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Another underlying factor can probably come from a multi-layer of culture in this organisation. To be precise, when the implementation was started, the leading committee and sub-committee in charge of change were not aware of the dynamic aspects of culture that dwelled in this organisation. Its different values, beliefs and assumptions, which individuals hold, were not shared as a common goal and vision of the organisation; therefore, it is hard for the committees of the change to get their teams’ confidences and their dedicated contribution to the proposed change. It is worth to link back to the literature review. This is when the groups do not have a commitment or an engagement to the basic underlying assumption, values and beliefs in the goals and the visions of the organisation, it is not likely for the implementation of change to carry on in a smooth way (Alvesson, 2002; Cunliffe, 2008; Schein, 2010; Stoll & Fink, 2001).

The ultimate factor was believed to be a lack of clear communication within the leading committee, subcommittee and other related sectors. At the first start, the committees seemed to work collaboratively, the communication and relationships among them and persons involved were going on well and continuous. However, a year later when things began complex, staff members began to be confused of the process, while the weekly meeting were not constant, and the progress of work were not regularly informed. From the situation, it can infer from the literature that leaders of any change process in an organisation are needed to perform a consistent communicational role to inform the progress, the improvement, the conducted initiatives to their colleagues and staff members in the way that understandable to the group (Mills et al., 2009; Yukl, 2002). Leaders should not only be responsible for communicating and facilitating the change process, but also demand to be open and honest in order to build confidence and trust for their workforce in implanting change (Carnall, 1995; Mills et al., 2009; Yukl, 2002).

Implications for future practice

In order for NUOL, particularly for RASO to have experienced sustainability, the initiatives need to primarily consider the structural and symbolic frames Bolman and Dear (2008) suggest. It is essential that both human resource and the culture side of the organisation to be aware of when the change initiatives are to operate. Moreover, the multi-level of culture, artifacts, espoused beliefs and values, and basic underlying assumptions proposed by Schein (2010) should not be ignored. NUOL was probably too rapidly trying to establish the change initiatives in its new-established office in order to grasp its goals and strategies, but it failed to analyse and consider the importance of such frames and cultural elements before implementing.

In future initiatives, NUOL requires awareness, sensitivity of excessive emotional response and the impact of change that may have on the structural and symbolic elements of the school (Bolman & Deal, 2008; Fullan, 2003). Furthermore, NUOL’s leading committees should take into consideration the clear, constant communication as Levin (2008) mentions. It is vital for school leaders to see communication as a must-do activity in implementing change so 本论文由英语论文网提供整理，提供论文代写，英语论文代写，代写论文，代写英语论文，代写留学生论文，代写英文论文，留学生论文代写相关核心关键词搜索。