There has been a consideration of several different aspects and dimensions with respect to change. These concepts have been related for analysis with the case study of BTS. Based on this analysis and application of theory, a number of factors have been identified with respect to communication, personal transition and motivation. Further ahead, different models have been represented followed by the application of theory on the case. Based on the analysis, it has been found that there are close parallels amongst BTS and Avinor. This is with respect to the lack of different factors in both the companies and hence, recommendations have been provided in accordance with it.

1. THEORY APPLICATION AND
CASE STUDY ANALYSIS: BTS
[DATE]
[COMPANY NAME]
[Company address]

2. Executive Summary
There has been a consideration of several different aspects and dimensions with respect to
change. These concepts have been related for analysis with the case study of BTS. Based on
this analysis and application of theory, a number of factors have been identified with respect
to communication, personal transition and motivation. Further ahead, different models have
been represented followed by the application of theory on the case. Based on the analysis, it
has been found that there are close parallels amongst BTS and Avinor. This is with respect to
the lack of different factors in both the companies and hence, recommendations have been
provided in accordance with it.

3. Table of Contents
Executive Summary...................................................................................................................0
Introduction................................................................................................................................3
Relationship between Change Readiness and Change Agents ..................................................3
Reasons for Placement of X.......................................................................................................4
Open System for Outlining the Inputs, Processes and Outputs of BTS.....................................6
Analysis based on Kotter’s Integrative Model of Organizational Dynamics ............................7
Parallels between Avinor and BTS............................................................................................8
Conclusion .................................................................................................................................9
References................................................................................................................................10

4. Introduction
On the basis of the case study of BTS, there is a need for continuously advising over the
change taking place at the external level. This will be used in consideration with the concepts
of behavioural assumption and additional relationship. Based on this analysis, further ahead,
different recommendations will be provided as per the issue being dealt with and the factors
that need to be considered more closely for better chances of success.
Relationship between Change Readiness and Change Agents
On the basis of the readings McFillen et al, huge importance has been given to
communication in context with change in organization and dealing with the issues of people.
Hence, as per this reading, the relationship between change agents and change readiness has
been identified in terms of communication (McFillen et al., 2014). Based on this, it has been
identified that for any agent of change, readiness towards initiation of change is the main
issue. It has been referred to as the limit to which environment of change, where there are
agents of change communicate with change, and hence, this helps to determine if there can be
delivery, sustainability and spreading of change. McFillen et al identifies that communication
helps in creating a positive relationship between the two.
On the other hand, Rafferty et al has been seen understanding this relationship in context with
motivation. Based on this, it has been identified that motivation can be considered extremely
important for supporting change that can be helpful for establishing readiness of change
(Rafferty et al., 2014). Hence, the agents of change that have been identified are in relation
with the concepts of motivation such as organizational commitment, willingness for
supporting change, and resistance of change. On the basis of these agents of change, major
scope is obtained for understanding the readiness towards change. Hence, based on this
readings, it can further be concluded that factors of motivation act as agents of change that
further results in affecting resistance towards change.
Change in organization results in affecting related employees or the entire workforce in the
organization. Thus, the readings of Barrett Pugh et al and Hayes deal with individual and
personal transitions in the organization. The nature of individual transitions, the individual
cost to cope up with transition, and the ability of adjusting with the change of organization,
have all been considered and treated as the agents of change (Haynes, 2014). Based on these
agents or factors of change, one can make up their mind for showing readiness towards the
initiation of change (Barratt et al., 2014). Thus, this depicts that there is a close relationship

5. between readiness for change and agents of change with respect to personal transition. This is
because the nature of individual transition helps to ultimately cope up with the change being
initiated and one is ready for the change, there is a positive readiness towards the initiation of
change. Personal transition also helps to adjust with the change in the organization that again
provides a scope for readiness towards change.
All of these readings understand the significance to base the need for initiation of change
over appropriate and clear evidence that has been understood in context with three different
concepts that are communication, motivation and personal transition towards change. All of
these have to be considered by leaders, while there is evidence and commitment towards the
direction of change (Haynes, 2014). No matter in what context, it can be stated that there is
an extremely strong relationship between readiness towards change and the agents of change,
as change agents act as factors triggering the need for and success of change implementation.
Reasons for Placement of X
Oakland, 2013 identified eight main frameworks that have been combined for the successful
initiation and triggering change. These include the need for initiation of change, direction and
leadership, and planning that deals with the creation of change readiness; process, resources
and organization, behaviours, controls and systems that focus on the implementation of
change.
For the purpose of readiness towards change, there is a need for three main triggers that are
need for change, direction and leadership, and planning. All of these elements are important
for increasing the possibility of successful change (Burke, 2005). The three X have been
placed to understand if there is elimination of each element, there will be less probability for
successful change. Based on the X’s placed on the figure, the following points can be
implied:
If there is no need for initiation of change, but there is direction and leadership, and planning,
there will be no creation of urgency and hence, there will be no initiation of action.
If there is no direction and leadership, but there is need for initiation of change and planning,
there will be no initial start for the change readiness.
If these is no planning, but there is need for initiation of change, and direction and leadership,
the initial start will be false, while there will be wrong directions.

6. (Fig: Representing figure 15.8)
Further ahead in figure 15.8, it has been identified that four elements are extremely important
for the successful implementation of change that are process, resources and organization,
behaviours, and controls and systems (Garnet and Kouzmin, 2010). Based on the placement
of X in the figure, there has been identification of the following implications:
 If there are no processes, but there are resources and organization, behaviours, and
controls and systems, the efforts will end up going waste
 If there are no resources and organization, but there are processes, behaviours, and
systems and control, there will be increased frustration and paralysis
 If there are no controls and systems, but there are processes, resources and
organization and behaviours, there will be blind implementation of change
 If there are no behaviours, but there are processes, resources and organization, and
systems and controls, resistance towards change will end up endangering the chances
of scope
In the light of these implications, it can be stated that in the case study of Bessington Trading
and Sons, the organization should ensure that there is an involvement of all of these elements
as it will help in creating a readiness towards change and the successful implementation of
change (Burke, 2005).

7. Open System for Outlining the Inputs, Processes and Outputs of BTS
The four main subsystems within the environment are known to be the system of the
economy, system of the technology, system of socio- culture, and the system of political law
(Burke, 2005). For the analysis of the organization, in the form of system, it becomes
important for the consideration of following points that has to be done in alignment with the
figure provided above: 1) Establishment of relationships amongst the external systems and
the organization, and 2) Establishment of relationships amongst the environment and the
organization as it is important for studying the main factor identified above that result in
influencing the sub- system of the environment (Garnet and Kouzmin, 2010).
This model is important for understanding the impact of these main factors that have to be
considered to study the firm and the interactions taking place with the factors of the
Factors of the General
Environment
The organization of BTS is
known to be a system of
production interacting with the
environmental background,
drawing out specific inputs
from the environmental
background, and conversion of
these into outputs for offering
the environment. The
attainment will be done as a
preferred condition being
highly dependent over the
efficiency of the company in
the process of production. The
company is mainly affected by
the following factors as
follows:
 Fabrics that have been
manufactured with high
quality
 Importing high quality
grades of cotton
 Sales to the industry of
local designers and
retailers
The strategy and
design of the
organization focuses
on the following
activities:
 Providing
training and
education
systems of
human
resources
 Introduction
of technology
for marketing
for gaining
competitive
advantage
 Being
sustainable in
the market for
gaining
competitive
advantage
The main objectives and
outcomes will be as
follows:
 Successful
performance of the
organization
 Productivity
 Satisfaction of
stakeholders

8. environment. The environment in which the system has been operating is extremely
complicated and hence, the entire system may not be having the ability of coping with all of
these complication for being successful in attaining the state being preferred. Therefore, the
entire system is known to be sub- dividing itself within different subsystems or parts, and all
of these subsystems are known to be specializing to cope up with specific variables present
within the environment (Burke, 2005). If the task of specialization is known to be highly
complicated, there can be further division of systems several number of time until an
hierarchy related to subsystems while help in the development of one main subsystem. The
development of personnel can be considered as the example with various systems that give
special attention to different functions like salaries, benefits, housing, industrial relations,
training and recruitment.
Analysis based on Kotter’s Integrative Model of Organizational Dynamics

9. (Fig: Kotter’s Integrative Model of Organizational Dynamics)
(Source: Kotter, 1982)
Based on the statement of problem, it has been identified that there has been a resemblance
towards actual places and names that is absolutely coincidental. Since recent time, new
siblings had joined the new business with their educational qualities from Jakarta and hence,
there was a need for completing MBA in Australia. This can be considered as a change of
short term for the organization as well.
The issue was being faced with the way in which change was being perceived. One of the
sibling, Tommy had been vocal for the implementation of change and there was support for
moving towards an increase in the component of value adding with respect to design,
reaching the customers, and depth of the product from considerably production of large batch
over the cloth in order to make the designer of clothing for bigger market at the offshore
(Haynes, 2014). This had been related with integrating the manufacturing process of cloth for
textile, but also making a move towards a new stage of manufacturing in order to make and
supply the firms of retail. This can be considered as the medium term for the organization but
the process will be considered for the entire duration of the organization until or unless there
is initiation of change in the organization.
Further ahead, as a long term base, Tommy has made a suggestion to the Board in order to
give idea regarding its export to Japan, China and Malaysia for the output of large batch
production while there had been a simultaneous supply of retail outlets and designer all
across the globe (Haynes, 2014). This seems to be conflicting the point that imports at cheap
rate will help in holding sway, and also that the consumers showed willingness in products of
low cost from Bangladesh and China with the Board often to point out the retailers like JS
penny in the US and there has been consideration of opportunities to customer from
manufacturer through the business to business and web opportunities with the buyers who
seek quality.
Parallels between Avinor and BTS
Based on the analysis, it can be stated that there is a need for the retention of integrity at all
duration of time and within each and every single exchange. Further ahead, it has been
identified that both the organizations are in need for retaining their workforce in the

10. company. Further ahead, there is a need for the careful assessment of several groups with the
chances of resistance. It is important to consider that they should not be treated specially, but
focus has to be created on the development of relations (Sullivan, 2010). Also, it has been
identified that there is a need for carefully assessing the emotional responses of people, and
bringing them for accountability within the plan of change. Both the companies should
consider focusing on the retention of corporate coherence, there must be adaptation with
respect to the local team so the implementation can be done over the local level (Sydney,
2006). The main point to be considered by both the companies and other companies as well
that there must never be a commitment of sins with respect to commission, however, sins to
omit can be considered accurate if needed.
Conclusion
There has been a consideration of several different aspects and dimensions with respect to
change. These concepts have been related for analysis with the case study of BTS. Based on
this analysis and application of theory, a number of factors have been identified with respect
to communication, personal transition and motivation. Further ahead, different models have
been represented followed by the application of theory on the case. Based on the analysis, it
has been found that there are close parallels amongst BTS and Avinor. This is with respect to
the lack of different factors in both the companies and hence, recommendations have been
provided in accordance with it.

11. References
Barratt, P. et al. (2014). The Theory and Practice of Change Management, 4th
Ed., Palgrave
MacMillan.
Burke, W.W. (2005). Organization Development. San Francisco: Pfeiffer.
Burke, W.W. (2005). Reinventing Organization Development. San Francisco: Pfeiffer.
Garnet, J. and Kouzmin, A. (2010). Strategic change in organisational communication:
emerging trends for wealth formation in the new millennium. Strategic Change, 9(1), pp. 55-
66.
Haynes, J. (2014). The Theory and Practice of Change Management, 4th
Ed., Palgrave
MacMillan.
Kotter, J.P., (1982). An Integrative Model of Organizational Dynamics, in E. Porter, D.
Nadler and C. Cammann (eds), Organizational Assessment, Wiley, pp. 282.
McFillen, J. et al. (2014). The Theory and Practice of Change Management, 4th
Ed., Palgrave
MacMillan.
Rafferty, T. et al. (2014). The Theory and Practice of Change Management, 4th
Ed., Palgrave
MacMillan.
Sullivan, R. (2010). Practicing Organization Development: A Guide for Leading Change,
Jossey Bass.
Sydney, E. (2006). Psychology and work today: and introduction to industrial and
organizational psychology (9th ed.) Upper Saddle River, NY: Prentice Hall p262.