To find out the company’s operations in AEON Co. (M) Bhd. Change is an organizational reality. Most managers/ employer must have something that can change in their workplace. It happens when they want to achieve or pursue the management goal. Then, it can classify these changes……
It is difficult for organizations to avoid change, as new ideas promote growth for them and their members. Change occurs for many reasons such as new staff roles; increases or decreases in funding; acquisition of new technology; new missions, vision or goals; and to reach new members or clients. Changes can create new opportunities, but are often met with criticism from resistant individuals within the group.
2.1 Changing Structure
When it comes to management change most company are make decision in change at an organizational structure. This is because changing structure in an organizational structure was a way for that company to achieve their objective goal. So, in the case study that we has choose is AEON Co. (M) Bhd. In this company it shows that there had an issue of changing structure. Changing structure includes any alteration in authority relationships, coordination mechanism, and degree of centralization, job design or similar organization structure variables. AEON Co. (M) Bhd. control the work process engineering, restructuring, and empowering result in decentralization, wider spans of control, reduces work specialization, and work teams. These structural components give employees the authority and means to implement process improvements.
An issue of changing structure may give some pressure to an employee in the workplace. But sometime the management need to change in any way to make organizational has a very good team on every department that there have. Firstly, react to change in product or service demand. This is can be known as bigger problem or an issue towards the employee whose are longer stayed than a new comer. The company need to changing structure based on the processes of delivering a good product and services that there have. For example, the goals of AEON Co. (M) Bhd. changed effort do not support the organizational strategy then the change effort will not yield significant value to the organization.
Secondly, the creation of work teams in organization. The Company’s performance has been further enhanced by the management’s acute understanding of target market needs and the provision of an optimal product mix. In addition AEON is also active in specialty store operations, shopping centre development and operations, credit card business and services. The AEON Group of Companies is an integrated Japanese retailer and is active not only in Japan but also throughout ASEAN and China. Its aim is to surpass expectations by combining excellent products with unique personal services that enhance the shopping experience to make customers smile every time they shop.

2.2 Changing technology
Changing technology encompasses modifications in the way works is done or the methods and equipment used. Most of the managers in AEON Co. (M) Bhd. deal with changing technology are continuous improvement initiatives on their products and services, which are directed at developing flexible processes to support better quality operations and also their employees committed to continuous improvements are constantly looking for things to fix. Thus, work processes adaptable to continual change and fine tuning, it requires an extensive commitment to educating and training workers.

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2.3 People (attitude) relate with HR
Attitudes represent the cluster of belief, assessed feelings and behavioural intentions towards a person, object or event. Attitudes are judgements, whereas emotions are experience. In other words, attitudes involve conscious logical reasoning whereas emotions operates as events, usually without our awareness.
Attitudes could be understood just by the three cognitive components which is belief, feelings and behavioural intentions. Belief is what you believe to be true. For example, we might believe that mergers reduce job security for employees in the merged companies, or we might believe that mergers increase the company’s competitiveness in this era of globalization. These beliefs are perceived facts that we acquire from experience and other forms of learning.
Meanwhile a feeling represents your positive or negative evaluations of the attitude object. So, people think mergers are good and others think they are bad. According to the traditional cognitive perspective of attitudes, feelings are calculated from belief about mergers. If we believe that mergers typically have negative consequences such as lay-offs and organizational politics, we will form negative feelings towards mergers in general or about a specific planned merger in our organisation.
Next, for behavioural intention. Intentions represents your motivation to engage in a particular behaviour regarding the attitude object. For example you heard that the company will merge with another organisation, you might become motivated to look for a job elsewhere or possibly to complain to management about the merger decision. Your feeling towards mergers motivate your behavioural intentions, and which actions you chose depends on your past experience, self-concept and social norms of appropriate behaviour.
2.4 Shareholder (Proton)

3.1 Changing Structure

3.2 Changing technology

3.3 People (Attitude)
When the employers or the management is having a problem with people’s attitude there’s a solution towards it. Firstly, involve employees in the change process. Employees are not so much against change as they are against being changed. Any time managers are going to implement organizational change, there is always a lag between the time the change has been discussed at the management level and the time the change is going to be implemented. Managers like to play like an ostrich and believe that they are the only ones who know about the changes that are going to take place. Unfortunately, while their heads are stuck in the sand believing that no one else knows, employees are effectively undermining the future changes with negative informal communication…the company grapevine. The sooner you involve employees in the process, the better off you will be implementing the change. A formal communication channel is more effective at implementing change than a negative informal one.
Secondly, interview employees regarding their feelings. It is critical that managers and supervisors understand what employees are feeling regarding the change. It is only when you accurately understand their feelings that you know what issues need to be addressed. Implementing change requires the ability to market and to sell. It is difficult to effectively sell without understanding your buyer’s needs, concerns, and fears.
Concentrate on effective delegation. Too often managers and supervisors feel they must use self-protective measures, especially during organizational change. They start by trying to police all activities. Don’t try to cover all the bases yourself. You should concentrate on effective delegation during the early stages of the change process. Effective delegation is particularly good for two reasons: first, it helps you manage and maintain your workload, and second, it gives your employees a sense of involvement. Involvement positions employees to share responsibility for change.
The third solutions are raise levels of expectations. Now more than ever, you should ask more from your employees. It is expected that more work needs to be done during the change process. While it may be most practical to expect less in terms of performance, raise your levels of expectations and theirs. During change, employees are more likely to alter their work habits, so reach for the opportunity and push them to try harder and work smarter. Require performance improvements and make the process challenging, but remember to keep goals realistic in order to eliminate frustration and failure.
Fourthly, ask employees for commitment. Once the change has been announced, it is important that you personally ask for each employee’s commitment to successfully implement the change. It is also important that you assure the employee that if there are problems, you want to hear about them. If a negative employee does not tell you, they will tell other employees why the change will not work.
Fifth, expand communication channels. The change process usually means that normal communication channels in the firm need to be enlarged. At this time, your employees will be hungrier than ever for information and answers. You can “beef up” communication. First, give employees an opportunity to give you input. Start by becoming more available and asking more questions. Get employees’ opinions and reactions to the changes. Maintain your visibility and make it clear that you are an accessible boss. More importantly, be a careful listener. Second, keep employees updated on a regular basis. Just letting your employees know that you have no new information is meaningful information to them. Strive to be specific; clear up rumours and misinformation that clutter the communication channels. Remember, it is almost impossible to over communicate.
Next the solutions are being firm, committed, and flexible. As you introduce a change, it is important that you see the change through to completion. Abandoning it halfway through the change process accomplishes two negative impacts. First, it destroys your credibility. Second, it tells every employee that if you take the stance of a dinosaur, the change will pass by, even if you lose your job and become extinct in the process. Remain flexible, because you will have to adapt to situations to successfully implement the changes.
Lastly, keep a positive attitude. Your attitude as a manager or supervisor will be a major factor in determining what type of climate is exhibited by your employees. Your attitude is the one thing that keeps you in control. Change can be stressful and confusing. Try to remain upbeat, positive, and enthusiastic. Foster motivation in others. During times of transition and change, try to compensate your employees for their extra effort. Write a brief note of encouragement on their pay checks; leave an affirming message on their voice mail; take them aside and tell them what a great job they are doing; listen to their comments and suggestions.

3.4 Shareholder


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