The paper "The Enterprising Change and Change Agency Process" is a wonderful example of an assignment on business. This section of the essay intends to produce a brief report undertaking a critique about the change agency process as discussed in the given mini case study ‘ Change at HM Base Clyde’ .Overview The HM Naval Base Clyde was formerly controlled by the Royal Navy and Ministry of Defence (MoD). By the year 2002, it was realized by MoD that there lays extensive requirement of lessening costs and enhancing operational effectiveness of naval bases. However, the MoD recognized that it would be difficult for them to implement changes in-house.
Correspondingly, in May 2002, the MoD entered into a five-year contract with Babcock, a private sector company, for embracing changes at the HM Naval Base Clyde. The prime intent of this initiative was to make substantial changes at the HM Naval Base Clyde. The Key Elements of John Howie’ s & Craig Lockhart’ s Change Initiative at HM Base Clyde and Their Relation to Appropriate Models/ Theories on Change Both John Howie and Craig Lockhart can be apparently observed to adopt diverse styles of change management.
In this regard, the change management style of Howie was noted to be consultative and coercive. Howie clearly understood that the management structure at HM Naval Base Clyde was extremely poor, which dramatically influenced the motivation level of the people working at the base. Besides, Howie also implemented a strict documentation process in order to track every minute detail regarding the change. Significant considerations were placed on the review of the change process. Contextually, 14 days review period was determined in order to review the change management process and measure the effectiveness of the same (Johnson & Scholes, n.d. ). On the other hand, Craig Lockhart, the successor of John Howie, can be seen to remain different from Howie in terms of change management style.
In this regard, the change management style of Lockhart was observed to be more collaborative. Justifiably, Lockhart made greater use of performance measurement techniques such as a performance scorecard to measure output. Moreover, Lockhart strongly focused on generating effective business plans. Correspondingly, Lockhart made the team leaders as well as the operational departments accountable to create their own plans accordingly.
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