Implementing Strategy and Managing Change - Fire and Rescue Services in the United Kingdom - Case Study Example

Delivering Organizational Change xxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxx Fire and Rescue Services: UK xxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxx Name xxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxx Institution xxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxx Lecturer xxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxx Date Contents Contents 2 1.Managing Strategic Change 3 1.1.Introduction 3 1.2.The Process of Delivering Change within Organization 3 2.Existing best practice and implementation of strategic change management 4 2.1.Example of Best Practice: Rover group 6 3.Methods of monitoring change impacts 6 4.Conclusion 7 5.References 9 1. Managing Strategic Change 1.1. Introduction Strategic management involves all activities and ideas driven at harnessing human capacity to act in a different way so as to ensure that stipulated goals and objectives of an organization are achieved in the profit and non-profit organization (Murphy 2003, p. 70). Success in implementing change is at the discretion of the leaders, managers and those who work under them. The United Kingdom laws and policies markers have been trying to reach a consensus which will see UK Fire and Rescue Services being able to deal with other emergencies apart from those involving fire. The emergencies include those involving animal rescue, water rescue and road traffic collision. Other than the above mentioned emergencies, UK fire and rescue services are expected to involve themselves in other natural disasters to ensure health and safety of citizens. According to public and moral expectation, Fire and Rescue Service is expected to respond to all foreseeable eventualities regardless of whether or not there is presence of an appropriate legislation. However, some are not in agreement with this as they feel that this is an extra burden to them. Delivering change to ensure that all staff members embrace the idea of unconditionally serving the public in such an organization thus calls for a well organized change process (David 2000). 1.2. The Process of Delivering Change within Organization The first step in delivering change is conducting an evaluation of the possible sources of resistance and support so as to deal with them effectively. For this reason, an evaluation to identify the perception and views of staff members in UK fire and Rescue Services will be done. This evaluation will also determine the availability of resources and in change implementation. There are several changes which are needed for effective service delivery by UK Fire and Rescue Services. One of this is inclusion of community members in operations which has not been the case. This calls for evaluation of disasters facing the community and their view with regard to receiving assistant from UK Fire and Rescue Services. Mayor (2005) defines risks as uncertainties and likely occurrences that are likely to affect the successful completion of the change implementation goals. A clear mission and vision statement acts as guiding framework for change. It should be written down and communicated to all members of staff. The management should be committed to the statements since honesty is the only policy that would deliver change. This communication should be done to individuals to be effective. In order to bring everyone on board, training on new ways and methods of service delivery adopted by the company should be made the center piece. Staff members will also be placed in small groups of 6 through which discussions will be conducted. A monitoring system will be implemented to monitor the entire process. Lastly, an evaluation will be done after every 4 months and on annual basis to identify the effectiveness of applied methods. 2. Existing best practice and implementation of strategic change management In order to deliver change from the conventional services that are offered by the fire and rescue services in UK, it will be important to invest in communication and technology systems in obtaining relevant data. This will ensure that an interactive data management system is put in place which will enhance service delivery. Such a system when fully operational creates an interactive forum for all community members to share information on the services offered by the fire and rescue services department as well as assess the level of service delivered. It will make it possible for the fire department to share information with the partners in order to work well in a coordinated way in meeting all the requirements of the community. Such a move will lure the uncooperative staff of the fire and rescue department to understand the importance of getting involved in other services other in addition to fire and rescue services. In delivering change in fire and rescue services as a manager setting up reward schemes for the staff members in their teams and individually cannot be ignored (Zammit 2006). Team rewards and individual rewards motivate workers to give best results. This will set the peoples morale on motion. When change process has begun, close monitoring of the performance must be ensured to identify any negative change or reaction. Any resistance to change among staff members must be addressed in time. Since not every resistance would disrupt service delivery, the management should accept and thank staff who put forward useful criticism and objections. The management should make proper arrangement and ensure that the change agents are put in place before launching the change program. For any change to be successfully implemented, those leading it must support it fully. Support must originate from the top level management in order to achieve the expected outcome. Efforts to show staff members that the suggested change does not only present new challenges but also an opportunity to seized and fully maximized on should be made in Fire and Rescue Services. Effective leadership leads by example. Therefore, the manager must show his own commitment to change as an example to other members of staff and this will ensure effectiveness in exercising control (Mayor 2005). The management must develop a good working relationship with the government to be able to fully implement the change. The government is responsible for laying down the policy guidelines which must be implemented by managers of fire and rescue services on the ground. In terms of budget and resource allocation the manager must apply the resources that are available to the set priorities in an effective way. 2.1. Example of Best Practice: Rover group After a targeted replacement failed in 1992, Rover group experienced stagnation. The company later introduced new car models such as Rover 600 series to customer retention. More challenges emerged as new and existing companies developed new car models. Steep competition and economic crises saw the company income stagnate. Response The company took advantage of her human resource in recognizing the value of good leadership, effective communication and effective organizational culture. As a result, 3000 managers were trained on their leadership. The company also selected managers on the basis of their ability to contribute positively to the organization in bringing sustainable and effective solution to its crisis. In addition, programs such as New deal (new employment terms and conditions), Total quality and Rover Tomorrow were introduced, all aimed at assessing and introducing change in organizational culture, employee involvement and ddressing competitive threats (APQC 1999). 3. Methods of monitoring change impacts Monitoring is an integral part of the change process without which success would only remain a dream. An adaptive management cycle where monitoring is done shall be adapted in implementing change in Fire and Rescue Services in UK (Angelsen 2008). (Angelsen 2008) Workshops, interviews and questionnaires will be used as ground based measurements. Response of staff members to emergencies other than those stipulated in their job description will be used as a response indicator. Community views and the effectiveness of the team to deliver these services will be monitored by evaluating success rate as well as the number of staff members injured during the process. 4. Conclusion The management of fire and rescue services in UK can effectively implement strategic change if they remain focused. The process of delivering change cannot be ignored if this is to happen. This means that UK fire and rescue services’ managers and leaders will be required to practice good team leadership skills so as to guide all stakeholders through the process of evaluation, formulation of vision and mission, development of strategic goals, development of important activities and in owning up the vision and mission. Most important is the implementation of a working evaluation and monitoring system to ensure that the process is successful by addressing any issues arising before they interfere with the entire process. This way, success in implementing strategic change is assured. 5. References American productivity and Quality Center (APQC), 1999, Organizational change: managing the human side. Houston, Texas: American productivity and Quality Center (APQC). David, E 2000, How to manage organizational change, 2nd edition, London, Kogan page limited. Maylor, H 2005, Project Management, 3rd Edition, New York: Pearson Education. Murphy, M 2003, Managing strategic change: an executive overview. Carlisle Barracks: Department of command, leadership and management, U.S. Army War College. Angelsen, A (Ed) 2008, Moving ahead with REDD: issues, options and implications. Indonesia: CIFOR, Bogor. Zammit, K 2006, Senior management teams: Member roles and team effectiveness within large hospitality organizations. Melbourne: Victoria University (both). Read More