Case Study Analysis - Faslane Acknowledgement I would like to extend and acknowledge my sincere gratitude to my lecturer and tutor Dr. Gurutez Tej for his vital support and encouragement, his assistance and understanding, for his constant reminders and much needed motivation, help and inspiration and all his assistance in the collection of the relevant information and topics for the report.
Managing Change at Faslane 1. In general, any organisation goes through transition when there is certain problem in current state of an organisation and want desired outcome in future. Researchers have indicated that the key to sustainability and maintaining excellence is to be agile as well as embrace changes Mattiske, Reasons behind change may vary according to the nature and type of organisation.
This report is prepared to review the change process obtained by Faslane. Faslane is one of the three operating bases in the United Kingdom for the Royal. Babcock International had the responsibility to handle transition effectively and improve performance in coming years.
Case Study Analysis The main purpose of this report was to demonstrate my understanding about various strategy models by analysing this case study. The case study has given clear idea about how transition in any company can be handled effectively.
Likewise, consequences of smooth transition and strategic change in organisation have been discussed precisely. This report compares the way of management by the MOD and Royal Navy up to with when it was run by Babcock International Likewise, Lynch model and Transcendent leadership style were used to analyse strategic leadership style.
Emergent Strategy Figure 1: Determining Intended and Emergent strategy implementation Source: Johnson, Whittington and Scholes Exploring Strategy, 9th Edition, Pearson Education, Chapter 12 I think the strategic change at Faslane was more of emergent strategy implementation.
We can say that they had started with intended strategy because most of the governmental activities are well planned and discussed thoroughly within organization but because of some unexpected challenges they had to change to emergent strategic implementation.
Emergent strategy is implemented when there is a desperate need of change throughout the organization. Strategies are developed to resolve existing problems and when line managers fail to implement strategic decisions. In case of Faslane, after when MOD could not manage the organization efficiently it was handed over to private company Babcock International, this is a major evidence to prove that company is implementing emergent strategy.
MOD would have never handed to Babcock if they did not want any change and like stated above if any organization wants change then we can understand that they are going for emergent strategy.
The commodore in charge of Faslane was willing to change. He saw that staffs in Navy were more focused on infrastructure rather than naval activities. He thought partnering would be best to change the mindset of staffs and it would be easy to manage people.
Likewise, major issues for transition were to reduce the cost and improve functioning of the organization which could have been achieved only if they adopted emergent strategies.
The kaleidoscope contains an outer ring which shows the features which supports limits or remains neutral during change and inner ring which has implementation options to change agents.
There are eight contextual features of change kaleidoscope, which are: Features of Change Kaleidoscope On the basis of above features and questions related to it I have explained the required changes. Time At first when MOD and Babcock International established partnership arrangement they had signed contract for five years.
Although company was going through crisis MOD had given long period of time to achieve the goal and was looking forward for long term strategic development. Scope It was important to change overall outlook of an organization for Faslane because stakeholders were not supporting organization at all.
So, I think mindset of every stakeholder had to be changed which would result in change in outlook of organization Preservation Babcock International had understood the state of the company very well and knew what should be preserved and what was unwanted.
Likewise, commodore also had good relationship with stakeholders national security, local community so Babcock International did not wanted commodore to go out of organization. Capability It seems Faslane as a whole is capable to implement change but only thing missing was good management.
Individual staffs needed to change their focus on naval activities rather than on infrastructure of an organization and likewise work on their productivity. Managers must work on utilizing the resources of the company in a better way; they must work on financial aspect, human resource management and motivating staffs.
Organisation must work on satisfying their stakeholders and be clear about objectives and goal of the company. Capacity The main objective for Babcock International was reducing the cost and increase operational effectiveness.
Babcock was opting for re-engineering.HM Naval base Clyde or better known as Faslane saw a change in management responsibilities with certain aspects of it being handed over to Babcock Navel Services (BNS) in by the Ministry of Defence (MOD) in a bid to reduce the cost, improve operational effectiveness and service standards.
Jan 19, · Faslane change was successful because of re-structuring of management and re-engineering of operation.
When John Howie was managing director he involved almost all the employees in change process.
dissertation in hrm Management Of Change Faslane media coursework help argumentative essay on capital punishment. May 29, · The change process was successfully conducted with the help of the employees and experienced management even with the existence of restraining factors that were restricting the change process in Faslane. Management Of Change Faslane. management of change faslane Time: Change in Faslane is a necessity because Faslane has to reduce the cost and improve its operation.
He was taking opinions and ideas from employees about change. John Howie‟s management change style involve the use of consultation from people within their company who had experienced changes just like what was happening at Faslane.
Howie focused greatly on changing management structure to use money more effectively, tracking any and every change through strict documentation. Management Of Change Faslane.
management of change faslane HM Naval base Clyde or better known as Faslane saw a change in management responsibilities with certain aspects of it being handed over to Babcock Navel Services (BNS) in by the Ministry of Defence (MOD) in a bid to reduce the cost, improve operational effectiveness and service caninariojana.comment of change: faslane Edu .
Introduction HM Naval base Clyde or better known as Faslane saw a change in management responsibilities with certain aspects of it being handed over to Babcock Navel Services (BNS) in by the Ministry of Defence (MOD) in a bid to reduce the cost, improve operational effectiveness and service standards.
Change levers concerning the management of change can be considered in terms of the context of change and type of change. Examples of levers that are utilized at Faslane include changing operational processes, challenging the factors taken for granted, changing organizational routines, understanding the importance of political processes, .