The Forestry Commission of Great Britain - Essay Example

Forestry Commission Case Study The Forestry Commission of Great Britain (FC) needed to change their focus from traditional economic role of forestry, which involved strategies to produce timber and to provide jobs for rural residents, to a more "service-led" role to meet the needs of the community. The FC needed to make extreme changes in order to provide a variety of offerings that can be used by a very diverse public. (McCann, 2003, p.948.) The group was very homogenous as the organizational structure was centralized and hierarchical. Standard procedures and routines from the center were used in decision making. The isolated rural of England, Scotland, and Wales consisted of three thousand employees made it even more difficult to integrate changes. (McCann, 2003, p. 948.) The leaders in charge had been accustomed to doing things the old way. Some realized that in order to implement change and to train their workforce, they had to change themselves. This was necessary in order to create teamwork instead of orders coming down from up top without the involvement of others. (McCann, 2003, p. 948.) The author reports that a manager in Forest District B stated that he realized that in order to create an environment that was team-based, he had to change himself. (McCann, 2003, p. 950.) Consultants helped managers analyze their own attitudes and behaviors. It was believed that at every level, the organizational culture was one of blame and that managers and their workforce would point the finger at everyone else. Leadership events were coordinated to help all transition from the old way of doing things to the new way. Regardless of these efforts, some managerial still refused to change and some even quit. Fifteen selected to retire early and some managers were moved to other posts. (McCann, 2003, p. 948.) Due to the company's extremely hierarchical system, some were skeptical and even reluctant to change. Although the change process was gentle, team members still feel that despite the new district team approach, the entire company is still under the old way. They feel that although they are encouraged to voice their opinion but even so, people are afraid to really say what they think due to fear of the consequences. So they believe that although their district has made some changes, the overall company is still under the old system so there is much skepticism and lack of trust and belief. (McCann, 2003, p. 950.) Resistance to change was also due to low morale and the feeling of hopelessness; like the efforts would be worthless. Although the organization had already shown that it could make changes and deal with them, a problem seemed to be that they were all "changed out". They felt that more and more changes were being imposed on them and that the only solution is that things remain the same and no more changes. (McCann, 2003, p. 949.) Management had the capability to implement change by helping the staff members to grab the initiative instead of having, or feeling, change imposed on them. They had access to consultants to help them do their jobs in implementing, training, and monitoring the changes. They could help people look outwardly at the organization instead of what they are used to doing-looking inwardly. Management also implemented Connect workshop events which allowed group discussions to work through difficult issues that directly affect their workplace. Connect workshops allowed the senior staff to converse with staff directly. (McCann, 2003, p. 948.) These group discussions to come up with solutions helped to reduce the blaming question of "why don't they fix it" Rapid changes were mostly seen in the work culture when this strategy was used. The Connect events were voluntary and it was up to each district whether or not they wanted to participate. (McCann, 2003, p. 947.) The author states on page 948 of his writing that, "The workshops provided a safe environment in which the participants could explore why some of the traditional behaviours were no longer appropriate and to consider what they needed to do differently in the future." The management gave the employees a voice by allowing them to vote on the best way to, as McCann (p. 953) reports, "tackle unification". Two-way communication via one-on-one sessions was also employed and much effort was taken to communicate with the employees about everything that was going on, there were still mixed feelings. McCann (p. 953) explains further: "Some found the one-on-one session useful as they helped to decrease anxieties pertaining to the new wage structure. However, others expressed frustration from feeling inadequately informed about how unification would be implemented and how it would affect them. Some were cynical about the process: one employee said, "I voted for it, not that it would have mattered-it had been decided already.'" Three years after it was decided to deal with the issue of unification (the decision was done via the voting of eligible staff), the revised unification structure became effective in July 2000. Most thought that of unification positively; however, regardless of all the effort involved, there were still mixed views on the topic of unification and the implementation of the new corporate structure. They felt that although they voted for it, that their vote really did not matter. Therefore, it is obvious that there is still much work ahead. (McCann, 2003, p. 953.) It has been known for quite some time that businesses should put customers first. Now it is apparent that in order to make customers a top priority, staff must be valued as top priorities also. Bugdacigil (2000) reports, "It is no longer a clich to say that people are the most important asset of an organizationPeople are the causal force. Nothing happens without people." Taylor & Thackwray, (1996:1), as cited in Scutt (1998) stated that, "Investment in equipment depreciates whilst investment in people appreciates". As this quote points out, investing in people will deliver a huge return. Having a framework, policies, and guidelines to follow is the most important thing that managers can do in assessing a company's performance. However, the framework is kept open and flexible so that organisations can adjust and customize to meet its needs. A good manager is also a good leader. In order to be an effective manager and leader one must be able to influence others to willingly do things with quality and standard that is above average and above the norm. A good manager is one who sets the example for others. He or she must be do what he or she expects of others and be able to do it even better and more willingly. An effective manager is both a follower and a leader and he or she should be able to direct the behaviour of his or her staff in order to accomplish the objectives of the company or business. The roles of a good manager also include helping people to be committed to achieving organizational goals and encouraging constructive change that is necessary. Effective managers need to be creative in order to provide motivation and passion to the team that he or she is building. When managing staff, it is necessary to not only develop the individual but also to create individuals who work as a team. Each person brings in his or her talents, skills, and knowledge. By creatively organizing, leading, and managing a good manager can match an individual's assets with jobs and responsibilities. Then it is possible to help individuals work as a team. An effective manager must behave ethically and follow standards of business ethics and conduct. Business ethics are the rules and principles within a commercial context; the various moral or ethical problems that can arise in a business setting; and any special duties or obligations that apply to persons who are engaged in commerce. Those behaving ethically ask themselves, "Is the conduct ethically right or wrong" (wikipedia.org, n.d.) Consultants used future culture webs to better see the goals, roles, responsibilities, and benefits of change. Facilitators used these cultural webs to encourage managers to debate. Some managers felt that these webs were very helpful and encouraged thinking, innovation, and inspiration. They felt that it was clear how everyone really had the same goals. However, some felt that the webs can be interpreted differently and that what may be considered as strength in management can be viewed as controlling and bullying from those who were lower on the totem pole. (McCann, 2003, p. 952.) Surveys were used in order to determine the best strategies and steps to take. Senior management studied the survey results and determined that the best way was to enhance leadership skills. 250 senior and middle managers from various departments were selected for the leadership program. A steering group was selected and a Change Manager was selected to oversee the group. An external group conducted the training. A group of consultants assisted the managers in becoming aware of changes in their workplace and how people responded to them. They also helped managers to look for emotional responses that might lead to resistance in change. McCann (p. 958) explains leadership events further: "They were also designed to help managers to reflect on their own responsibilities for leading and supporting people through change and to develop a better understanding of how their own leadership behaviour impacted upon their staff. The events also provided managers with tools and techniques for leading change." Although much has been accomplished, there is still lack of trust as much has happened. As the author quotes from the FDM report (p. 957): "You can't put a lot of pressure on them (staff) to conform to the new culture, or force them to go on the coursesyou've got to prove that the trust worksit doesn't happen overnightpeople who have been doing a job for 20 years are not going to change their minds because they have been to a meeting." Feedback from the leadership events and CONNECT workshops revealed that there needs to be more trust, clearer leadership, better management of people, improved performance management, and better communication. There was skepticism about the new culture, some reported. In handling what was discovered through the feedback, certain managers were assigned to target key areas. (McCann, 2003, p. 957.) Once participants began to understand change and its impact on people and what roles they need to play in order to help lead positive changes, then they are encouraged to decide what behaviors they need to change. Information, situations, scenarios, and ideas are presented. The company allows the managers and workforce to make their own decisions. A result of this has been less talk of cultural changes and more action in changing real behavior. Now there have been tremendous changes externally and internally. The forests of today do not resemble the forests of yesteryear at all. In the 1960s and 1970s, there was such a growth in the demand for timber. Mechanisation allowed harvesting of timber to easier and more productive as marketing increased. However, in the 1970s the trend of conservation became popular and people started to take notice of the environment. Changes in legislature gave people the right to go into the woods and enjoy the offerings of nature. (McCann, 2003, p. 961.) As stated earlier, the forests of today are quite different than they once were. Mixed woodlands sit next to car parking lots and picnic areas that are well marked with signs, trails (for jogging, cycling, and nature walks) are clearly mapped. This was developed to meet the needs of both the people and the environment as the public was concerned about the over-harvesting of the forests and had social needs. (McCann, 2003, p. 959.) In conclusion, it is not so easy to picture the changes that need to be made and even harder to grasp those changes and put them into action. All members have to understand that change is inevitable and something that cannot be stopped. However, it is upon the leaders to set into place these changes and to encourage all to understand, give their input, see their roles and responsibilities, and to oversee that these changes are positively in place. Cultural change cannot be accomplished without the support and help of all those involved. They must believe in it and see the benefits. They must have an active role in the change process. It is up to the leaders (along with the assistance of consultants and other professionals) to make sure that the proper strategies are implemented, enforced, and maintained. By incorporating the ideas, suggestions, and input of all, teamwork is the best way to make changes. Feedback allows for the "tweaking" and improvement of areas that need to be worked on and allows all departments to have their wants and needs to known and met as best as possible. Each individual and departments bring in their own skills, perspectives, and resources. It is the ability of group leaders and individuals to recognize these differences and adopt theories that will encourage the individuality of each person to work with the goals of the group in order to find a "happy medium". It is, however, the overall responsibility of the leaders to develop good, healthy relationships with the staff members and to help them grasp change and form their own ideas and determine what change behaviors they need to make. This involves building up the group and conducting maintenance activities. Constant interaction, monitoring, and feedback allows for adjustments to be made in order to fine tune. Leaders must gain the knowledge and training that is necessary in order to perform their job. This is the way to best develop a team and create a win-win situation for the organization, the staff members, and the public. Bibliography Bugdacigil, T. (November 14, 2000). The HR Star. (pp. 1-2). Available: http://www.amazon.com/gp/product/156052488X/104-7626281-2381516v=glance&n=283155 (22 April 2008) Kotelnikov, V. 2008. Traditional Management Model. Pastemack, B. and Viscio, A. Available: http://ventures.powweb.com/business_guide/mgmt_traditional-model.html (18 April 2008) McCann, A. 2003.The Forest Commission: cultural change to deliver a new strategy. 948-963. University of Strathclyde Graduate School of Business: Heeraman, Sigurdardottir, and Weber. Scutt, F. (1998). Investors in People: Can it be utilized effectively in Rolls Royce. Nottingham Trent University. Taylor & Thackwray, (1996:1). Wikipedia.org (n.d.). Available: http://www.google.com.mx/searchhl=es&lr=&defl=en&q=define:Business+ethics&sa=X&oi=glossary_definition&ct=title (19 April 2008) Read More