Cipd Change Management
1.1 Change management is described by Armstrong (1) as “the process of achieving the smooth implementation of change by planning and introducing it systematically taking into account the likelihood of it being resisted”. Change, the fundamental constant in any successful organisation, can be adaptive, reconstructive, revolutionary or evolutionary and can happen for a number of diverse reasons: * Growth challenges * Economic Challenges * Strategic changes * Skills and knowledge capability
The Organisation is a start-up tertiary Private Limited Company non-domiciliary supported living Agency. Its’ purpose being the successful integration of adults with learning difficulties within society, the objectives are the delivery of a holistic, flexible and accessible care model driven by service users living independently rather than institutionalised, with a focus on client centeredness addressing complex needs, emotional safety, development skills, enabling and encouraging lifestyle change and personal development.
The change process starts with an awareness of the need for change aided with the exploration of the challenges presented, utilising a PESTEL, SWOT and or STEEPLE analysis.
Fig 1. Fig 2.
External factors such as Political, Economic, Social, Technological, Legal and Environmental, may propel change. Successful organisations will anticipate developmental progression, continuously utilising SWOT analysis review of the organisation Strengths: - competitiveness, price and location; Weakness and areas for improvements; Opportunities: introducing or combining established services; threats: competition and shortfalls, and, STEEPLE analysis and anticipatory planning change formation which can be internal, strategic, first order, incremental, second order, operational, radical, external etc..
Generating energy for transformation * Confronting reality * Creating and allocating resources * Raising the bar *
The Organisation is a start-up tertiary Private Limited Company non-domiciliary supported living Agency. Its’ purpose being the successful integration of adults with learning difficulties within society, the objectives are the delivery of a holistic, flexible and accessible care model driven by service users living independently rather than institutionalised, with a focus on client centeredness addressing complex needs, emotional safety, development skills, enabling and encouraging lifestyle change and personal development.
The change process starts with an awareness of the need for change aided with the exploration of the challenges presented, utilising a PESTEL, SWOT and or STEEPLE analysis.
Fig 1. Fig 2.
External factors such as Political, Economic, Social, Technological, Legal and Environmental, may propel change. Successful organisations will anticipate developmental progression, continuously utilising SWOT analysis review of the organisation Strengths: - competitiveness, price and location; Weakness and areas for improvements; Opportunities: introducing or combining established services; threats: competition and shortfalls, and, STEEPLE analysis and anticipatory planning change formation which can be internal, strategic, first order, incremental, second order, operational, radical, external etc..
Generating energy for transformation * Confronting reality * Creating and allocating resources * Raising the bar *
References: | | | | Book | Ulrich, D | Human Resource Champions | Harvard Business School Press, Boston, MA (1997) | Journal | Purcell, J | Best practice or best fit Chimera or cul-de-sac, | Human Resource Management Journal (1999) | Book | Schuler, Randall, S, and Jackson E, Susan | Strategic Human Resource Management | second edition- Blackwell Publishing (2007) | | Porter M | Competitive Strategy | New York, NY Free Press, 1980 | Journal | Smollan K, R | Minds Hearts and Deeds: Cognitive, Affective and Behavioural Responses to Change | Journal of Change Management Vol 6 No 2, 143-158 June 2006 | Journal | Lazarus, R.S. | Cognition and motivation in emotion | American Psychologist, 46(4), pp. 352-367 (1991) | Book | Kew J and Stredwick, J | Human Resource Management in a business context | CIPD (2010) | Book | Price, A | Human Resource Management in a business context | Thomson Learning 3RD edition (2007) | Book | Marchington, M, Wilkinson, A | Human Resource Management at work (People management and Development) | CIPD (4TH Edition) |