Issues According to the case study, Connection Company has experienced slight management development in the last few years. Notably, a number of the managers have been promoted based on their technical experiences rather than training. Owing to this, several managers have not undergone through leadership development training. The case study illustrates that Connection is a bureaucratic company. As such, the leadership styles of its managers are slightly traditional owing to the number of regulations that should be followed. For years, the company has developed a close relationship with Light Rail Service Company. Connection awards tenders to the company. Currently, the tender lease has expired and the company is required to advertise the tender in a competitive way. Based on the above illustrations, it is apparent that a number of issues are being experienced in the company. There are issues related to how to initiate the strategic change without affecting the operations of the managers. Other issues relate to how to oversee the tendering process in a competitive way as required by the regulations. The tendering process is considered a major issue because the Light Rail Service Company might lose the tender if they do not restructure their management. If the company loses the tender, its relationship with Connections might be affected. Possible solutions There are numerous possible solutions to the above issues. To address the issues related to the implementation of the proposed changes, the company may be forced to win the hearts and minds of the managers through persuasion for them to accept the changes. Just like in any other company, changes in the organisations will be met with opposition (Borgelt & Falk 2007). Due to the fear of the unknown, the managers and the employees are likely to oppose the proposed changes. In this respect, the company’s executives and directors should come up with ways of persuading the managers to accept and support the changes. To address the problem related to motivation of managers and employees during the transition period, the company’s executive can offer the employees and the managers with positive working environment, equal opportunities, or develop an appropriate reward strategy throughout the transitioning period (Chen 2014). Through this, the employees and the managers will be able to support the company’s change initiatives. Usually, companies undergoing through a transition period faced increased turnover. However, with motivated managers the company’s turnover will be minimal. Another possible solution to addressing the issues related to change is training the managers and the employees on the need for change. Similarly, the company needs to train its managers on leadership and management development. Usually, a number of companies promote loyal staff members to administration positions without training them about management techniques and policies. The companies fail to recognise that management of employees is a very challenging task that requires trained and experienced individuals. As indicated in the case study, a number of the managers have not been exposed to the above topics because they were promoted into their positions based on their experiences rather than training. Therefore, training will be the best approach in ensuring that effective transitioning is experi