Description of the Situation
Faslane started performing poorly due to leadership and structural loopholes that allowed the management and outsiders to interact in unprofessional ways and develop rifts. The employees could not share ideas due to fear of leakages and disputes from the political class. This threatened market position for Faslane; thus, the need for change and new management arose within Faslane. Howie and Craig undertook massive changes within the institution. They aimed at extending the management levels of the institution to involve other people within the system and developing quality market relations. This paper analyzes the concepts and strategies employed in managing change within the business.
Key References and Leadership Concepts
Change in Faslane imminently made the management consider new viable methods that they could use in making Faslane operational and strategic (Partridge, 2007, p. 301). Strategies employed in effecting and managing change in Faslane include Change of operational strategy, Structural change, Develop political accountability, and relations with the political class, Management structure change and Change by mentorship. Managing change at Faslane eased with the management developing strategies that helped other employees and the community to contribute and feel free with their ideas and the management (Partridge, 2007, p.301). The leadership concepts helped in managing a wholesome change strategy in the institution without necessarily hurting the internal and external business factors.
Change Styles of John Howie and Craig Lochhart
Howie and Craig employed strategies that aimed at raising the management profile as well as leadership formula in the business. First, they automated and unionized the operational strategy in the business (Westover, 2010. p. 48). The business employed a sole operational strategy that would see them trade with many corporate partners in sole positions. With the change imminent in the business, Howie, and Craig employed partnerships, which later turned out as a business structure that pleased the market.
The business also employed structural change in the business to eliminate the challenge of decision making in the business. Essentially, people did not make decisions because they feared a challenge from the political class (Westover, 2010, p. 48). However, with a business model changed and political alliances existing, decision-making became easy. This revolutionized the management plan and improvement structure within the business. Most people in the political class disliked Faslane because of limited involvement in the activities of the business. However, Howie and Craig involved the politicians in grand occasions, which bonded them with the business. This changed their mentality on the business and they no longer challenged decisions by staff members.
Howie and Craig also employed the change by mentorship strategy in order to help the employees in adapting to the new system. Management change would not work if the internal environment of the business failed in system orientation (Halm, 2014, p. 48). Change in management strategy involved strict and immediate conditioning that would not work without orientation. John Howie and Craig Lochhart brought people with experience in situations similar to the business to help employees and managers adapt to the new system and find footage in the new management plan.
John Howie and Craig Lochhart also encouraged the development of an accountability system and structural change in the management structure in Faslane. Vertical management in the business always involved upward communication while horizontal communication rarely occurred. With the imminent change, Howie and Craig employed a new management structure that encouraged interaction with employees and broad decision-making. Employees ensured that their opinions featured in the firm’s decisions. Higher-level decision-making involved views and opinions from lower level people in the business (Halm, 2014, p. 48). Improved standards facilitated quality decisions and satisfaction in the business.
The Effectiveness of the Change Program
Strengths of the Program
The program succeeded in enhancing the change strategy due to its strengths. First, it succeeded due to its all-inclusive nature. Most of the people in the business preferred the new system because their voices appeared through decision made by the business and they felt appreciated by all moves made in the business (Botezat, 2012, p. 1000). The new system worked fast within the business as most people mastered its basics easily due to its reception.
The system also excelled because of its effectiveness in time utility. Elements of the new system took a little time for the management and employees to learn because of its simplicity. Simplicity in the system enhanced reception of the system by employees who felt that it would make their work easier in the end (Botezat, 2012, p. 1000).
The new system also worked in managing change in the business due to limited bureaucracies. Employees disliked the old system because it limited their access to information through informational barriers and bureaucracies. Interaction in the business worked poorly due to the old system’s rigidity (Clardy, 2013, p. 36). However, the new system reduced such barriers thus it became increasingly easy to manage the change process.
Weakness of the System
The system succeeded despite having a weakness in terms of cost. The process of change management derailed the business financially as the business increased investment in system management and change management compared to previous years (Clardy, 2013, p. 36). However, the weakness did not derail the change management process as the business prepared efficiently to receive and manage the change process in the business.
Change management involves laying down strategies that will enhance reception and internalization of change within the business. Faslane managed change within the business in the best way through identification of areas such as operations, structural rigidity and management systems and laying measures to change key parts of the management structure in the business.
Botezat, E 2012, 'Managing Change: Some Theoretical and Applicative Aspects', Annals of the University Of Oradea, Economic Science Series, 21, 1, pp. 998-1002
Clardy, A 2013, 'Improve the Process for Managing Change', Performance Improvement, 52, 9, pp. 33-44,
Halm, D 2014, 'The 30% Solution: A Six-Step Method for Managing Change', OD Practitioner, 46, 1, pp. 42-48,
Partridge, L 2007, Managing Change, Amsterdam: Elsevier/Butterworth-Heinemann
Westover, JH 2010, 'Managing Organizational Change: Change Agent Strategies and Techniques to Successfully Managing the Dynamics of Stability and Change in Organizations', International Journal of Management & Innovation, 2, 1, pp. 45-50