For this assignment I will be looking at the recent organisational restructure which took place in our work place. Having a background in senior management for over 20 years I have always viewed this sector with continual improvement as a key to stay one step ahead and in the words of Isaac Asimov “The only constant is change, continuing change, inevitable change, that is the dominant factor in society today. No sensible decision can be made any longer without taking into account not only the world as it is, but the world as it will be.” — (Asimov)
One arm of the company provides support to people with disabilities throughout the North West, it has had a long established structure of one team leader in each property who is responsible for the administration of the home. Only a small %’age of their time is actually spent on this task and the strategic decision to implement a reorganisation was taken.
Proposal of change required:
Our mission statement is "To enable and support people to live their lives to the full." We have done this by providing bespoke support services to individuals, small groups or larger setting environments by utilising a network of support staff supervised by team leaders. These team leaders are our middle management and the effective use of their time has been reviewed and we would like to address the imbalance of their “skills” away from support and back to administration in this way we would not be taking any direct support out of the service as their time would be replaced with direct support staff, thus enabling us to continue to achieve our company objectives without any disruption to the service.
By making this proposal it is expected that the driving forces behind it will enable the company to provide an improved support service with additional flexibility, stronger teams and a more responsive, streamlined organisational structure.
To analyse the internal factors we used a SMART approach and for external factors we used the PEST approach.
The middle management level was working throughout the North West with 40 team leaders, their role was to administer services within small group homes for disabled people. However their workload was disproportionally split between support work and admin work. It was calculated that an effective use of their time and trained level of experience could cope with a reduction to 28 Service coordinators. In effect the work they carried out on support could be reduced to make their time as service coordinators better value for money, more productive and prove a challenge for the employees who were successful. This had been highlighted in our business plan as a strategic change, in line with our commitment to quality and standardisation it was proposed to implement this change throughout all of the operating companies
If we look at the driving forces behind this we can see that they are all internal. There was no external need to make these changes however it had been a long term concern that future costs of services would be hampered by having one team leader in each establishment. This is evident in current cost cutting exercises being carried out throughout the local authorities all over the UK. Although not primarily driven by a cost reduction it was evident that the number of staff needing supervision, developing and mentoring puts pressure on their line managers and the ineffective use of their time was deemed to be an unnecessary luxury.
The identification of this need for change lead to immediate concerns from those affected as if it is not a requirement put on us wholly by external forces why don’t we just amble along as we have been doing? A discussion we cover later.
To demonstrate the improved efficiency we can look at Fig 2 which shows an example of the proposed restructure of the Team Leader roles, taking a cluster of homes run separately and...