. and Prussia, G.E. (2008) Employee coping with
organizational change: an examination of alternative theoretical perspectives
and models. Personal Psychology. Spring 2008, 61, p.1-36
• Oakley E, 2007 “leading change without Authority Part II” Material Handling
Management 2007; retrieved on 3rd march, 2008 from URL:
www.MHMonline.com
13
MBA 5621 Leadership and Change management; Assignment 1: Project Proposal
• SmartRider Ticketing System (2007) Retrieved March, 2008,, from Building WA:
http://www.buildingwa.wa.gov.au/index.cfm?
event=viewByType&type=7&projectID=66
• Business Wire, 1. (4 November, 2005) How to Successfully Identify the Need for
Change within an Organization, Applying It, and Understanding the Impact It
Will Have on the Company and People.
14