Abstract

The current has been conducted for analysing change issues faced by management of Huawei. The study is conducted using quantitative research technique in which questionnaires are used for the collection of primary data. The data has been collected from 95 employees of Huawei to know their view points about change management practices of Huawei Company. The study has revealed that management of Huawei has to face various issues while implementing change in an organisation. Although there are various issues in change implementation but management of Huawei has adopted effective strategies and techniques for managing change appropriately. In the end of this research, future research directions and recommendations have also been provided.

1.Chapter One: Introduction

 

1.1.Background

The advancement of economies has resulted into imminent opportunities for businesses and for most of companies, both public and private. This has concluded into traditional companies – for instance, public sector companies – admitting the change process and often realizing that in case of no change they will not get perished (Kotter and Schlesinger, 2008). However, it is done quite easily than the way it is said. Hayes (2014) identified that change remains quite tough to be pulled off, most of the organisations lave low rates of success and the fact is that 70% of the initiatives often fail. Same like that Cameron and Green (2015) stated that for the prosper future of organisation, rather the organisation is public or private, the organisation should be prepared to admit the face extinction or idea of chain management. In accordance with Frankland et al., (2013) most of the organisations fail to make change initiatives because of the reason that some of the senior personnel rush such initiatives into companies, losing target and becoming even more overwhelmed through literature being advised on why to change organisations, what should be strived by organisation for accomplishment of change and how change should be implemented by organisations. Therefore, it can be stated that implementation of change in both public and private companies is not easy task to be fulfilled.

However, there is basic identification of the requirement for managing change in modern companies, questions related to the change substance and how to manage change processes are still unanswered (Senge, 2014). Generally, theorists on change management have stated that primary objective of change is to develop stability in the company with the help of less amount of change initiatives (Jones and Jones, 2015). In accordance with Booth (2015), this approach is guided through procedures of rational theory and scientific enquiry.

The environment in which operations are performed by organisation has become complex, uncertain and turbulent (Storey, 2016). Only those companies who are enough able to respond effectively and quickly to changing conditions of environment can survive in the business world. For companies to be kept in business, they need change, for keeping in balance with the surroundings. However, for remaining in the business and for keeping the competitive advantage in altering environment, management of change should be the core competency in which skills should be provided to the managers. The ability of management of change is most important in next years (Cummings and Worley, 2014). It is also stated that as the future can be quite uncertain, it is quite obvious that managers and companies without ability to response to change would possibly have no future (Kotter and Schlesinger, 2008).

Change Management is the major buzz word in business of today’s environment. With constantly evolvement of business strategies and objectives, change is quite inevitable and management of change is compulsory (Hrebiniak, 2013). Change management can be used as catch-all for activities of project that can be overlooked otherwise. Therefore; it is significant to interpret what it is and how it should be used in an effective way. Change management is the structured approach to ensure that changes are smoothly and thoroughly implemented and for achievement of advantages of change (Head and Alford, 2015). The target of change management is on the broad influences of change, majorly on people and how teams and individuals move from the recent state to future. The change can even range from simple procedural change to major system alteration for achievement of potential of organisation (Grol et al., 2013).

Change issues are prevalent in different types of business, from bakery around the street towards multinational conglomerates which have control over world-wide business fields. From the wheel invention, to the current era of telecom tech surges and Internet booms, businesses are assumed to follow the adapt and suit, or they should sunk and forgotten or face the raging tides. The progress acceleration has enhanced with velocity and ferocity, and it is in the time period of marketing opportunity and threats rise through it (Davoudi et al., 2012).  The coining of ‘digital markekting’ is the most important sign of alteration that collapse in different industries, and develop countless others. Promotion of brands are now Facebook-Instagram-Twitter-follower advertising and businesses who wish to lead in the market should alter their marketing and advising strategies for fulfilling the requirements (Galliers and Leidner, 2014).

Along with change, there is also adaption, whether among businesses or at individual level. Adoption of change is through the influences of environment, economy and globalisations and altering priorities of politics evolve the recent environment of business, generally implies that change to operation mode reshape the organisation or company particularly. This type of structured approach regarding management is called as change management, and it transmits and shifts the organisation from initial or unsatisfied stage to a desired or ideal stage. Most of the researchers have identified the effectiveness of change management and most of the organisations have showed their interests on the change management. In today’s business environment, change management system is utilised by different organisations for improvement of performance of organisation (Langley et al., 2013). However the requirement for improvement is most important for any company, it is complex and challenging procedure that results into negative and positive outcomes, and different approaches for management of such change can even result into different outcomes. Hrebiniak (2013) recommends that change management is not much successful.

Yan, Yu and Dong (2013) stated that in today’s era of completion, which is the result of information technology and available information, the importance of change management is highly affected. HUAWEI and all the units present in it like other organisations have been influenced through rapid change. However change management does not come without any challenge. Requirements of effective transformation cannot be avoided. This is mainly for staying competitive and for maintenance of presence in the arena where operations are performed by different companies. Analysis has been done on the working of management where significant of definition of leadership needs to make course (Zhu and Jones, 2014). In accordance with different theories, implementation of resistance to change and power has been resulting into blockages that makes more of the contribution in the complexity of organisational change (Yan, Yu and Dong, 2016). Therefore the central part is the strategic chain management. Wu et al., (2012) stated that good determination of formulation of strategy along with the regard on reconciliation of various approaches of organisational change is very important for reaching to the level of prosperity.

1.2.Research Aim and Objectives

The objective of the research project is to consider current change management models and their value, and by using selected theories and case studies to compare and analyse the theory of change management. It would focus on Huawei as a case subject, and cross-reference it with current theories on OCM to review and analyse the role and effectiveness of change management in the organisation.

The specific objectives are:

1. To understand and pinpoint factors on how/why adapting to changing circumstances are necessary.
2. To evaluate and explore organisational change management in Huawei Technologies Co. Ltd.
3. To analyse whether adapting to changing circumstances play an effective role for Huawei Technologies Co. Ltd.

1.3.Research Scope

The current study has been conducted on change issue in Huawei. In order to conduct this study, employees are used for the purpose of data collection. This study will help management as well as employees of telecommunication industry to get information regarding change management implications and change issues in the organisation. Moreover, the research will also add value to the literature. In this study, various change models are analysed that will help management of organisations to know practices of effectively managing change.

1.4.Research Method

The current study has been conducted through quantitative research technique. The current study has used a case study of Huawei Company. On the basis of this research method primary data is collected from employees of Huawei. The primary data is collected from employees with the help of questionnaires.

1.5.Potential Limitations

The potential limitation of this research is that it is completed in a limited time period. Due to time limitations, data collection process was quite challenging. moreover, to access the large sample size was also difficult. As employees are always busy in their own work, hence, it was not possible to collect large sample. Only 95 sample size could be ensured for this research.

1.6.Structure of Dissertation

This dissertation consists of five chapters in addition to introduction section. Next section is Literature Review in which various previous studies and researches are critically analysed. In addition to this, various theories and models related to change management are studied.

After this, next section is Research Methodology in which different methods and procedures used in research are described. The justification for selected research methods has also been given in this section.

Next chapter is Data Interpretation in which demographic information of respondents is presented. In addition to this, tables related to responses of employees are presented in the form of tables.

After this, fifth section is Data Analysis in which interpretation of data collected from respondents is given. The data is analysed using descriptive analysis technique. In addition to this, findings of current study are also compared and contrast with previous studies.

In the end conclusion is given in which findings and results of study are presented.

 

 

2.Chapter Two: Literature Review  

2.1.Introduction

This chapter is about critical review of previous studies related to change management issues in companies. This chapter helped in analysing the key findings of previous literature. First of all, key theories, models and frameworks related to change management are studied. After this the chapter includes analysis of theoretical issues related to change management issues within organisations. This helped the researcher in identifying gaps in study and critically reviewing researches of others for the purpose of drawing valid results. In the end of this chapter conclusion is given.

2.2.Key Theories, Models and Framework

Change Management Models are dependent on the literature which has been reviewed by Mintzberg Ahlstrand and Lampel (2005). there are different change models which instruct and guide the integration of basic alteration in companies. Kotter’s (1995) technical eight-step sample for transformation of companies, Jick’s (1991) ten-step model for implementation of change and seven step alteration procedure sample of General Electric (dependent on Lewin, 1947) are some of the instances, which can be referred within literature and practice of change management and each one is explained here.

Egan and Fjermestad (2005, January) explained a model for management and interpretation of change dependent over past practices while dealing with different companies. He looked over the myriad issues linked with the alteration attempts; they distilled the major themes and then transformed them into basic framework. The model (Table 1) focused on the strategic level of process of change management and it can be termed as ‘vision’ for the process of change management.

The first step of Kotter (1995) is to emphasize the urgency sense. According to Kotter, individuals are inspired by urgency and it develops a realism sense in accordance with 8 objectives and goals of change efforts. It is also significant to acquire the mix and chemistry among different team members, who pay more interests to different levels of commitment. The second step of Kotter was to develop a strong guiding coalition (Wil, Desel and Oberweis, 2003).  Through this, Kotter was looking over the combination of powers that be major influencers and senior management present in the firm, motivating unity and teamwork in the whole process (Isaksson, 2006). After the establishment and placement of team, third step of Kotter was of communal vision. The development of this vision is like the basic foundation for the efforts made for change. Vision helps in the development of strategies like how to fulfil the step of change. After the establishment of common vision, next phase of Kotter targets the communication of vision. It recommends that one should include major influencers from different facets of process of change for buy-in of individual, making communication thoroughly and clearly in the whole process. Fifth step of Kotter includes empowerment of others to do working on the vision. This stage includes targeting on the structures and change systems to undermine change, looking forward and anticipating, and removal of change obstacles. In this step, the motivation of risk taking is also done through ideas and activities. In the next phase, as said by Egan and Fjermestad (2005), Kotter recommends development of short-term wins and planning of short-term win. The division of initiative has been done into small components. For success and completion, the measurement of these components can be done. At this phase, Kotter also recommends that rewards should be provided to individual employees for the efforts they do and it can result into change initiative (Mento, Jones and Dirndorfer, 2002). Kotter’s seventh step includes production of more change and consolidation of improvements. While targeting this stage, the central part is processes that inhibit the vision, policies, development of people who can integrate vision, promotion and hiring. The final stage of Kotter model includes institutionalisation of new approaches, clarification of links between organisational success and new conducts. At this phase, succession and leadership development is of great significance (Appelbaum et al., 2012). Jick’s 10-Step Change Model created a great model for guidance of the integration of change of organisation (Table 2). The ten-step approach (which has been adapted through article written by Mento), provides services of blueprint for companies embarking the processes of change and also give the way for evaluating the change practices in development. “Jick defines that integration is combination of both science and art”. (Jick, 1991 p.46). ‘The way in which change is implemented is as significant as the definition of change. How well someone implements a change is based on the change nature’ (Mento, Jones and Dirndorfer, 2002, p.46)

Approach of Jick for the implementation of change is through a pragmatic aspect. The first step of model includes assessment of particular company and its basic requirement for change. After the establishment of requirement for change is done, second step of Jick is same like the third step of Kotter, it includes the creation of common direction and shared vision for change (Dool, 2010). On the third phase, Jick identifies the significance of separation of recent initiatives of change from the ones that have been done in the past (Mento, Jones and Dirndorfer, 2002). Forth step of Jick includes international development of urgency and separation which is acquired in second and third phases. It is important to notice the contrast between Kotter and Jick change models. The initial step of Kotter in the frame was to develop the urgency sense. Fifth step of Jick was to facilitate strong leadership. In this step, it is important for the leader who develops change to have team surrounding him, the team that can execute and support the vision of change. In the sixth step, leadership support is followed up by Jick (Dool, 2010). In this phase, Jick emphasizes on acquiring buy-in from key influencers and senior leaders that can assist in moving the change forward. After the development of vision, the management and leadership buy-in has been provided security. In the seventh phase of Jick, one develops and crafts implementation plan (Sekerka et al., 2006). Eighth step of Jick helps in removing foreseen obstacles and develop different structures that hinder the development of change initiative. The ninth step of Jick is communication which is the major approach for change program. This step is very important as it includes the dissemination of honest message among recipients of change and change agents. The tenth stage of Jick targets the reinforcement of change initiative and when it is completed, institutionalisation of change is done which ensures that maintenance of effort can be done after execution of alteration effort (Metre, 2009).

According to Bamford and Forrester (2003), General Electric (GE) is having a seven-step procedure of acceleration of change which is presented by Lewin is followed but it is followed by GE. The notion of Lewin involves the process of freezing, shifting and refreezing as the basic factors of alteration procedures. The sample targets the part which is played by the leader in developing urgency for delivery and crafting the goal, alteration, leading the change, measuring the development of change in different directions (Burnes, 2004a).  The GE model targets mainly on leadership, where the leader of alteration possess the full procedure along with accountability. The leader is given the responsibility to commit resources for change, and to provide role models to other team members and championing the effort with the help of execution. The second step of GE change model is communication of shared requirement of change (Schein, 1996). A complex phase ensuring all recipients and agents of change interpret the rationale behind the planned acquirements and efforts after execution of change. The third step of model shapes the vision developed through communication. This phase ensures that employees who are present in the effort of change observe desired results in behavioural terms (Levasseur, 2001). Mobilisation of commitment; is the fourth stage which is developed through change agents and through clear interpretation of different stakeholders, through ability of identifying major constituents, maintenance and development of facilities. The fifth phase is linked with creating such alterations that exists for longer time period. This change assumes that execution of change attempts have been made and targets the actions post alteration. Actions focus on creating long term plans for attaining sustainability of efforts. In the GE change model, monitoring the development is the sixth step. Creation and installation of metrics is done that measures development and performance around a phased completion. The establishment of milestones needs to be done as change agents’ perform operations for implementation of change. The last stage in the GE model deals with altering structures and systems. Considerations in the phase involve reporting links, roles, communication, reward structures, training and staffing. This stage targets the assuring of these different considerations (Burnes, 2004b).

One of the major models for interpretation of organisational change was introduced in 1947 by Kurt Lewin. Kurt Lewin is social scientist and physicist. His model, which holds true is called as Unfreeze–Change–Refreeze and deals with three-stage-procedure of change.

Unfreeze

The organisation need to prepare for admitting that alteration is important. Break down present status quo results in development a new way of operation. Compelling messages should be developed like for why the way of doing things cannot be continued further. The behaviours, attitudes, values and organisational beliefs should be challenged. Uncertainty needs to be expected (Snell, Morris and Bohlander, 2015).

Change

People start to solve the uncertainty and they identify new matters of doing things. People start acting and believing in manners that support new dimension. They need more time to admit the new dimension and for participating in the alteration. Advantages of change need to be interpreted. It should be realised that everyone does not stand in one like for facilitating the change and its advantages (Senge, 2014).

Refreeze

• Alterations  start taking shape and people admit the new manners of working.
• Outward signs involve job descriptions, and stable chart of organisation.
• Alterations are institutionalised or internalised with the help of incorporation into business.
• Awareness of effort of people enforces the belief in future alteration.
• Success celebration assists people to identify disclosure (Schein, 2002).

According to Burnes (2004a), Change model of Lewin is easily and simply interpreted framework for management of change through three levels. It initiates through encouragement to change (unfreeze) and then it passes through change procedure by promoting communication and by empowerment of people to admit new manners of working (change). The process gets to end when company gets back the stability sense (refreeze), which is important for developing the confidence to embark to the next level, inevitable alteration. Every stage also defines particular operations that address adherence, implementation and motivation to organisational changes. Change curve is the other important framework for management of change. The change curve is dependent on model which has been developed in 1960s for explanation of grieving procedures. It is significant model for description of the phases of personal transition which is involved in the changes of organisation. It assists in interpreting that how people react to different alterations. It gives help for personal transitions, and ensures it has assisted and facilitated the personal transitions (Burnes, 2004b).

 

 

Source: Burnes, 2004a

2.3.Theoretical Issues

2.3.1.Organisational Change

Change refers to differentiation between old state of items with new state of items. Therefore, organisational change refers to differentiation of new state of items in a firm with the old ones in the firm. With reference to Guo Huy and Xiao (2016), the requirement for change may arise from various aspects, both from external and internal to the firm. The forces from outside comprise of technology, customers, regulators and competitors however opportunities of new market, new directions of strategy, obsolete products and services, and vastly diverse workforce is responsible for internal pressure. Furthermore, it has already been defined by Nie (2016) that making the scheme to endeavour for change may either be created by firm itself, after encountering trouble or figuring out the chance for betterment of future or by an external change agent who is responsible for initiating the very first endeavour towards change.

Firms usually change due to pressure from outside sources as compared to the desire of change internally. Similarity has been addressed by Roth and DiBella  (2016) that every of the organisational change is provoked with experience or perception of either with opportunity, or environmental loss or threat. There is a need to change when current way of performing the operations of an enterprise do not match with competitive situation, with the environment and with needs from inside the organisation.   

The changes in the organisations of humans are studied by social scientists from the perspective of people, and the operational changes are largely taken into account from the perspective of operations research or industrial engineering. Luckily, there is a requirement to understand the improved collaboration between various fields, however there also is an apparent inadequacy of true multidisciplinary practices (Berman et al., 2015).

Change can also be intentional that is accidental or planned, unplanned in other words. Change can influence various factors of the firm, can be rapid or slow. It is suggested constructively by Snell, Morris and Bohlander  (2015) that the occurrence of change can be from widest, most theoretical level, e.g. in tradition to tightest and most definite. While, change can take place in two fundamental spheres: concerning to strategy or to organisation. It is significant to check that firms itself do not change. Basically, people change within organisations. Hence, projects’ success significantly is calculated by the amount of effort putted by every individual multiplied by amount of workers influenced by change (Mathis et al., 2016). Accordingly, productive change management needs an acknowledgement for, and admiration of the way change is successfully implemented by an individual. Lack of a person’s perspective, change management adds up to functions performed without objectives achieved (Wilton, 2016).

2.3.2. Change Management

Change management is the major task in which there is more involvement of business. It is the deliberate approach for bringing alterations and for fulfilling the expectations of people. It helps in moving the business forward smoothly (Hayes, 2014). When there is a requirement of change, businesses and companies do not get any option. In case of no change, the organisations tend to lose competitiveness in the business (Cameron and Green, 2015).

Frankland et al., (2013) identified that change management can give support to wide number of projects related to change, involving the integration of new procedure, technology, updated structures, and new systems – in the creation of set of values or working culture in specific sector. Quinn et al., (2012) stated that change in companies have increased much in the past few decades. Through change efforts, companies make attempt to improve, like change champions, change programs, and system implementations. However in much of the situations the improvements do not prove to be helpful. According to Hornstein (2015), different approaches are included in the change management, and they are different in accordance with their applications. Change management is needed in different functional areas, where there is a need of implementation of systems, like program management office, training department and human resources.

When change is initiated during the integration of some new systems, it is not possible to acquire affirmative responses from all departments of company. It is stated that, this issue become even more problematic in case of higher resistance (Hargreaves et al., 2014). Most of the specialists state that itself it is not much resistant and it results into failure. The most significant part is that how resistance is dealt by the management (By, Burnes and Oswick, 2012).  Williams (2013) stated the change efforts require much of the time, some even require the time from six to eight years in order to get implemented. One major reason is that people who are present in the organisation may feel resistant from the changes occur in organisation. In accordance with (Gerth, 2013), managers mainly know about the human resistance factor. Less time is required for the assessment of change in a systematic way.  Williams (2013) stated that groups and individuals show different reaction to change in different manners: from resisting it passively to trying to undermine it, and to embrace it. Failure in such situations can result into more of the damages: both intangible and tangible, like employees resisting the change persistently. Influence of change affects the customers. These changes upset employees and it results into causing staff to leave (Haslam et al., 2014).

Hamraz, Caldwell and Clarkson (2013) stated that most of the people assume that change management is a component of implementation of system. Due to the complexity level of system, change management is the major process which is needed in the overall implementation of system. According to some of the experts like Kondalkar (2013), without change management information systems cannot be implemented. In case of no implementation of change, the company does not get positioned at the best.

Therefore, implementing a new system is quite costly; this is the reason that many organisations which implemented the systems of information were behind schedule and got over budget. The major problem in implementation of new system is to replace the present one with a new one. Change can be made easily in minor environment (Gattermeyer and Al-Ani, 2013). For implementation of change in the organisation, structural and cultural changes are required within the organisation. However, important change is the disruption in future expectations, which can be termed as control loss. In a minor environment, change can be done quite easily. Therefore, resistance towards change is the reaction. People don’t like changing the way they execute the tasks, along with it; it is not even clear that is the real objective of the task; and that who get advantage through changes; and how it influence employee (Hamraz, Caldwell and Clarkson,  2012). Sources of resistance are uncertainty and fear of unknown. People require prediction, which deals with the major requirement of security (Maslow’s hierarchy of needs). Productivity can also be affected drastically through uncertainty (Todnem By, 2005). Kotter (2008) identifies that when altering a culture, organisational processes and structures can become quite risky; and it results into negative outcomes; which have been proved with the help of some other researches. Therefore; change should be planned quite carefully and evaluation and management of change should be done in a proper way.

Gill (2002) states that organisational change is the ongoing process for matching the strategy of organisation; structure, people and processes. The biggest challenge for companies is to motivate employees to make participation in unpredictable and risky tasks, but confrontations of paradigms (Kotter and Cohen, 2002). Companies require change, for responding changes in the surrounding. These are driven through factors of PEST, the needs of legislations and advancements in technology. The organisation of change management is done, tools and resources of change are used; systematic implementation of knowledge provides organisation the major procedures for achievement of strategies of business (Hamraz, Caldwell and Clarkson, 2012).

2.3.3.Issues in Change Management

Schein (2002) identified that one major issue that results into failure of change efforts in most of the organisations is the less number of strong coalition that facilitate the techniques, deploy them and then influence alterations. According to  Bamford and Daniel (2005), the coalition not only facilitates the techniques but also assist in making smooth procedure of implementation. He states that designer of technique as well as the credibility of implementer develops the proposed alteration valid. The practice of power which is validated through good profit of manager beside the job titles, good reputation in organisation, expertise and more knowledge related to the field should be taken into account. According to Dick (1995), none of the individuals, no matter how charismatic and competent he or she is, owns all these elements that counteract tradition. Inertia can be seen in various companies. Therefore, the ideal link of various actors in the team is important and which companies who make change fail to develop.

According to O'Brien (2016), companies who suffer from failures in the effort of transformation have failed to formulate and define the objectives of planned transformation. Objectives give a clear dimension like where the organisation is moving or going, particularly after transformations. For the future, it is termed as the road map. A laconic and luminous objective gives an interpretation of what has been done, therefore eliminates the insecurity, vagueness and threat that rise during transformation efforts. The absence can result into failure; that is why; there should be good consideration of such element (McLaren et al., 2016).

Successful integration of alteration demands addressing and interpretation of problematic interactions that happen between various alteration agents’ present in the company. It is not possible for consultant of development or one leader of firm to refer to the linear alteration (Pugh, 2016). Macaya, Crawford and Soto (2016) stated that ‘Four types of alteration agent’ are included in specific process of alteration named as: external consultant teams, middle managers and senior leaders; each having different objectives and experiences. Routines and expectations which are derived from previous experiences drive the conducts in firms. In accordance with Cummings, Bridgman and Brown, (2016), the placement of misappropriate weight has been done on assumptions derived through previous experiences and has been charged for different issues linked with organisational change and individual creativity. Projecting expectations which have been derived through previous experiences promotes the organisational routines and individual maintenance. It is a dangerous practice that cause well documented pathologies like competency traps and commitment escalation (Altamony et al., 2016) The complexity and developing frequency of organisational change needs employees to follow to the change without any type of complexity; however resisting change is the more general conduct. As decisions are made by managers regarding change initiatives, they should also consider that how organisational performance is influenced and how employees are influenced (van Rossum et al., 2016).

The willingness of most of the employees to assist and to be a part of structural alteration cannot be made until and unless they are forced to accept that transformation is possible. Therefore; the communication of objective, in accordance with Kotter (2008), is a significant as formulates and defines it. As according to the given citation, the members of organisation should be enough able to understand and show interest towards the objective. This is only possible with the help of communication. Communication is a procedure through which exchange of information is done in between individuals (By, Burnes and Oswick, 2012).

According to Cummings, Bridgman and Brown (2016), Most of the companies seem to admit the error of avoiding the development of short-term fails and wins for observing the advantages that can be acquired through it. Real transformations need more of the time. According to him the development of short-term win is one way through which equilibrium can be kept. This is the most active way to provide an encouragement along with the journey. A long procedure seems to be more tedious and people included in it lose faith or interest before they get to the end of procedure or approach the grand objective. Employees seem to be unmotivated and get tired which can cause resistance instead of cooperation. Therefore; it is suggested that tangible success is possible in this way for not only inducing more interest but it eventually raise the motivation to enhance further. Kotter (2008) states that; this is the way to reduce the large number of employees and reduce the high level of complacency. It empowers the objective that it is feasible to do transformation. For alteration managers, short-term objectives can be entailed and providing identification rewards in form of money and promotion to the ones who need i

2.4.Background of Huawei Technologies Co. Ltd

As proved in economic review articles and modern news, development of economy in the previous two decades has enhanced, when not staggering. Observation has shown that much of the development had come through production of lower end customer items without technical issues, but now the rigor is not just limited to the lower-end production (Ahrens, 2103). In addition to the political help through policy makers present in China for promotion of local industry growth, Chinese organisations have raised to take market shares through traditional organisation that were prominent in the past. Huawei is one of the organisations that have through excellent chain management and managerial decisions, got a name and pushed into global markets instead of being into domestic areas (Qie and Li, 2004).

At the initial stage of economic reform of China and when opening up the port, the organisation had weak structure of telecom, which is compensated through taking what is left by foreigners by motivating JVS and importing for promotion of domestic R&D and for manufacturing of equipment (Smith-Gillespie, 2001). A large component of initial success of Huawei is to leverage support the government and to earn the contract at that time, and secure for future ventures (Fan, 2006). It has also admitted the unconventional procedure at that time, which needs to be dependent on in-house R&D, rather than direct import of items or JV technique (Fan, 2001).

Huawei has earned the domestic market being a leader because of the superior item (Conti, 2007), but it requires to alter the sales focus for competing with telecom organisations, as they already have a part in the market share in organisations of China and the other cities (Ahrens, 2013). Therefore, Huawei has altered its product and sales strategy within the countryside, a strategy which has been proposed through PRC chairman Mao Zedong (Li, 2006). They have developed customisation for dealing with issues that are mainly in rural populations like pest disturbance and fluctuating voltage (Mackie, 2011). It has been pushed toward global markets and Hutchison Telecommunications was first buyer, which got switches for fixed-line business. Then Huawei was cooperated in Russia with Beto Organisation for producing switching tools (Harwit, 2007).

Since the start of Huawei, it has developed US$35.35billion in revenue, has largest staff organisation, selling product to more than 140 countries, which is one third of population (Huawei, 2013). Without adoption to evolving environment, it is complex to approach the place present now.

2.5.Conclusion

From the critical analysis done in this chapter, it has been found that in most of previous researches it has been found that change management is considered to be one of the most difficult tasks to do within an organisation. In companies now a days, change has gained a lot of importance. Companies cannot get success without properly implementing change. Change implementation and management within organisations help companies in gaining success and competitive advantage. Different models and theories are reviewed that has shown that change management requires the management of organisation to follow various steps and planning. With the help of appropriate planning, firms can implement change in an effective way.

 

 

3.Chapter Three: Research Methodology

In this chapter, research methodology which is selected for this research. This research is basically based on the quantitative research methodology where it is analysed that how change is managed at Huawei. Those research methods are selected which could help the author to achieve the aim and objectives.         

3.1.Research Philosophy

To select the appropriate research philosophy is of greater importance. Therefore, that philosophy needs to be selected which could help to achieve the research aim and objectives. The most commonly used research methodologies are positivistic and intepretivistic philosophy (Davies, 2007).  

In positivism, there is focus on the observable facts. The basis of this type of research is empiricism. Only that data is collected where could be observed. The researcher’s focus remain on the collection of factual knowledge. The assumption of the researcher is that something which could not be observed is metaphysical. Therefore, the focus of researcher remains only on the investigable and logical statements (Buchanan and Bryman, 2009).

The other alternative is of interpretivism where it is assumed that reality is never objective and it is subjective. The researcher assumes that everything is socially constructed. Therefore, it is of utmost importance to consider the perception, values and beliefs of the people. In such research studies, the focus remain on the qualitative data and exploratory research approach is used to find out the answers of the research question (Heshusius and Ballard, 1996). Another commonly used philosophy by social sciences is of realism in which researchers use the combination of positivism and interpretivism research philosophy (Scheurich, 2007). In the present research, positivism research philosophy has been selected.

3.1.1.Justification Note

The rationale for following this research philosophy for this research study is its feasibility with the aim and objectives of this research. The focus of this aim is to investigate the issues of change management in Huawei. This could be done effectively pursuing this philosophy. As previously told, there is more reliance on quantitative data in the positivism research philosophy, therefore, this is selected to achieve the objective of greater reliability and generalisability. Further to this, following the quantitative data has allowed the researcher to complete the research in a trustworthy, scientific and logical manner. This motivated the author of this research study to base this research on positivism assumptions. Hence, the objective view is pursued for this research study. moreover, this is selected because it enabled the researcher to follow a more well defined structure for completing this research study. this also increased the chances of less errors and more accuracy in the research findings, hence, it was ensured that there are no drastic changes and variance in results of this study, as compared to the reality. Therefore, this research philosophy has allowed to complete in an accurate manner where the researcher has relied on mathematical and statistical tools to achieve the research aim and objectives. In short, this methodology has allowed to improve the accuracy, logic, trustworthiness and reliability of the research findings.

3.2.Research Approach

Once the philosophy has been decided, the next step is to select the approach which would be followed for completing the research. the research approach will further decide the research methods which could be considered for this research. a research can either follow the deductive or inductive approach (Saunders et al., 2009). For testing the theory which exists in the literature, basically, the deductive approach is used. On the other hand, for developing the theory, inductive approach could be used. The deductive approach is appropriate for positivism researchers while inductive is feasible for interpretivism researchers (Gill, Johnson and Clark, 2010). In inductive research, new theories have to be presented, therefore, new data is collected which becomes the basis for the theory development process (Saunders et al., 2009). For deductive approach, there is a need for large sample but for inductive it could be continued without having the large sample (Gill, Johnson and Clark, 2010). In the present research, deductive research approach has been selected to understand the issues of the change management at Huawei.

3.2.1.Justification Note

For completing the research in an effective manner, the feasible research approach selection is mandatory. For example, already developed areas could not work well with the inductive approach while novel research issues can only be explored through inductive research approach. For this research, deductive approach is followed and this is done because it is consistent with the research philosophy. Moreover, the developed aim and objectives of present research could only be completed with the help of deductive approach. After reviewing the relevant literature from the literature about the change management issues, data is collected from the employees of Huawei to test whether such issues also prevail in Huawei or not. this approach selection is also based on the fact that it is a cost effective and time effective approach. Therefore, with the help of this approach, the author became able to complete the present study which is about issues of change in Huawei in limited time and cost.

3.3.Research Design

Research designs selection is also critical for any research. the relationship phenomena could be explored in an effective manner if the appropriate research design is selected. the alternatives for research design are exploratory, descriptive and inferential (Crsewell, 2003).

For those research issues which are novel and new can be studied well with the help of exploratory research design. The exploratory research design is for those research topics which do not have any reliable data and knowledge. Therefore, nascent and new research topics which have insufficient data into literature are well suited for exploratory research design (Saunders et al., 2009). This type of research usually relies on vague propositions and hypotheses (Downtown, 2003).

The other option is of descriptive research design where researchers are provided with the flexibility to incorporate their own thoughts in the research results and findings. It works on the basis of literature theory which is further used for presenting the factual information related to the research issue. it is feasible for presenting the factual information about certain organisation or research issue (Saunders et al., 2009).

The third option is of explanatory or inferential research design which is also known as co-relational or analytical research design. This is a next step of descriptive research studies. This is used for investigating the relationship which exists among number of variables. This is helpful for getting insight of the research issue by exploring the pattern of relationship (Blumberg et al., 2008).

3.3.1.Justification Note

The present research aims to analyse the change management practices of Huawei. Therefore, this research is used the descriptive research design. Using the theories for literature, it analyses how things are actually done at the selected case study organisation i.e. Huawei. The rationale for selecting this research design is to ensure that the research study is completed in the given limited time. The rationale is that it will allow to collect more data where broader perspective would be gained. Different answers would be obtained related to the change management issues in Huawei, hence, the research objectives will be achieved in a better manner.

3.4.Data Collection Methods

Data could be either primary or secondary. Primary data is collected at first time while secondary data is to use that data which is second hand and it is already collected by some other researchers for some other research report. The present research uses the primary data collection technique. This shows that this research has collected first hand data from Huawei technologies about change management issues in this organisation.

3.4.1.Justification Note

The rationale for selecting the primary data collection method is that it has allowed to collect the data which is relevant to the aim and objectives of this study. The relevancy of the primary data is high, hence, this data is selected for this research. further to this, it also allows to collect the recent data (Phillips and Stawarski, 2008). Recent data enhances the value and significance of the research. Moreover, recent data also allows to explore the research issue as per the present and updated situation (Saunders et al., 2009). Therefore, to obtain recent and updated data about the change issues in Huawei technology, the primary data collection process is selected.

3.5.Data Type

A research can either be based on quantitative and/or qualitative data. the research studies which are based on quantitative data are basically research studies which are based on number, statistics and calculations. For the research studies that are based on evaluation and calculation, it is appropriate to use the quantitative data (Cohen et al., 2003). For exploring the subjective research issues, qualitative data is collected. This data is considered appropriate when researchers aim to use the personal views of the participants. However, this type of data is appropriate for those studies which does not have enough data (Tracy, 2010). For exploring new issues, the qualitative data is feasible. For qualitative studies, mostly interviews are conducted (Ranjit, 2005). This approach allows to focus on behavioural aspects of the research topic (Tracy, 2010). There is heavy reliance on the subjective interpretation, hence it is often criticised by the experts of the research methods. This subjectivity basically might enhance the bias of the researcher in data collection and data analysis (Drever, 1995). This might decrease the trustworthiness and reliability of the research study (Jansen et al., 1991). Therefore, for the present study, quantitative data has been selected. The rationale for using quantitative data is that it allows to complete the research study in a reliable and valid manner (Anderson et al., 2004). This type of data is selected because it was felt that researcher could not deal with the issue of subjectivity at this stage. Therefore, it was not possible to limit the personal bias, owing the subjectivity issue of the qualitative data. therefore, it was considered appropriate to use the quantitative research methods for finding out the issues of Change in Huawei technologies. Hence, quantitative research methods are used hence it is ensured that researcher remains objective during the process of data collection, data analysis and data interpretation. Further to this, quantitative techniques for analysis are used. This enhances the reliability of this research.

3.6.Questionnaire

For this research, questionnaire is used as the collection of quantitative and primary data. Therefore, to explore the change management issues in Huawei Technology, questionnaire is used as the research instrument. As Nykiel (2007) told the sample selection, questionnaire design and its administration is important for every research. Though, there exists many alternatives for the data collection, but technique of questionnaire is selected. this allowed to collect the data related to change issues of Huawei Technology. With this, it became possible to collect the data in a quick and convenient manner. moreover, questionnaire technique selection allowed to collect the data in a cost effective manner (Ranjit, 2005). Though, there are drawbacks of using the questionnaire, but due to the high response rate of this tool, it was used (Lancaster, 2005). For designing the questionnaire, it is important to consider the important rules of developing the research questionnaire. therefore, considering the recommendations provided by Saunders et al., (2009), the questionnaire used the themes from the literature review. This research is about the issues of change in Huawei Technology, therefore, literature related to change management and related issues was explored. The emerging themes were being used for development of the questionnaire. There were two parts of the questionnaire. Firstly, data is collected for demographics of the respondents. Secondly, the data related to issues of change management in Huawei Technology is collected. The format of questionnaire was that it had close ended questions where certain options were provided to the respondents and they were required to select appropriate answer from the given options.

3.7.Population, Sampling and Sampling Technique

For this research survey has been conducted. This survey is administered on the employees of Huawei Technology. The population for this research is all employees who are part of this organisation. From this population, sample of 95 employees has been selected by the researcher. There exists various methods of sample selection. For this research, non-probability technique namely convenience sampling is selected. Those employees of Huawei Technology are selected which were easily available and agree for their participation in this research (Buchanan and Bryman, 2009). Though, response rate of employees was not very much good, but research circulated a large number of questionnaires. Hence, it became possible to collect the data from 95 employees of Huawei Technology. Data is collected in two months where months of June and July 2016 were used for the data collection process.

3.8.Accessibility Issues

Though, it was not easier to collect the data from the employees and there were certain accessibility issues, but researcher still became able to get data from 95 employees of the Huawei Technology. As per recommendation of Saunders et al., (2003), for this, social capital of the researcher was used. The researcher asked few of his friends who are working in Huawei Technology to help in data collection. Moreover, an authorised letter from university also allowed the researcher to access the employees for data collection in an easier manner. The authorised university letter also created ease for the researcher in getting approval from Huawei Technology to collect data from there.

3.9.Reliability, Validity and Generalisability

In this research, it is ensured that study is completed in a reliable and ethical manner. For ensuring the validity of data, it is ensured that questionnaire is designed using the themes emerging from the literature. This technique has allowed to collect the data such that it measures what it aims to. For ensuring the reliability, the Cronbach alpha is used. This measure allows to assess the reliability of collected data. On the basis of collected data, the reliability analysis is performed which allowed to have a reliable data and hence the reliable results for this study. Having reliable and valid data and fair sample size has allowed to generalise the results.

3.10.Data analysis

For this research, descriptive analysis technique is used. The descriptive analysis performed on SPSS. Data is presented using tables and graphs. Moreover, tables were based on the frequencies and percentages. The tables and graphs are also analysed critically to fulfil the aim and objectives.

3.11.Ethical Issues

Every research must be completed in an ethical manner, therefore, all ethical standards for this are considered while completing this research. the purpose of the research was clearly told to the participants. They were not being forced to participate. They were made fully aware of the aim and objectives. The confidentiality and privacy of the participants is taken care. The personal information will not be used for any commercial purpose. It is ensured that there is no fabrication of data. The actual data is presented in an objective manner where it is ensured that there is no subjectivity or bias in the research findings. All the material which is used in reviewing the literature is cited and referenced in a proper manner. It is ensured that researcher does not present anything without acknowledging the original author.

3.12.Conclusion

In this chapter, all the research methods are presented. Along with presenting that which research method is selected, it is also explain why this research method is selected. Proper justification is provided so if some other researcher replicates it, it could be done in an easier manner. Important details for every thing are presented in an appropriate manner.

 

 

4.Chapter Four: Data Description

4.1.Introduction

This chapter deals with interpretation of data collected from respondents. In this chapter, first of all response rate has been identified. Afterwards demographic information of respondents is presented. In case of demographic information, gender, age and experience of respondents are identified. The data is presented in the forms of percentages in tables.

4.2.Response Rate

In current study, data has been collected from employees of Huawei for understanding issues and change management practices in the company. For collection of data, researcher used questionnaires. Questionnaires were distributed to 125 employees but response was taken by 95 employees. So, response rate for current study was 76%.

4.3.Demographic Information

 

Gender
		Frequency	Percent	Valid Percent	Cumulative Percent
Valid	Female	59	62.1	62.1	62.1
	Male	36	37.9	37.9	100.0
	Total	95	100.0	100.0

In current study, respondents were employees of Huawei and there was no gender restriction in the study. The data was collected from both males and females. Among 95 employees there were 38% males and 62% females. This depicts that the sample of current study includes more females as compared to males.

 

Current level of education
		Frequency	Percent	Valid Percent	Cumulative Percent
Valid	Bachelors	15	15.8	15.8	15.8
	Masters	74	77.9	77.9	93.7
	PhD	6	6.3	6.3	100.0
	Total	95	100.0	100.0

 

In addition to gender of respondents, their level of education was also analysed with the help of demographic items added in questionnaire. The analysis depicts that among 95 employees, there were 16% employees who had done bachelors, 6% employees had PhD degree and 78% employees had done Masters. This shows that most of employees from whom data was collected were having Masters’ degree. This means that sample of current research was highly educated employees of Huawei. 

 

 

 

Age
		Frequency	Percent	Valid Percent	Cumulative Percent
Valid	25-40 years	27	28.4	28.4	28.4
	41-60 years	42	44.2	44.2	72.6
	61-70 years	26	27.4	27.4	100.0
	Total	95	100.0	100.0

 

 

 

In demographic variables age is considered to be an important factor as it significantly affects responses. The data collected from respondents has shown that 44% of employees were belong to age group 41-60 years, 28% lie in age group of 25-40 years and 27% were of age group of 61-70 years. This depicts that most of employees belonged to age group of 41-60 years. 

 

 

TIMEOFSERVICE
		Frequency	Percent	Valid Percent	Cumulative Percent
Valid	6-10 years	2	2.1	2.1	2.1
	11-15 years	25	26.3	26.3	28.4
	16- 20 years	48	50.5	50.5	78.9
	More than 20 years	20	21.1	21.1	100.0
	Total	95	100.0	100.0

The experience of employees has a significant impact on responses given by them as more experienced employees result in more accurate responses. The data analysis has shown that among 95 employees, there were 51% employees who had experience of 16-20 years. In addition to this, 26% employees had 11-15 years of experience. In contrast to this, only 2% employees had 6-10 years as time of service. Moreover, 21% had experience of more than 20 years. It depicts that most of employees had experience of 16-20 years.

4.4.Descriptive Analysis

How much do you have awareness of any new project that has to be implemented in the organisation?
		Frequency	Percent	Valid Percent	Cumulative Percent
Valid	Less	2	2.1	2.1	2.1
	Neutral	22	23.2	23.2	25.3
	High	58	61.1	61.1	86.3
	Very much so	13	13.7	13.7	100.0
	Total	95	100.0	100.0

 

 

To what extent you know about aims and objectives of any kind of change?
		Frequency	Percent	Valid Percent	Cumulative Percent
Valid	Neutral	18	18.9	18.9	18.9
	High	61	64.2	64.2	83.2
	Very much so	16	16.8	16.8	100.0
	Total	95	100.0	100.0

 

Do you have understanding of contribution of new project to the vision of company?
		Frequency	Percent	Valid Percent	Cumulative Percent
Valid	Less	2	2.1	2.1	2.1
	Neutral	16	16.8	16.8	18.9
	High	52	54.7	54.7	73.7
	Very much so	25	26.3	26.3	100.0
	Total	95	100.0	100.0

 

I feel difficulty in participating and managing change.
		Frequency	Percent	Valid Percent	Cumulative Percent
Valid	Not at all	2	2.1	2.1	2.1
	Less	4	4.2	4.2	6.3
	Neutral	16	16.8	16.8	23.2
	High	50	52.6	52.6	75.8
	Very much so	23	24.2	24.2	100.0
	Total	95	100.0	100.0

 

 

An employee is both the subject and object to change management.
		Frequency	Percent	Valid Percent	Cumulative Percent
Valid	Less	8	8.4	8.4	8.4
	Neutral	13	13.7	13.7	22.1
	High	56	58.9	58.9	81.1
	Very much so	18	18.9	18.9	100.0
	Total	95	100.0	100.0

In order to implement change in an effective and efficient way, employees play a very important

There is a need of effectively controlling and adjusting change.
		Frequency	Percent	Valid Percent	Cumulative Percent
Valid	Not at all	2	2.1	2.1	2.1
	Less	11	11.6	11.6	13.7
	Neutral	21	22.1	22.1	35.8
	High	53	55.8	55.8	91.6
	Very much so	8	8.4	8.4	100.0
	Total	95	100.0	100.0

 

People working in the organisation show resistance to any kind of change.
		Frequency	Percent	Valid Percent	Cumulative Percent
Valid	Less	2	2.1	2.1	2.1
	Neutral	24	25.3	25.3	27.4
	High	46	48.4	48.4	75.8
	Very much so	23	24.2	24.2	100.0
	Total	95	100.0	100.0

 

An action plan is set before implementation of any type of change.
		Frequency	Percent	Valid Percent	Cumulative Percent
Valid	Not at all	2	2.1	2.1	2.1
	Less	4	4.2	4.2	6.3
	Neutral	25	26.3	26.3	32.6
	High	56	58.9	58.9	91.6
	Very much so	8	8.4	8.4	100.0
	Total	95	100.0	100.0

 

Proper planning is done for providing training to employees related to the new project.
		Frequency	Percent	Valid Percent	Cumulative Percent
Valid	Not at all	2	2.1	2.1	2.1
	Less	4	4.2	4.2	6.3
	Neutral	26	27.4	27.4	33.7
	High	51	53.7	53.7	87.4
	Very much so	12	12.6	12.6	100.0
	Total	95	100.0	100.0

 

Change in business is in line with the organisation's strategic goals
		Frequency	Percent	Valid Percent	Cumulative Percent
Valid	Disagree	2	2.1	2.1	2.1
	Neutral	24	25.3	25.3	27.4
	Agree	57	60.0	60.0	87.4
	Strongly Agree	12	12.6	12.6	100.0
	Total	95	100.0	100.0

 

Change implementation phases are carefully planned and confirmed by business units.
		Frequency	Percent	Valid Percent	Cumulative Percent
Valid	Less	2	2.1	2.1	2.1
	Neutral	24	25.3	25.3	27.4
	To some extent	46	48.4	48.4	75.8
	Very much so	23	24.2	24.2	100.0
	Total	95	100.0	100.0

 

The assessment of change impact on the existing business situation is always timely and is under control of the company's leadership
		Frequency	Percent	Valid Percent	Cumulative Percent
Valid	Not at all	4	4.2	4.2	4.2
	Less	10	10.5	10.5	14.7
	Neutral	25	26.3	26.3	41.1
	To some extent	54	56.8	56.8	97.9
	Very much so	2	2.1	2.1	100.0
	Total	95	100.0	100.0

 

5.Chapter Five: Data Analysis

 

 

The data collected from respondents shows that among 95 employees, there were 61% employees who stated that they have high awareness of any new project implemented in organisations. Moreover, 14% employees stated that they have very much awareness of any new project implemented in organisation. In contrast to this, only 2% employees selected 2 Option that means they were in favour of not at all option. This depicts that in Huawei management focuses on informing employees about implementation of any new project or change. This helps in creating awareness among employees about any kind of change.

 

The employees of Huawei were asked that whether or not they are informed about aims and objectives of any kind of change implemented in organisation. The analysis of data depicts that among 95 employees there were 64% employees who claimed that they have knowledge about aims and objectives of any kind of change implemented in Huawei. Moreover, 17% employees stated that they have very much information about aims and objectives of any kind of change implemented in organisation. In opposite to this, there were just 19% employees who were neutral in this regard and there was no respondent who claimed that he or she has not at all knowledge about any kind of change implemented in organisation. It shows that when a change has to be implemented in organisation then after setting aims and objectives, it is communicated to all employees involved in that project. This helps in ensuring success of new project through fulfilment of aims and objectives set at the start of implementing change.

 

 

 

 

In order to ensure success of any change within the organisation, its contribution to vision of company plays a very important role. For the purpose of getting success, employees must have knowledge about link of new change with vision of organisation. Due to this reason, employees of Huawei were asked that whether or not they have understanding of contribution of new project to the vision of company. The data collected from respondents has shown that among 95 employees, there were 26% employees who selected very much so that means they have very much information about contribution of new project to the vision of company. In addition to this, 55% employees selected 4 from options that mean they have high information about contribution of new project to the vision of company.

 

The employees of Huawei were asked about their practices of participating and managing change. The data collected from respondents has shown that 53% employees stated that they feel high level of difficulty in participating and managing change. In addition to this, 24% employees claimed that they feel very much difficulty in participating and managing change. Moreover, 17% employees were neutral in this regard. This depicts that change management and implementation is considered to be a difficult task for employees. It means change participation and management is difficult to do within the organisation.

 

 

role. This item was added in questionnaire for analysing that whether employees of Huawei consider them as both subject and object to change management. The data collected from respondents has shown that among 95 employees there were 59% employees who gave response near to very much so that is highest scale for the response. In addition to this, 19% claimed that they think there is very much subjectivity and objectivity of employees towards change management. In opposite to this, there were just 8% employees who gave response towards not at all side. This depicts that most of employees in Huawei agree to the fact that employee is both subject and object to change management. It means employees are considered to be very important for managing and implementing change. It is difficult to implement change without efforts and consideration of employees towards change.

 

This item was added in questionnaire for knowing that whether employees understand the importance of change or not. The employees of Huawei were asked that whether or not there is a need of effectively managing and controlling change. The data collected from respondents has shown that among 95 employees there were 56% employees who think there is high need of effectively managing and controlling change. Moreover, 22% employees were neutral in this regard. In addition to this, 8% employees chose extreme option that is very much need of effectively managing and controlling change. In opposite to this, 12% respondents had responses towards not at all side. It depicts that in Huawei, employees have understanding about effective management and controlling of change. In order to get success and competitive advantage, organisations have to ensure appropriate understanding of change management by all employees involved in that change.

In any kind of organisation there are high chances of showing resistance to change by employees of that organisation. In order to analyse this aspect, this item was added in questionnaire. The data collected from employees has shown that among 95 employees of Huawei, 48% selected high and 24% employees claimed that very much resistance is shown by people towards any kind of change. In contrast to this, only 2% employees disagreed to this statement. They claimed that less resistance is shown by people working in an organisation to any kind of change. It depicts that most of employees among respondents are of the view that resistance is shown by people working in organisation to change. This depicts that when any kind of change is to be implemented within the organisation then people of that organisation show resistance to it.

 

 

For effective change management, there is a strong need of setting up an action plan. This helps in improving efficiency and effectiveness of change management. The data collected from respondents has shown that among 95 employees, there were 59% employees who claimed that in Huawei, management sets an action plan before implementing any kind of change. In contrast to this, there were just 2% and 4% employees who claimed that not at all and less focus is given towards action plan before implementation of any kind of change. It depicts that in Huawei, action plan is set before implementing change within the organisation.

 

 

In order to implement change in an effective way and for ensuring success of that change after its implementation, training plays a very important role. For this purpose, this item was added in questionnaire. Among total respondents, 54% employees stated that there is high focus of management towards proper planning for providing training to employees for implementing change. In contrast to this, 2% and 4% employees were negative in this regard. This depicts that in Huawei, training is considered to be an important aspect for the purpose of effective change management. It ensures that management of Huawei gives importance to training of employees in order to ensure success in implementing change.

 

The effective change management depends highly on alignment of change with organisational strategic goals. Due to this reason this question was added in questionnaire for knowing the responses of employees that whether or not change implemented in an organisation is aligned with strategic goals of organisation. The data collected from respondents has shown that among all respondents there were 60% and 13% employees who agreed and strongly agreed with the statement that changes in business is in line with the organisations’ strategic goals. In contrast to this, there were 2% employees who disagreed with this statement. In addition to this, 25% employees were neutral that they neither agreed nor disagreed with the statement. This shows that Huawei focus on integrating change with strategic goals of organisation.

This item was added in questionnaire for analysing that whether or not careful planning and confirmation of phases of change implementation are done within the organisation. The data collected from respondents has shown that among total employees, there were 48% employees who stated that there is to some extent planning and confirmation of change implementation phases is done within the organisation. In addition to this, according to the point of view of 24% employees, very much planning and confirmation of change implementation phases is done by business units. In contrast to this, 2% employees claimed that less planning is done and 25% were neutral in this regard.

 

The data collected from respondents has shown that among total respondents there were 57% employees who are of view that in Huawei, timely assessment of change impact on current situation of business is done and it always remains under control of leadership. In addition to this, there were 26% employees who were neutral in this regard. Moreover there were 11% employees who claimed that there is less focus towards timely assessment of change impact on current business. In contrast to this, there were 4% employees who claimed that not all timely assessment of change impact on current business situation is done. This shows that most of employees in Huawei are in view that management is involved in timely assessment of change impact on current business practices. In addition to this, in Huawei leadership also plays a significant role in change management.

 

 

 

5.1.Discussion

The results of the study have indicated that Huawei is offering significant awareness to its employees regarding implementation of new projects by communicating the likely change that is expected from project implementation. Mainly, the change is motivated through innovation requirements of market due to drastically changing demands of consumers and higher level of uncertainty within industry. The current aspect is in line with the results of prior studies which have unveiled similar phenomenon (Aladwani, 2001). Along with this, the change implementation is carefully planned by the management of Huawei and members of organisation are involved throughout the change management process. The change is fostered when it has significant implications for the achievement of goals and objectives of the organisation suggesting that change is meaningfully considered by considering growth prospects of organisation. The previous studies have suggested the same that change needs to be aligned with goals and objectives of the company (Todnem, 2005; Waddell and Sohal, 1998). Gill (2002) states that organisational change is the ongoing process for matching the strategy of organisation; structure, people and processes. The biggest challenge for companies is to motivate employees to make participation in unpredictable and risky tasks, but confrontations of paradigms.

The employees of Huawei are well aware of the linkage of change with the vision of company which is contributing substantially in increasing the motivation level of organisational members to accept change. It has been offered by Burn and Robins (2003) that change can be managed effectively by enhancing understanding of employees regarding association of change with vision of company. Likewise, the results have suggested the employees are highly engaged in change management process considering them as subject and object of change, which is reflecting that change management in Huawei is significantly effective. The leadership of company is highly engaged in foreseeing the impacts of change on the organisation by monitoring and controlling change in best possible manner. The changes are embraced through action plan and members of organisation are trained extensively to enhance their ease with the new project and to ensure significant outcomes of new project. These findings are aligned with second objective of the study which has focused on exploration on change management approach of Huawei Technology. The findings have suggested that change management in Huawei is comprehensive considering multiple perspectives into account.

The current study has found that people in an organisation show resistance towards any kind of change that has to be implemented in the organisation. This finding is consistent with research done by Hamraz, Caldwell and Clarkson (2012) in which they found that people do not like changing the way they execute the tasks, along with it; it is not even clear that is the real objective of the task; and that who get advantage through changes; and how it influence employee. Due to this reason, most of employees in an organisation show resistance towards implementation of any kind of change. Although resistance is shown by employees, but, this can be overcome through effective change management strategies. Management has to ensure using effective change management strategies through which change can be implemented in a successful way. The willingness of most of the employees to assist and to be a part of structural alteration cannot be made until and unless they are forced to accept that transformation is possible. Therefore; the communication of objective, in accordance with Kotter (1996), is a significant as formulates and defines it.

 

 

6.Chapter Six: Recommendations and Conclusion

The current section is meant to discuss the key findings of the current research. The discussion of results has been carried out by restating the objectives of study and then defining the adopted design. The theoretical evidences have also been offered which served as the basis of current research. The key results of present study are detailed in comparison with the prior work which has been carried out by other researchers. Along with this, the implications of the study’s findings are mentioned both for practice and theory. Moreover, the potential limitations which can affect the generalisation of results have been mentioned. Followed by this, in the light of limitations, future guidance about research relating to enterprise resource planning are being mentioned. Finally, the reflection and overall conclusion of the research study have been provided.

6.1.Key Findings

The prime aim of present research was to investigate the change perspective of Huawei technology companies limited. The key objectives of research pertained to the understanding of factors which are fostering change within organisation and making the embracing of change inevitable.  Secondly, the study was conducted to explore the change management approaches of Huawei technology to shed light on overall change perspective of company. Finally, the objective of study was to highlight the outcome of change management in terms of increasing effectiveness of company. Mainly, the results of the study have portrayed the fulfilment of key objectives of present research and provided that effective management of change can increase the overall effectiveness of company and can enhance level of performance and competitiveness in long run.

In order to achieve the study’s objectives, the quantitative study has been carried out based on evidences from secondary data. The secondary data has been obtained from journal articles, newspapers, case studies, and data base and archival of Huawei. The justification of present design lies in the fact that quantitative study is best to offer significant evidences about underlying issue and results are presented in clear and easily understandable manner. The current research phenomenon is based on clear evidences of theory encompassing views of change management models. The change theories have presented that adoption of right approach to change defines the smooth management of change (Kavanagh and Ashkanasy, 2006). The change must be scanned for feasibility and evidences needed to be obtained about the likely effects of change within organisation. The change should be initiated based on the likely effects of change in accomplishment of objectives of company. The results have indicated that change management approach of Huawei is in line with the evidences and suggestion offered in academic literature and provides that managing of change is effectively carried out in Huawei, thus offering number of benefits to company in form of performance, enhanced innovation and effectiveness.

The final objective of study is aimed at exploring the extent to which change management is effective for Huawei. The results have suggested that management of change is carried out in highly effective way by the company by ensuring the linkage of new project with vision, goals and long term strategic benefits of the company. The highly aligned change processes are likely to enhance capability of organisation to satisfy needs of customers with innovative products and it can increase overall performance and effectiveness of the organisation. Therefore, it is evident that change management approach of Huawei is playing substantial role in achievement of vision and goals of the company. These results are highly compatible with the results of previous researches which have offered that change carried out in any organisation needs to have the potential to achieve vision and goals of the organisation (Paton and McCalman, 2008; Pavitt, 1984).

6.2.Implications for practice and theory

The findings of current study have huge implications for both theory and practice. In terms of practical implications the study is unveiling factors that may foster change in tech companies. Such as the rapid changes in consumer preferences and its likely impact on innovation requirements of tech companies is suggesting the practitioners that may rely on continual investigation of consumer’s preferences with an aim of bringing best possible innovation in their processes and products. In addition to it, the managers to tech companies including Huawei Technology Company Limited can realise the importance of open attitude and flexibility in the process of change management with the purpose of smoothening the process of change management. The results of current study can also offer insight into the importance of acceptability of organisational members in the process of change management and can supplement the change management approach through effectiveness. The evidences are provided about the resistance of employees regarding acceptance of change and it fosters the management of Huawei to explore the ways which can help in minimisation of employee’s resistance in change management process.

Similarly, by highlighting the change management approach of Huawei, the current study can enable the management of company to compare their change management approach with the standard in tech industry. They can bring necessary modification in their approach in order to smoothen their change management process further and to excel within industry by embracing change effectively. Followed by this, the results of present study have shed light on the role of change management perspective in enhancing the effectiveness of Huawei technology. By understanding the linkage of change management process with the overall effectiveness of organisation, the management of Huawei can offer due attention to change management perspective and they may enhance the level of effectiveness, performance and competitive advantage further.

Additionally, the results of following study also have significant implications for theory as it has supplemented the literature of change management on technology companies. The current case study has unveiled the change management perspective of Huawei. The recent literature on change management was lacking in the aspect of evidences of from specific companies such as Huawei, therefore, the present research is an important addition in growing stream of literature.

6.3.Limitations

Instead of having positive implications for theory and practice, the current study is vulnerable to some limitations as well, which guide that generalisation should be carried out carefully. One of the significant limitation pertains to the vagueness and lack of specificity of secondary data. It is evident that in comparison to primary data the secondary data may lack aspect of relevancy and therefore, the results could be biased. However, for the current research, the secondary data appeared to be feasible due to lack of direct access to company. Along with this, the reliability and validity of secondary data could also have an effect on overall validity of the results, therefore, this aspect needed to be taken into account while applying the results of current study on wider settings. Along with this, the chosen aspects are just few out of whole set of factors which are comprising change perspective of organisation and they may not reflect the construct in an accurate manner. The exclusion of some of core aspects can cause biasness in the results of the study and they might not reflect the association in an appropriate manner.

6.4.Directions for Future Research

While the present research has largely backed the effort of enhancing the understanding of change perspectives of Huawei by highlighting factors which are crucial for carrying out change. Yet, there were few limitations which are needed to be considered by the future researchers. The future researchers need to supplement design of the study by collecting both primary and secondary data. The collection of primary data will mainly assist the researchers to gain more relevant view by relying of fresh hand data. Along with this, the future researcher may pursue much detailed view of the change by carrying out in depth investigating of antecedents of change and aligning with the likely approaches that may be pursued by underlying organisation. In this way, the future research can suggest approaches of managing change for technology companies that are operating in highly drastic environment of change and innovation.

6.5.Reflections

The current research has added substantially in thoughtfulness of researcher in change managing perspective of Huawei technology limited by highlighting the factors behind change and approach of managing change for effectiveness of company. The preliminary research has been effectively covered during the set span of time by successfully accomplishing the aim of researcher. The study has contributed significantly in fulfilment of study’s objectives and the outcomes of research are in line with the initial expectations of the researcher. The study has offered substantially that how effective management of change can offer benefits to organisations in terms of enhanced level of effectiveness of highly changing tech industry. The study was well planned and it added positively in learning and experience of researcher. The researcher has also scanned the potential limitations associated with research design which have added substantially in knowledge inventory of researcher.

6.6.Conclusion

The motivation to carry out current study lies in the notion that change management approach of company is significantly linked with the performance and effectiveness of organisations. The change in inevitable and responding to change with greater flexibility and in time is significantly important for contemporary organisations, who are facing constant demand of innovation. The results have indicated that in Huawei, employees are considered as both object and subject of change and they are well communicated about the change program and its association with accomplishment of aims and objectives of company. The members of Huawei are included in change management process and they are well prepared by the management to embrace change with effectiveness. The change is implemented through action plan and it is ensured that there is higher level of compliance between change and goals of organisation. The results have indicated that Huawei has effective process of managing change and the change management has enhanced the effectiveness level of company. The results of study are aligned with the objectives of study and it has significant implications for theory and practice. The study has recommended actions for future researchers with an aim of overcoming potential limitation of present study.  

 

 

 

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Appendices

Questionnaire

Gender

1. Male

2. Female

Age

1. 25-40 years

2. 41-60 years

3. 61-70 years

Experience

1. 6-10 years

2. 11-15 years

3. 16-20 years

4. More than 20 years

 

Change Management	Not at all	2	3	4	Very much so
How much do you have awareness of any new project that has to be implemented in the organisation?
To what extent you know about aims and objectives of any kind of change?
Do you have understanding of contribution of new project to the vision of company?
I feel difficulty in participating and managing change.
An employee is both the subject and object to change management.
There is a need of effectively controlling and adjusting change.
People working in the organisation show resistance to any kind of change.
An action plan is set before implementation of any type of change.
Proper planning is done for providing training to employees related to the new project.
Change in business is in line with the organisation's strategic goals
Change implementation phases are carefully planned and confirmed by business units.
The assessment of change impact on the existing business situation is always timely and is under control of the company's leadership.