1

LONDON COLLEGE OF ACCOUNTANCY AND MANAGEMENT

Programme: BTEC Extended Diploma in Strategic Management & Leadership Level 7

Assignment Title: Student Name: Student ID: Date Issued: Final Submission Date:

Strategic change Management (Unit-3) Malik K.S Awan LCMA/PB/10439 01 October 2010 10 December 2010

MODULE TUTOR: Sabir Hussain Jafari sabirhussainjafari@hotmail.com

Table of contents

No P1 P2 P3

Topics Pages no Compare and contrast at least three established models of change management Associate the examples of some organisations with the selected models Assess the value of using strategic intervention techniques in these organisation

P4 P5 P6

Examine the need for strategic change in the selected organisations Assess the factors/ drivers that are driving the need for strategic change the selected organisations Assess the financial, human and physical implementations of the organisations not responding to strategic change

P7 P8

Develop appropriate and workable system to involve stakeholders the organisation in the planning of change Develop an appropriate change management strategy for the

organisation with the involvement of its stakeholders P9 Evaluate the systems used to involve stakeholders in the planning of change management strategy P10 Create a workable and appropriate strategy for managing resistance to change in their selected organisation P11 Develop appropriate models for ongoing change in their selected organisation P12 Make plan to implement a models for change in the selected organisation considering its internal and external circumstances P13 Develop practical, workable and appropriate measures to monitor progress the change management model References

P01: Compare and contrast at least three established models of change management Introduction of three models John P.Kotter's eight step change method; first three steps focus on de-freezing the organisation; the next three make the change happen, and the last step re-freezing. 1. Increase urgency - inspire people to move. 2. Build the guiding team - get the right people in place. 3. Get the vision right - get the team to establish a simple vision and strategy, communicate the essentials, respond to people's needs. 4. Empower action - Remove obstacles, reward and recognise progress and achievements. 5. Create short-term wins - Set aims that are easy to achieve, finish current stages before starting new ones. 6. Don't let up - Encourage ongoing progress reporting - highlight achieved and future milestones. 7. Make change stick - Reinforce the value of successful change via recruitment, promotion, development of leadership. Kurt Lewis model. Kurt Lewiss change management model is existing three stages, unfreezing, change and refreezing. Unfreeze
y y y y

Understand that change is necessary Getting ready to move comfortable zone Motivate the employee with reward or punishment use Stakeholder Analysis and Stakeholder Management to identify and win the support of key Remain open to employee concerns and address in terms of the need to change

Change
y

Aware that change is not a even, but involve people in the process

Support the employee with training, coaching and expecting mistakes

Refreeze
y y

Establishing stability People from new relationships and become comfortable with their routine

ADKAR Model ADKARs change management model can help us to plan effectively for a new change. Here are the five elements of ADKAR. 1. Awareness why change is need 2. Desire to make the change happen 3. Knowledge about how to change it 4. Ability to implement new skills and behaviours 5. Reinforcement to retain the change once it has made

ADKAR Model and how it is used in prosci s book ADKAR: A Model for change in Business, Government and our community

Comparisons among above mention models: 1. Awareness of the business reasons for need to change from ADKAR model ;

John P.Kotter first step increase urgency; inspire people to move, make objectives real and relevant; and Kurt Lewiss first step, understand that change is necessary and getting ready to move comfortable zone. 2. Desire to make the change happen from ADKAR model; John P.Kotter first

step get the team to establish a simple vision and strategy, focus on emotional and creative aspects necessary to drive service and efficiency; and Kruit Lewis second step; change is not a even, but involve people in the process. 3. Knowledge about how to change is the goal of training and coaching from

ADKAR model; and step 3 and 4 from John P.Kotter model; get the team to establish a simple vision and strategy and focus on emotional and creative aspects necessary to drive service and efficiency; involve as many people as possible, communicate the essentials, simply, and to appeal and respond to people's needs. De-clutter communications - make technology work for you rather than against. 4. Ability to implement new skills and behaviours from ADKAR model; and step 5

from John P.Kotter model, remove obstacles, enable constructive feedback and lots of support from leaders - reward and recognise progress and achievements; and step 2 from Kurt Lewis, support the employee with training, coaching and expecting mistakes and provide plenty of option for employee involvement. 5. Reinforcement to retain the change once it has made; and step 8 from John

P.Kotters model; reinforce the value of successful change via recruitment, promotion, development of leadership. Contrasts among above mention models:

1.

Awareness change to need from ADKAR model; John P.Kotter second step

increase urgency by force; and Kurt Lewiss first step, understand whats we need to change. 2. 3. 4. Desire to participate for objectives from ADKAR model; John P.Kotter first Knowledge support the employee by training and coaching from ADKAR Reinforce to retain the change once it has done from ADKAR model; and third step establish teamwork; and Kruit Lewis second step; preparing ourselves. model; and step 3 from John P.Kotter model; a simple clear vision and strategy. step from Kurt Lewis model that establishing stability.

P02: Associate the examples of some organisations with the selected models above: First case study British Petroleum London-based BP is the third largest global energy company, BP reported revenues of $367.1 billion in 2008. Associate examples of BP are as under: y BP used e-learning and IT processes

BP emphasis on team building to engaged, employees must understand the case for change.

Celebrating success, recognizing achievement and making people feel good about the business.

Second case study TfL Transport for London (TfL) manages Londons buses, the London Underground, the Docklands Light Railway and London Trams, London River Services, Victoria Coach Station and Londons Transport Museum, a 580km network of main roads. Associate examples of Tfl are as under:
y y y y

Establishing strong IT department Provide early visibility and clarity of TfLs supplier diversity requirements Develop a mutually supportive and auditable action plans to close gaps Provide a process and toolkit which can be applied to contracts and suppliers in different categories Provide a process and toolkit which can be applied to contracts and suppliers in different categories

Third case study Marks & Spencer World wide Marks and Spencer is one of the best known high street retailers in the UK. Associate examples of M&S are as under: y y M&S build on success in foods; and develop of home and beauty. M&S Project 2020 is indeed an ambitious vision. A transformation programme designed to deliver a step change in how the company services customer needs and operates. y M&S Clear communication is a key area," Dodge emphasises. "Employees invariably know what is going on, so you have to be honest and straight with people and explain what is happening and why.

M&S understand different cultural people, and keep the food and cloths regarding local customer requirements.

P03: Assess the value of using strategic intervention techniques in these organisation:We can access the using of following strategic interventions in these organisations. 1. Teambuilding consensus and conflict Teams exists to get results. No matter

how committed a team is there will be times when conflicts, disagreement, differences of opinion and even willings to compromise will arise.

2.

Game play

Game theory is complex and extensive science. Everyone is

trying to achieve some kind of payoff or benefit; organisation and stakeholders are its own payoff 3. Contingency Theory is a class of behavioural theory that there is

not best way to organize a corporation, to lead a company, or to make decisions, instead, the optional course of action in contingency upon the internal and external situation. 4. Autocratic versus participative styles The Autocratic leadership style is

mostly linked to a military style, where the commander gives orders and the troops follow. In the participative leadership style, managers encourage groups members to participate in the business decisions. 5. Reactive and proactive The reactive organisation is non-profit is continually

fundraising and then spending whatever funds are obtain. The proactive organisation sets a fund, targets and raising funds until the target hit. 6. Creating synergy As a facilitator, how can you help create synergy in the

group you are supervising? A synergetic atmosphere mostly depends on how you effectively guide and manage the group. 7. Human Process interventions Human process interventions particularly

helpful during change projects in organisations where there is some combination of the following: many new employees, different cultures working together, conflicts, low morale, high turnover, ineffective teams, etc. 8. Techno structural interventions Techno-structural interventions

particularly helpful in quality production process. 9. Human Resources Interventions The Human Department as a strictly

administrative. Train Human Resources employees are those persons who could improve the company profit.

10

10.

Organisational and external Environment

Administrative/legal, technical,

political, social and cultural contexts, the demand and needs of external clients and stakeholders and relations with other permanent institutions.

P04: Examine the need for strategic change in the selected organisations? These organisation needs to apply these strategic changes for their better performance. 1. Change in market in change market company give benefits to the customers

by improving the qualities and reducing the prices.

11

2.

Economic downturn

Here organisations must have focus on financial

performance; including in cash flow, earnings, cost reduction and capital. 3. Change in global market In change in global market; the organizations build

up their set up abroad; independently or with collaboration with another company. 4. Customer expectations Successful fulfilment of a customer's order is about

meeting their expectations in terms of delivering the product on time and keeping them informed of any unforeseen delays. 5. Competitive edge Organisation need information about customers demand;

try to implement quality and new products and take competitive edge against organisation competitor. 6. Budget pressure To avoid from budget pressure you must keep your

financial record update and use a cash flow bitterly. 7. Legislation The government existing law and changing law externally effect

the organisation. 8. Demographic Segmenting a population into demographics allows

companies to assess the size of a potential market and also to see whether its products and services are reaching that company's most important consumers. 9. Merger and Acquisition The different organisations merge for better capture

growth, more cash, lower costs, smoothing system and better ways of working. 10. Acquisition By acquisition the organisation recognizes cost, including

marketing and incentives to introduce new customers to the companys product and services. 11. Rightsizing Identify areas of the business where reductions are most

appropriate e.g staff, unproductive department, useless equipment and cost savings. 12. Change in Mission Change organizations mission accordingly to new

requirement.

12

13.

Restructuring operations Organisation where restructuring operations is

more important either whole system need to restructuring operations or some parts like restructuring operations only for workforce, production, cost or strategy. 14. New Technologies New technology can create vast changes to the and these changes may influence the employee skills.

organisation. Technology can change the production process or the working conditions;

15.

Major collaborations

Organisations build collaboration for saving

the costs or competitive edge with another alliances. 16. TQM Total Quality Management (TQM) is an approach that seeks to improve

quality and performance which will meet or exceed customer expectations. 17. Re-engineering Business process reengineering (often referred to by the

acronym BPR) is the main way in which organisations become more efficient and modernize.

P05: Assess the factors/ drivers that are driving the need for strategic change the selected organisations? Following factors may be affected the strategic change of these organisations. 1. Economic Factor a. Demand and supply: The demand is the will and ability of

consumers to purchase and the supply is the ability of the organization to provide for the demand of consumers.

13

b.

Money and Banking:

Money in circulation dictates the paying

power or rather the demand of the consumers and the banking facility dictates the borrowing capacity of individuals as well as the business. c. Economic growth and development: Among all the economic factors affecting business environment, development is the most important one, as the business has to cater to the demand of an economically dynamic society. d. Income and employment: The per capita income and employment demand of the rate of wages and also the purchasing power of the people. e. Trade Cycles: Trade cycles are related to the costs of goods and commodities in an economy. 2. Political Factor In political factor the government change the prices of

daily uses, tax policy, labour law, environmental law, political stability or un-stability and trade restrictions are affected the organisations objectives or goals. 3. Environment Factor a. b. The environmental factors can be distributed in to two: They are within the organisation. They are not under the control of the

Internal environment factor: External environmental factor:

organisation like social environment, political conditions, suppliers, competitors of the company, government and natural disasters. 4. Financial Pressure The organisation face the financial pressure on the

following: y y y y y Profitability ratios; low profitable margin or high profitable margin. Cash flow how much cash we have or it is inside the market. Fixed costs and variable costs Changing of shareholders capital Employee credibility (experienced, qualified, intelligent, skilled)

14

Solvency or insolvency; solvency is better for financial and insolvency is undergoing bankruptcy

5.

New Market Organization launching new product in the market to get a better

profit edge against his competitor.

P06: Assess the financial, human and physical implications of the organisations not responding to strategic change? These organizations can assess the following financial, human and physical implications that are not responding to strategic change. Human Resources When organization try to implement new restructuring strategy to change in traditional skill and training, the organization face that its many employees regard quite negatively; and the staff are enable to learn it. The organization has also face problem to interview cost and cost of hiring employees from job center organization

15

and after that if the organization is not too productive its needs to rightsizing of the staff that may be to cause of redundancies expanses. Some time not responding to implement when you change in senior management level. Physical resources Physical resources are also not responding to implication of strategy; when we need to change the equipment with new equipment; because the old equipment is not working properly or slowing the production progress; and staff using vehicles and delivery vehicles to supply its products into the market and we change the building for its demographic location to easy access in to market. Financial Resources The organization look that they have enough fund for staff training and skills to improve their ability and get better production results. At the same time organization company would be receiving earnest gritty stuff about how staff reductions would be cause of redundancy cost; and when we relocate from one building or area to another building or area; some time organization need to refurbishment of building ie, painting, changing of furniture or carpets, using of new computers instead of old computers for save the maximum times. All of the above costs sometime the organization not responding or delaying it to implement due to its heavy cost. P07: Develop appropriate and workable system to involve stakeholders the organisation in the planning of change? The organizations develop the following workable system to involved stakeholders in the planning of change. 1. Stake holders Analysis: Shareholders look for; high profits and high

dividend; Employees look for high pay and Job security; Customers look for low prices and quality of the products; Suppliers look for a fair prices; Creditors look for prompt payment and Government looks for compliance with laws and regulations 2. System Modelling: The system models are necessary to:

16

a. b. c.

Know the stakeholders and the purposes. Identify the boundaries around the situation. Identify the main features or behaviour of the specific system of interest.

3.

System and Sub-system: Each component are sub-systems; all stakeholder

are sub-systems; for example London tfl map is system and security, signal, automatic announcement are sub-system. 4. Input/output transformation: Input a way where we spend money; ie over

supplier, labour, rent, equipment. Output is the plan, price, quality and more efficiency to get good money. 5. Multiple causes diagrams: In this way we try to get maximum

agreement and minimum conflict. 6. Tropic factors: Like sum come one a year on top and down. Some

people are like a waves and nothing useful for us and we do not care about those people factor. 7. Configuration: In change management all stakeholders are configuration

and all these are working together. Configuration management is a complex undertaking, embracing a number of disciplines. The process requires a range of skills and knowledge sets, and should be planned as every other major project. 8. Divergence and convergence: Divergence means that all stakeholders go

to different way and convergence means that all stakeholders compromise or agree on one point. 9. Functional and divisional structure: Employee working with a specific job

with a functional structure and divisional structure like: product department, marketing department and geographical structure. Products are a or b or c,: market: how to sell and geographic; organisation in different area of the world.

17

10.

Culture web: There

are

different

levels

of

management:

executive

management to middle management to operational management; in organisation all levels are work as a web culturing system. 11. Image of organisations: The most important for the shareholders they look

the image of organisation. The senior management and advertising campaign are most effected to image of organisation; for example different multiple organisations took the famous gulf star, Tiger Wood for their product publicity; but after his sex scandal these organisations are badly effected and they cancelled the contract with Tiger Wood. 12. Team Development: In the context of stakeholders we need to team

development of all stakeholders: good customer, good employee, good suppliers and give them benefits. 13. Influential skills: Because the management leads all stakeholders; so that

management must have strong influential skills. Communication delegation and competent. 14. Awareness Raising: Team need to aware to urgency need to change. If

you need internal changes; aware to employees and if you want external changes aware it to shareholders and customers. 15. Commitment development: As a manager you must be committed

with all your stakeholders. If all stakeholders are not engaged in and supportive of the process, it will be difficult to obtain their commitment to the economic development strategy and ensuing implementation of action plans in the long term.

18

P08: Develop an appropriate change management strategy for the organisation with the involvement of its stakeholders? Six steps stakeholder circles The stakeholders circle has been designed to put stakeholders on the project management radar. It incorporates a proven methodology supported by a robust, easy to use tool that guides you through five easy steps to:
y

Identify Stakeholders The organization identify and understand the needs of stakeholders; we improve employee skills and knowledge; and look specific ability of the employee in the organization if employee is good in account adjustment him/her in finance department, if employee is good in IT, fixed him / her in IT department. Prioritize stakeholders based on their power and urgency; the organization must assessment of each stakeholder's importance to the successful strategy.

19

The stakeholders are then ranked based on their 'index' (the higher the index value, the higher the priority) to produce a prioritized list of stakeholders.
y

Map their profile to understand their credibility; for supplier we make profile his truthfully, frequency and reliability: for employees we make profile we look experience or inexperience employees; for shareholders we make profile how money he put for our organisation: and for customer we look how much some customers are more profitable or less profitable. Develop an engagement strategy The organisation must develop an engagement strategy, by building and implementing an effective communication plan and share it with stakeholders.

Optimise The organization is a commanding position; so the management is must be optimise and provide better support to key stakeholders Monitor changes We monitor all the changes of stakeholder and update and review it.

P09: Evaluate the systems used to involve stakeholders in the planning of change management strategy? We evaluate the following system that can be used to involve stakeholders in the planning of change management strategy. 1. Dialogue with individuals and groups The organization keep communication

dialogue with individual and groups to an interest in a particular decision and builds trust and relationships. Its also generates enhanced understanding of different positions and perspectives. 2 Meetings The organisation held meetings with all stakeholders for describe

the organization goal and objective; and in meeting they discuss the organization matters and stakeholders problems and make quick decisions.

20

3.

Presentation To easy communicate to all stakeholders by using slides. In

presentation the organization shows different diagram and analysis to show their future planning. 4. Group facilitation Group facilitation help a group improve how it identifies

and solves problems and makes decisions, to increase the groups effectiveness. 5. Team building In team building process we solve the conflict among the

stakeholders to better run of organization. 6. Coaching We give training and knowledge to build the stakeholders

abilities. 7. Delegation we have ability to delegate the some task to stakeholders to get

result early without wasting of time. 8. Develop and share a change plan In this way the organization

develop a dissemination plan and report on results in progress reports. The dissemination plan will explain how this to share outcomes with stakeholder.

P10: Create a workable and appropriate strategy for managing resistance to change in their selected organisation? First we discuss the types of resistance 1. Individual versus collective In this resistance the groups are

stronger than individual. 2. Passive versus active Passive resistance occurs where people do not

take specific actions; and active resistance occurs where people take specific actions. 3. Direct and indirect Some people are directly involved in resistance i.e strike;

and indirect resistance some people hide their activities or they do slow work and waste of time.

21

4.

Behavioural versus verbal or attitudinal Behavioural resistance we can see it

all resolve it quickly but attitudinal resistance we feel it but can not look it this resistance we understand very late. 5. Minor versus Major Minor resistance can be changed with little efforts i.e

handle with individual, passive and behavioural resistance; and in major resistance we need more efforts to solve this resistance i.e collective, active and attitude resistance. 6. Resistance is process of change The target is the case does not agree with

the attempt at influence or activity a passionately resist it. Change can be done whenever these is demand, change can be different types organisations change, goal change, power change, administrative change. Strategies against Resistance The organisations can create following workable strategy for managing the resistance.

1.

Open Communication

With open communication we get more ideas we

are honest a fair to each other we do communication to resolve organisation problems. Open communication is very affected in resistance. 2. Education Training to all shareholders with advance technology, new

shareholder system or any new ideas. If the organisation educates the stakeholders they manage well the all sorts of resistance:3. Involvement Involvement of individual or group engaging in acts to

block or disrupt an attempt to introduce change. 4. Forums Organization can provide people a stage where they express

themselves. In these forums they do meetings, open communications, presentations and discussions. Organisations do their forums like training forum, product introduction forums.

22

5.

Listening to Shareholders Shareholders are big assets for organisation. We

must listen their censuses, profit and benefits and their suggestion to change. 6. Feedback Customers feedback is very important; we look why the

customers are not touching with our products. Employees putting their satisfactions or dissatisfactions are very important about wages and incentives; shareholders are demanding good profitable rates; suppliers are demanding to receive good prices of their product. 7. Addressing needs Organization must addressing the needs of stakeholders.

Money and quality is value for customers; job security is value of employees. 8. Ownership change Employee more salary, shareholders need good profit,

customer want less price; supplier wants good rate of their product. 9. Support of all key power players. If organization wants production,

employees are power player, good investment, shareholders are power player; good / cheap supply; suppliers are power players. 10. Focus on the positives Organization must focusing a positive attitude, if

organization have negative attitude it delay the work or may be the cause of resistance. 11. Delivering training programmes Organization must deliver training to

stakeholders for good progress in production and other functions to reduce the resistance.

23

P.11: Develop organisation?

appropriate

models

for

ongoing

change

in

their

selected

We can develop following action research model for Tfl.

No 1 Tfl gaps analysis Action research / taken on these gaps

Signaling failure and power communication

Tfl had a old track and signaling system , we replace it with new system; one by one on (ie first complete new track of Victoria line and its latest signal system; when we complete it then focus on new one. health and safety for commuters and staff. Training programme for tfl employees and contractor to improve how to use the latest signaling system. Tfl make a tunnel cooling plan and keep to temperature limits of

Climate changing Snow , ice, rain and floods y Snow - track and street clearances y Ice - slippery for staff and customer y Wind - damage overheads lines y Flooding depots and tracks y Rain track drainage

It is necessary for tfl to reduce its CO2 emissions. The draft strategy covers how London will be required to adapt to the impacts of the changing climate, particularly flooding, drought and overheating, and contains actions that relate specifically to transport and TfLs operations. Tfl give alert messages or information to commuter (eg snow alerts, line closure, severe weather and delay of the trains). Tfl make plan for flood risk assessment, and solve the problem of track drainage due to heavy rainfall, priorities for cleaning ice and snow by using of red salt. Tfl need to extend it zone of congestion charges to expand its profit and make the London environment out of pollution

Strike problem

When tfl plan to do cut of its jobs the trade unions calling for strike; to reduce this conflict between management and trade unions; we try to solve this conflict to adjust these employees to other categories; employees hours

24

distribution or offer them some financial benefit package. Trade Unions and employees will be consulted as part of the review and all recommendations.

Revenue

TfL need to increase its fair for its financial strength has strong. Because a significant proportion of income comes from fare revenue.

Investment

Demand for public transport services in London is strong and commuters are not satisfied by existing trains and buses of tfl. TfL has a strong business position, but tfl need for increased its investment. This investment is needed to bring assets up to a good state of repair, improve services, and make them safer and more environmentally friendly.

Key routes for buses indentified

Some buses routes are so long; the bus drivers had mentally and physical pressure; tfl must make a solid bus route plan. Tfl also need to look which routes are useless by public or by finance. Tfl also need to redesign its night buses; these buses must running to cover all main areas.

25

P-12: Make plan to implement a model for change in the selected organisation considering its internal and external circumstances? We may implement these plans to change in their organizations. 1. Organisational Development we make a plan involved many things, like

develop the organisation. First we unfreeze, change and then re-freeze i.e carpet need to remove, building my be change, paint, main reception need to change, making the financial arrangements. 2. Business Process Re-engineering For example when we run grocery

shop; we look change and develop and process like recruit the staff, buy the stuff, shelf the stuff, they sell by credit or only cash. In all these process the business process will be re-engineer. 3. Learning organization Keep on learning to improving your productivity;

you make a plan how people learn the new methods and techniques to improve productivity. 4. Kaizen in Kaizen technique we identify the potential improvements that

may take place in the organisation. This is comparable to team working and even cell production since improvement is actually one of the most important aims of teams. 5. De-layering and right sizing Layering is the number and size of

management levels. De-layering involves removing, through reorganisation, one or more of the layers of management between the head (or chief executive) of an organisation and the front or operational lines. 6. Martix organizations Organizations are mostly vertical. We take to

head of IT, head of finance, head of customer services, in these ways we speed up our process.Matrix management is a technique of managing an organisation (or, more commonly, part of an organisation) through a series of dual-reporting relationships instead of a more traditional linear management structure.

26

7.

Network organizations

The whole organization is work as network and its Marketing problem tell to head of

is quick process for get better achievement. market, sale problem tell to head of sale. 8. lines 9. Adhocracy to

in Adhocracy the organisation cuts across normal bureaucratic opportunities, solve problems, and get results.

capture

Vertical organization

Vertical organisational structure of the subordinate

departments only to accept a superior's instructions, at all levels of the competent person in charge is responsible for all the problems in their units. 10. Push and Pull conflict the handling very well because our interest is

together, who is to change leader, old org failed and transformation. 11. Conflict handling In conflict handling the organization must resolve all the

confliction matter with sensibly. 12. Empowerment When you give to responsibilities then you give authorities

as well. Empowerment developing a culture change intervention to enable learning, growing and the development of full employee potential. 13. Consultation Consulting for organisational change is a special type of

management consultation, a complex organisation matter we requires a broad range of skills and competencies. As management consultants, we approach each assignment as individual and unique. We draw upon our knowledge of what has worked - and what hasn't worked - for other organisations. Then we combine that knowledge with a custom tailored approach that fits the individual, and often very different, needs of our clients. 14. Contingency The organization can experience a serious incident that

can prevent it from continuing normal operation. The management of the organization has a responsibility to recover from such incidents in the minimum amount of time, with minimum disruption and at minimum cost. This requires careful preparation and planning.

27

15.

Adjustment Whenever things are turn up you make an adjustment.

Sometime organisation does the employee adjustment according to their skills, new technology by using the new operating machines and after requirement of changing in market or customer demand. 16. Flexibility If the organisation is flexible about their stakeholders they can

easy adjustment.

28

P13: Develop practical, workable and appropriate measures to monitor progress the change management model? We can develop following practical, workable and appropriate measures to monitoring the change management organization. 1. Goal based evaluation Goal based level can be long term and shot term

and intermediate term, like six monthly, quarterly or yearly. 2. Processed by evaluation The evaluation allow the real impact of the change

on the organization's quality of service and productivity to be assessed by percentage wise. 3. Outcome based evaluation In sale we look outcome of sale

evaluation; market share we look stock market evaluation etc 4. Regular Report The organisation prepare the reports on regular basis

(daily, monthly, quarterly, year basis) 5. Meeting some quick decision we discuss in meeting and deliver the

particular report. 6. Quality Circus The organization must need to improvement of its

production and processes by providing training skills and knowledge to the employees. In the modern world the customer always look low price and quality of the production. 7. Progress Review Progress review focusing only on the day-to-day running

of organisation, especially in the early stages. But once you're up and running, it can pay dividends to think about quarterly, monthly or yearly progress review for strategic planning. 8. Milestone The Milestones is one of the most important in organisation

action plan. It sets the plan into practical, concrete terms, with real budgets, deadlines, and management responsibilities.

29

9.

Deadline

Whenever we selected the objective we must finished it a

specific time of period; its gives responsibilities to the management and employee to done a job on time.

References Academic lectures Websites www.businessball.com www.ehow.com/about

30

www.management.help.com www.changing minds.org www.themanager.org www.mindtools.com www.12manage.com www.allbussiness.com www.businesslink.gov.uk www.cipd.co.uk www.openlearn.open.ac.uk www.humanresourcers.about.com www.management.about.com www.ocp.co.uk www.uk.linkedin.com www.tfl.gov.uk www.midlandsenergyconsortium.org

31