Management and Implementation of Strategic Change - Example

Management and Implementation of Strategic Change Name: Course: Tutor: Date: Executive Summary Fire and rescue services are charged with the responsibility of not only preventing fire and fire related injuries and deaths but also with the responsibility of rescue and prevention of other hazards. Therefore, it is sometimes necessary that these authorities discharge duties outside their outlined duties and sometimes outside their jurisdiction. This implies that organisations sometimes make structural changes to adapt to the various forms of emergencies that arise in their line of work. Introduction Strategic change refers to organisational change with respect to the organisation’s vision, mission, or objectives, and the strategy adopted to achieve the predetermined change. Strategic change can therefore be defined as a difference in quality, form, or state over time as a result of an organisation’s alignment with its external environment (Sekhar, 2009, p. 75). One significant goal of management of strategic change is the alignment of people and culture with the organisation’s strategic shift so as to overcome change resistance among employees (Marshall, 2007, p. 1). Aim The aim of this report is to review the literature on strategic management of change and to assess the process of delivering change. The report aims at critically evaluating the existing best practices and recommend ways in which the impact of change can be monitored upon implementation of strategic change over a predetermined timeframe for an Integrated Risk Management Plan. Fire and Rescue Services Act 2004 This Act was implemented with an aim to make provisions to Fire and Rescue Services and outline their roles. The Fire and Rescue Services Act 2004 outlines the core duties to be executed by Fire and Rescue Authorities as follows: fire safety, fire fighting, road traffic accidents and emergencies (Fire and Rescue Services Act 2004, p. 5). Process of Delivering Change within Organisations There are numerous models available to facilitate change management. One such model is the Kotter’s model developed to address the various processes linked to organisational change (Adelaide University, p. 4). According to this model, there are eight stages to organisational change: Establishing a sense of urgency to aid employees understand the need for change. This stage also evaluates the environment and ascertains the risks involved therein. Creating the guiding framework, this is done through team building and assembly of an influential group capable of influencing change. Creating a vision and Strategy by elaborating where the organisation is headed and how this is to be achieved. Communicating the change vision to stakeholders by ensuring they clearly understand the concept behind the organisation’s vision. Empowering Broad-Based Action: The aim of this stage is to eliminate any obstacle tat might impede the vision to realise the predetermined change. Generating short term gains by creating unambiguous but visible successes as soon as possible. Consolidating gains and generating more change by building on to change and gains already realised; Developing new approaches to new culture by creating new ways of behaving, and by ensuring that they successfully become part of the organisation’s culture (Adelaide University, p. 7-8). Reviewing the Process of Managing Strategic Change The process of managing strategic change is usually accomplished by resistance to change. One of the key reasons behind resistance to change is discontent among employees with respect to the new ways of doing things. Another area that leads to change resistance is the uncertainty associated with change. Lack of appropriate resources necessary to facilitate change and failure by management to communicate change initiatives to all the stakeholders is also a major contributor to change resistance within the organisation (Slocum & Hellriegel, 2007, p. 473). It is therefore important for managers to inspire a common vision and give a clear guideline on how this vision is to be achieved. Additionally, there is need to empower those involved in developing and implementing change through empowerment and strategies such as team building (Graetz, 2000, p. 1). The Existing Best Practice and Implementation of Strategic Change Management For a successful change programme, best practices have to be taken into account. This should include education and creating awareness to those at lower levels by giving them reasons behind the change to be implemented and the benefits accruing from the process (Hussey, 2000, p. 109). It is important that those affected by the change process be involved in its implementation as this makes them feel appreciated and empowered hence acceptance to change. Dialogue should be allowed where possible; however, this should be cautiously done. This stage particularly involves the organisation’s staff (Hobeche, 2006, p. 171). Assessment and review methods of monitoring impacts upon the implementation of change management and example of best practices Factors that could foster success in the implementation stage include the processes to ascertain whether predetermined changes. In this case, the goals behind the Integrated Risk Management Plan should actually have been achieved in line with the expectations of various stakeholders. Another factor regards assessment of timelines and key performance indicators. This factor aims at ascertaining whether implementation is being executed successfully within the timeframe accorded (Smit, 2000, p. 1995). On best practices, a typical example can be drawn from the merger between SmithKline Beecham and GlaxoWellcome, both pharmaceutical companies. Based on this merger, radical organisational change was necessary; the merger implied that the old merger had to be restructured radically. However, the restructuring process went beyond just that, as it entailed reassessment of the current staff and organisational structure at both the corporate and sector level. Top management employed substantial effort and time to incorporate a new culture. New techniques to measure and reward individual performance were introduced by the initiative. Management at the same time worked hand-in-hand saving the best in each group. For example the more street smart and market oriented consumer health care people were persuaded to cross fertilise with their pharma colleagues. The company therefore made an effort to execute its best practices in terms of performance, integrity, innovation, people, and the consumer (Bauman, Jackson, and, Lawrence, 1997, p. 302; Batizo-Lazo, p. 11). Conclusion Execution of a strategic change is accomplished by myriad challenges, key among them being resistance to change. It is therefore essential that any change to be implemented should take into account all stakeholders affected, specifically staff and the end user. The significance of these changes is even amplified when they are aimed at mitigating and preventing injuries and loss of human life. It is therefore essential that proper management in strategic change be put in place if any measure of success is to be achieved in this respect. Reference List Adelaide University, “Leading Change Transition and Information,” Available from http://www.adelaide.edu.au (1st February 2011). Batiz-Lazo, B, n.d. “GSK - A Merger Too Far”? Available from 129.3.20.41/eps/get/papers/0405/0405003.pdf – (5th February, 2011) Baumann, R. Jackson, P. & Lawrence, J. 1997. From promise to performance: a journey of transformation at SmithKline Beecham. Harvard Business Publishers Fiona, G. 2000, “Strategic change leadership,” Management Decision Fire and Rescue Services Act (Chapter 21) 2004 Hobeche, L, 2006, Understanding Change: Theory, Implementation and Success, Butterworth-Heinemann publishers, Jordan Hill, Oxford Hussey, 2009, How to Manage Organisational Change, Kogan Publishers, Pentonville Road London Marshall, S, 2007, Strategic leadership of change in higher education: what is new?, Taylor & Francis, Madison Avenue, New York Murphy, R, 2003, “Managing Strategic Change: An Executive Overview,” Department of Command, Leadership, and Management, Carlisle Barracks Sekhar, G, 2009, Business Policy and Strategic Management, I. K. International Pvt Ltd, Uphaar Cinema Market. Slocum, D, and Hellriegel, J, 2007, Organizational behaviour, Cengage Learning, New York. Smit, J, 2000, Strategy Implementation: Readings, Juta and Company Limited, Lansdowne. Read More