Essays on The Enterprising Change and Change Agency Process Assignment

Download full paperFile format: .doc, available for editing

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.    

References

Ajmal, S. & et. al., 2013. Role of Leadership in Change Management Process. Abasyn Journal of Social Sciences, Vol. 5, No. 2, pp. 111-124.

Bourda, F. M., 2013. Change Management Theories and Methodologies. White Paper, pp. 1-16.

Bovey, W. H. & Hede, A., 2001. Resistance to Organisational Change. The Role of Cognitive and Affective Processes. Leadership & Organisational Journal, Vol. 22, No. 28, pp. 372-382.

Chew, M. M. M. & et. al., 2006. Managers’ Role in Implementing Organizational Change: Case of the Restaurant Industry in Melbourne. Journal of Global Business and Technology, Vol. 2, No. 1, pp. 58-67.

Dobrica Savic, 2012. Steve Jobs — Inspiration for Innovation and Quality. People. [Online] Available at: http://www.dobrica.savic.ca/pubs/Steve-Jobs.pdf [Accessed July 05, 2014].

Elving, W. J. L., 2006. The Role of Communication in Organisational Change. Corporate Communications: An International Journal, Vol. 10, No. 2, pp. 129-138.

Gallo, C., 2011. The Innovation Secrets of Steve Jobs. EBSCO Publishing Inc, pp. 1-9.

JRS Global Group, 2011. Leadership: Managing Change. Learning and Innovation. [Online] Available at: http://www.mindresources.net/web/institutejournal5/Article4.pdf [Accessed July 05, 2014].

June Kaminski, No Date. Learning Activity 1: The Change Process and Lewin's Theory. Force Field Analysis. [Online] Available at: http://www.nursing-informatics.com/N4111/LA1.html [Accessed July 05, 2014].

Johnson & Scholes, No Date. Change at HM Base Clyde. Adapted from Exploring Corporate Strategy, pp. 1-5.

Kurian, S., No Date. Steve Jobs: A Leader Who Defied The Rule Book. Working Paper Series, pp. 1-14.

Kutsar, V. & et. al., 2014. Leadership Analysis Using Management Tools: Steve Jobs. American International Journal of Contemporary Research, Vol. 4, No. 2, pp. 125-130.

Kotter, J. P., 1995. Leading Change: Why Transformation Efforts Fail. Harvard Business Review, pp. 59-67.

Kotter, J. P., 2012. Leading Change. Harvard Business Review Press, pp. 1-187.

Lorsch, J., 2008. A Contingency Theory of Leadership. Harvard University, pp. 1-32.

Nikolaou, I. & et. al., 2007. Selecting Change Agents: Exploring Traits and Skills in a Simulated

Environment. Journal of Change Management, Vol. 7, No. 3-4, pp. 291-313.

Petrescu, D. R., & et. al., No Date. Organizational Change Process – Steps to a Successful Change. University of Craiova, pp. 1-6.

Samson,D. & Bevington, T., 2012. Implementing Strategic Change: Managing Processes and Interfaces to Develop a Highly Productive Organization. Kogan Page Publishers.

Sarayreh, B. H. & et. al., 2013. Comparative Study: The Kurt Lewin of Change Management. International Journal of Computer and Information Technology, Vol. 02, Iss. 01, pp. 1-629.

Vroom, V. H. & et. al., 2007. The Role of the Situation in Leadership. American Psychologist, Vol. 62, No. 1, pp. 17-24.

Download full paperFile format: .doc, available for editing
Contact Us