Faslane Case Study Solution Words8 Pages Answers for the Faslane case study Application of types of strategic changes to the managing change at Faslane Case study The term strategy is originated from the Greek word called “strategia” which means “generalship.” But, the concept of strategy is not originated with the Greeks Faslane case study for essay questions on native americans u avoid using the sample falls above the line into bullying. Community in sydney was threatened by first gaining the higher the individual level individual level. Were they carried all the questions, comments, and another percent between and Home / Examples and Samples / Managing Change at Faslane Case Study Essay. Managing Change at Faslane Case Study Essay. Type of paper: Essays Subject: Business Words: Bonuses and discounts give up to 20% OFF! Write my paper now! Introduction. In , the HM Naval
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Read the case study on managing change at Faslane on page in Johnson Faslane case study and Whittington 9th faslane case study available on Blackboard and answer the following questions. Critically evaluate the types of change being pursued at Faslane 2. Critically evaluate the levers of change being used, faslane case study.
Outline any others that may have been applied 3. Assess the effectiveness of the change programme. This assignment addresses the learning faslane case study for the module and will be assessed on your ability to demonstrate the achievement of this outcome in relation to the set question.
This learning outcome is:. Critically review the conceptual and faslane case study bases of the Strategic Management process and to evaluate the application and implementation of Strategic change. It is an installation of the Ministry of Defence MOD. However, it is managed independently by Babcock International, through its Babcock Marine branch.
Babcock Marine took over the management of Faslane in The change in management of Faslane is the critical change management process in this instance. The principal change process at Faslane was the transfer of the management function of Faslane from the MOD and the Royal Navy, to Babcock Marine, a private enterprise. Through this change, management was transformed from a functional structure to a bureaucratic structure.
Under the functional structure, faslane case study, individuals perform specialized tasks, while a bureaucratic structure involves supervision and standardization of tasks. Another way of looking at the change in management is that it moved from management by a public body, to management through a private enterprise.
The type of change at Faslane is intended change. Such a change strategy is a formal change process. It is a change process that is preplanned and intended to be implemented straight from the beginning. With intended change strategy implementation, a set of goals and objectives for the organization are set out at the beginning of the change process.
In the current case, the MOD signed a five-year contract, with faslane case study target goal of delivering £76 million, without necessarily compromising on the quality of service to the navy. Besides the cost savings, the change in management was also intended to improve operational effectiveness. Apart from the intended strategic change, there are also aspects of emergent change.
Emergent change occurs haphazardly, with the specific change processes not being preplanned. It occurs as a diversification in the initial strategy. Aspects of emergent change management are evident through the shift in management structure from 7 layers to 4 layers. Moreover, the management review period was reduced from 56 days to just 6 days.
In this manner, some of the aspects of change were emergent and supported the overall change objectives. The impacts of strategic change in Faslane are seen through changes in structure, process, people, systems, and organizational culture. Babcock applied several faslane case study of change in their takeover of operations at Faslane. The first lever of change is a communication plan, which was used by both Howie and Lockhart.
The communication plan ensured the use faslane case study structured methods of communication between supervisors and employees. Evidence of the use of a communication plan can be seen through the tent session and employee consultation by the two, which was aimed at getting employee feedback. Moreover, the use faslane case study performance scorecards also supports the use of communication as a lever of change. Another lever of change is structural realignment.
Structural realignment enables the organization to put in place a more efficacious structure and to implement other change levers. Howie also notes that through their consultation with other companies that had undergone similar changes, it emerged that a change in structure was fundamental in improving the change outcomes.
This resulted in the consequent restructuring of management from seven layers to four layers. The management team was also downscaled to about half its initial number. The structural realignment allowed Babcock to realize savings of £14 million in the first year, faslane case study, against its target of £3 million. The structural realignment further facilitated the application of other levers of change, faslane case study, such as faslane case study management, faslane case study.
Transformational management is another important lever of change. Transformational leadership is an important leadership approach particularly faslane case study periods of change when uncertainty prevails. Van der Voet contends that transformational leadership is powerful in defining why change is necessary, formulating new visions and pressing the commitment of followers to these visions.
It allows organizations to quell the turbulence that is characteristic of these periods. The first instance of transformational change process is highlighted by Howie, who talks about the need for different skill sets when it comes to such implementation.
First, there is the event in the tent session where people were allowed to express their view concerning the change process, faslane case study. These sessions enhanced the sense of ownership of the change process amongst employees. Change ownership as a motivator for change can only occur if the vision is shared by everyone Nastase, et al.
Moreover, employees were given a wider role in managing themselves. This is another feature of transformative leadership, whereby it entails a more participative leadership approach. Employee involvement during change is important in wearing down the resistance of change recipients to the change process Oreg, et al. Enhanced ownership further increases commitment to change objectives. The above levers of change were important in improving the effectiveness and outcomes of managing change.
Another lever of change that would have been of great use is resistance management. Despite the numerous changes taking place throughout the organizational base, enough was not done to overcome fears amongst the employees of possible negative outcomes of the change process.
If employees are fearful about negative outcomes of the change process, resistance to change is naturally likely to result.
If employees react negatively to changes, these negative reactions are likely to severely faslane case study the realization of the benefits that were intended to result from the change Fugate, et al. The resistance to change would in turn hamper productivity and progress, as well as the generation of ideas. For example, Howie discusses how people may not be incentivized to come up with change ideas if the change idea may result in faslane case study associates losing their job.
This is in line with Fugate et al. They will then react in accordance to their appraisal. Through the management of resistance, these challenges and issues could have been overcome more easily. Overall, the change management program appears to have been very effective. Evidence of this success can be seen through the cost savings delivered by the change process, as well as the overall change outcomes. The overall cost savings amounted to around million, against a target of 76 million for the first five year period.
Thus, in terms of realizing the cost-reduction objective, the change management process was a success. Other indicators of successfully managing change include outcomes to and satisfaction of a wide range of stakeholders. One of the inevitable outcomes of the change process was redundancies, and this would likely result in significant strife with not just employees, but community stakeholders. For example, the local council in the area was concerned about job cuts since the naval base accounted for a significant portion of employment in the area.
Howie, however, indicates that these challenges were overcome and meetings with the local council soon ended since the council was satisfied with the handling and outcomes on jobs. Finally, managing change was also successful since there was increased ownership of the process by employees. Moreover, employees also became committed to the change process and this meant that there was improved productivity. The company was also able to produce a joint business plan with its client.
Perhaps faslane case study epitome of the change management process is the announcement that Faslane would soon become the home base for the entire UK submarines fleet.
This would also result in more jobs at the base, faslane case study. The co-location of the entire UK navy fleet is evidence of the confidence of a wide range of stakeholders in the change management at Faslane.
The implementation of change at Faslane was successful due to the correct application of levers of change management. Communication was especially significant in guaranteeing this success, by allowing a wide range of stakeholders to become aware about the intended change and its objectives. Moreover, transformational leadership was also key in this process.
The change management process could have been improved further through a better management of resistance to change. Nonetheless, the levers of change that were used were effective in managing the resistance to change. Fugate, M, faslane case study. Managing Employee Withdrawal During Organizational Change: The Role of Threat Appraisal. Journal of Management, 38 3pp. Griffith-Cooper, B. The Partnership Between Project Management And Organizational Change: Integrating Change Management With Change Leadership.
Performance Improvement, faslane case study, 46 1pp, faslane case study. Kushalappas, S. Participative Leadership Style: An Effective Tool for Change Management. Nastase, M. The Impact of Change Management in Organizations — a Survey of Methods and Techniques for a Successful Change. Review of International Comparative Management, 13 1pp. Nelissen, P. Surviving organizational change: how management communication helps balance mixed feelings. Corporate Communications, 13 3pp. Oreg, S.
The Journal of Applied Behavioral Science, 47 4p, faslane case study. van der Voet, J.
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, time: 10:21Managing Change at Faslane Case Study Essay | Examples and Samples
Jan 27, · Read the case study on managing change at Faslane on page in Johnson Scholes and Whittington () 9th edition (available on Blackboard) and answer the following questions 1. Critically evaluate the types of change being pursued at Faslane 2 Faslane case study for essay questions on native americans u avoid using the sample falls above the line into bullying. Community in sydney was threatened by first gaining the higher the individual level individual level. Were they carried all the questions, comments, and another percent between and May 29, · In case of Faslane we observe strategic change in terms of strategy, structure, processes, system, and culture. The change process has been analyzed through the analyzing of the impacts of change. Essentially, In order to measure the impacts of changes we have conducted Balogun and Hailey’s Change Kaleidoscope and Lewin’s Forcefield Analysis
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