Question Number 1: Read the below scenario and you need to develop change management program considering the causes of UK change management failures. You can adopt any change model to explain your point of views but make sure you should solve the 8 failures mentioned below.
Causes of UK Change Management Failures
1. Not conclusively identifying the problem to be solved.
2. The organization adopting an inappropriate change mechanism.
3. The change agents not identifying and understanding the cultural implications of the change upon the subject of the change or those closely associated with it.
4. Underestimating the time and effort required successfully to change beliefs and values closely associated with the change process.
5. Not developing a genuine “shared vision” by all those involved in the change process.
6. Not establishing the Critical Success Factors associated with the overall goal of the change program.
7. Not taking a holistic view of the organization and attempting to implement change in isolation from other parts of the business.
8. Not identifying the “human factors” implicit in the process of bringing about change.
Question number 2: Read the below case study and solve as per four parameters: Problem identification, Alternatives, choose the best alternatives and conclusion and recommendations, (each point should be descriptive and detailed). You can explain by any change model (Individual/team/organizational)
All too often I have come across change programs where human factors have been neglected and where the Management were left wondering why their particular change project went wrong. Among these was a thriving software house employing around six hundred people. The directors had grown the business from virtually nothing to a point where on paper they were all millionaires. The only real assets that the business had were the employees it had attracted to work for it. However, when the Executive decided to implement a major structural change to the business which it saw as necessary to facilitate further growth, it chose to restrict consultation to just a few selected senior managers. The Executive’s attitude was that the staff would not really be affected, no one was going to lose their job, and in fact more jobs would be created. Therefore, there was no need to consult them as it would only distract them from their work.
About six months after the implementation of the change the business was in serious trouble. Many of the more valuable members of staff (who had not been consulted) left, often taking with them some of the more promising junior staff members as well. Nearly all the projects the Company was working on for clients had fallen behind and some were now in breach of their contractual terms. Recruitment was at an all-time low following adverse press comments. New business was not being won, also attributable to adverse press comment, and morale within the workforce was also at an all-time low. The bank was taking an increasing interest in the size of the Company’s overdraft and pressing for a significant reduction – all for the sake of what amounts to little more than common sense and the foresight to recognize that, in this day and age, staff simply do not and will not put up with being treated like cattle. The outcome for the owners/directors was not good as within a year they were forced to sell the business to a large conglomerate for a knockdown figure, leaving the directors with virtually nothing.