Q1

The case study by Katrinli, Atabay, Gunay & Cangarli (2012) examines a family owned business
named Yellow Auto which was established as an auto trader of Renault vehicles in a small city in
Turkey. Progressively, the company was handed down to the sons, where the first move was to relocate
to the closest metropolis in order to generate more sales leads. The new outlet brought in an expansion
of services offered and the number of staff employed.
The management, comprising the two sons and a granddaughter of the founder, were all college-level
educated yet had no formal education related to vehicle retail or management. The eldest son however
was more knowledgeable in the field nonetheless preferred to be a silent on looker. The growth of the
automotive industry after the economic recession in Turkey contributed to a healthy development of
the business and resulted in recruitment of new staff.
After operating profitably for nearly a decade in the business, the company began a downward spiral
with recent changes as they lacked focus on strategic planning, organizational structure and
commitment from employees. The deteriorated leader follower relationship, deficiency of stock
control systems and poor distribution and execution of authority and delegation within the organization
succeeding the new ownership also emanated in damaging customer expectations which consequently
encumbered the companys relationship with Renault. This forced the company to adopt stern actions.
Thus, at this stage, change was a necessity if the company needed to sustain.
Hence, the company handed the project of putting the business back on track to a team of university
scholars. The team conducted several surveys to determine the root of the problems and probable
solutions to overcome the issues confronted by the company. Thus, it was identified that the sales team
required a strong leadership, employees surpassed the department leader and followed another member
of the management team. Furthermore, employees carried out tasks that were irrelevant to their
designations thus this role ambiguity caused a high rate of employee dissatisfaction.
Lastly, the case study concludes with a three-month plan as a solution executed to overcome the
dilemmas where the outcomes are set to be monitored regularly to ensure the best practice is in place
for the employees and the company.

Q2
The author believes that the company is implementing a planned change process by hiring an external
change agent. The approach of the agents is similar to that of Kurt Lewins 3 stage model of change.
This is evident by the surveys done to understand the current situation, change is implemented and the
similar survey conducted at the beginning was carried out again to see the improvements.
General practice of business owners is to believe the cause to all problems are the employees and vice
versa. This was evident in Harwood Studies carried out by Lewin in 1939, where the actual reason for
high labour turnover in the new recruits was due to the work pressure recruits felt on achieving output
targets (Burnes, 2007). Therefore, the first step in this model is to understand the cause of the problem.
This was done by issuing a set of questionnaires to analyse the current situation. As per the model, this
is where the organisations seek to change (unfreeze) the condition (Bonvillian, 1997). Later a course
of actions will be created and introduced to the process which is focused to create the change. The final
stage is about ensuring the change remains (refreeze) with the organisation for the betterment of it.
This can be done using a variety or valid and relevant evaluation tools like questionnaires as well
(Bonvillian, 1997).
Many arguments have been put forward regarding this approach to change. One of the main arguments
to date involves around the fact that the dynamic business environment needs the organisation to have
a culture which adopts change proactively. This change model is a planned model which allows the
sequencing of actions which best suits to erase out the problem at hand after analysing the current
issues. Therefore, it is argued that planned change is unrealistic as they view change is a continuous
process which needs to be aligned with the organisations processes (Ford, 2009). Furthermore, in the
present contact, a few more aspects need to looked into when implementing planned change. Namely;
the roles of culture, power, and cumulative low-level adaptations plays an important to role in shaping
an organizations change effort to make it a continuous event (Burnes, 2005).
As with the school of thought that change must be continuous, the next argument proving Lewins
method is not appropriate is that change has no boundaries. As mentioned by Bonvillian (1997) in
his paper Managing messages of change states this fact. For this to be carried out, all parties
involved in the organisation must be involved to carry out an effective force field analysis. The larger
the organisation, the more difficult this task is going to be and therefore, the consultants would come
up with assumptions to analyse certain key areas of the restraining and the driving forces for change.
Even though the force field analysis may have certain factors based on assumptions, however, it is
important to conduct this kind of analysis. This analysis is important as it strives to determine the skills

available and the knowledge about the operational elements organisation by all those who are actively
involved in the operation of the organisation. It is viewed that learning is a factor that is linked with
organisational success specially for a business organisation. Therefore, learning skills is important. The
gap between skills known and skills needed can be identified by conducting a force field analysis
which is merit for the organisation (Kjellman, 2014).
Most of the theories for change management discusses about the change process and its outcomes.
Among the disadvantages, the method is proven valid to date is because of its invaluable merits. This is
because the model goes a step further to reflect on the implementations success using a proper
feedback and management control (Ford, 2009). This is important as old habits die hard. Due to this,
Kurt Lewin always encouraged experiential learning. His work recognized the learning process and
this idea was later adopted by many behavioural scientists like John Dewey. Kolb Learning Circle is
one of the theories which have been derived from the Lewins concept to concrete experience to
learning (Kjellman, 2014).
Q.3 In the case study of Yellow Auto Company after several issues at operation and management level,
expertises were hired for solution. Later on after several surveys and analysis we believe major change
in the employees attitude will be seen definitely. Organisations tends to have continue ongoing change
internally and externally Burke (2008 as cited in Whelan-Berry, 2013). As mentioned in the case study
employees are lacking sufficient training to perform task, change will bring in training programs to
make them self sufficient to work. It is most likely for employees to resist this change as resistance is
a natural human tendency and based on certain assumptions as they often prefer the old method of
working as it is more convenient Holbeche (2006 as cited in Zhao, 2014). It is important to explain the
benefit of change in order to convince them, for instance upgrading technology will reduce the stress
level and work load and refrain employees from being dependent on other to get the work done. Any
organization is forced to change to achieve competitive advantages in the market (Jick, 1995) and if
employees are up to date with technology and job knowledge, company is less likely to lose such
employees, thus providing them a job security. When undergoing organisational change employees are
hesitated as they are uncertain about adaptability of the change, in this case it is important for the
management to clear the air out and explain the reason and benefit of the change (Hayes, 2007). As
many of the employees in Yellow Auto Company are of younger generations with no degrees and they
all lack sufficient experience in the field, they will be open for the change if the training is delivered in
a very simple and understanble language which is easy for them to understand and adapt. Employee
sometimes are also resisted towards change due to threat of monetary benefits and change in social
relationships with other employees. With regards to the issue of team bonding in sales team, employee
will be positive towards change if they are motivated to achieve sales target to gain incentives and also

creating a healthy environment at work through competitive performances and appreciations. Overall
we can conclude that attitude of employee towards organisational changes can be determined on the
basis of their relationship with the management (Oreg, 2003). In the given case study relationship
between employees and management does seems to be smooth due to gaps in communication, working
conditions and financial benefits. However after intervention of expertise team it created a trust and
friendly atmmosphere for the employees to open up and help initiate the change in a positive way.

Q.4 Considering the issues faced by the employees and management with regards to
understanding job, delivering customer serivce and handling complaints; the best suitable
option to this is applying project management methodology. There are various procedures and
principles to handle the projects to avoid miscommunication, setting up standarads and to have
a organized way to conduct the project. Methodology which will best suit to issues of Yellow
Auto Company is PRINCE 2 as it has never failed and its step by step process helps to save
cost and time leading to reliable and beneficial delivery (Gillingham, 2008). As a consultant
initial step in change process will be setting up a project board members team consisting of a
Project Director, Project manager and Manager of product delivery. Thus management team is
closely associated with project management team and technical team to monitor the progress of
methodology. Planning and Directing is a continuous process which assist the other steps
(Wideman, 2002). Once the team has been set up Project Director will assign the project to
project manager, project manager then will start the project with his team and will closing
monitor the team and will assist when required. Once the project is initiated the technical team
will start targeting the issues like lack of skilled labour, working conditions, infrastructure
problems , restructuring leadership roles and so on.
Directing a project (DP)

Planning (PL)

Starting up a project (SU)

Initiating a project (IP)

Controlling a stage (CS)

Managing product delivery (MP)

Managing stage boundaries (SP)

Closing a project (

References
Bonvillian, G. (1997). Managing the messages of change: Lessons from the field. Industrial
Management , 20.
Burnes, B. (2005). Complexity theories and organizational change . International Journal of
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Burnes, B. (2007). Kurt Lewin and the Harwood Studies The Foundations of OD. THE JOURNAL OF
APPLIED BEHAVIORAL SCIENCE , Vol. 43 No. 2, 213-231.
Ford, M. W. (2009). Size, structure and change implementation. An empirical comparison of small and
large organisations. Management Research News , 303-320.
Kjellman, A. J. (2014). Family business explained by field theory. Journal of Family Business , 194212.