managing chang in organisations
TRANSCRIPT
UNIT 02: MANAGING CHANGE IN ORGANISATIONS
1)INTRODUCTION1)INTRODUCTION::
This report focuses on a major group-wide management development
intervention programme aimed to change the style of management and the
culture at Royal Mail. The corner stone been identified as tackling the
management development, the report further utilizes appropriate plans on
how this is been achieved.
One-off launch “My Development” event has been planned and
implemented aiming to develop managers. Evaluation and the
effectiveness of this plan has also been analysed with the construction of a
contingency plan.
Report highlights the Managers role and their development needs in
sustaining profitability in an organisation.
2)INTRODUCTION TO ROYAL MAIL GROUP2)INTRODUCTION TO ROYAL MAIL GROUP::
Royal Mail Group Ltd is the parent company of Royal Mail, Post Office®
and Parcelforce Worldwide. Royal Mail Group is the most recognised
postal business in the UK. It is wholly owned by the UK government. Every
person living in UK is a customer, makes the company unique. Royal Mail
takes pride in its community policies. The key principle that runs through
its culture has been identified as the strong service element of the Royal
Mail. Royal Mail collects, processes and delivers 82 million items to 27
million addresses each day. Also employ almost 193,000 people in the UK.
That’s almost 1% of the working population.
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UNIT 02: MANAGING CHANGE IN ORGANISATIONS
3) Background and need for change:
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UNIT 02: MANAGING CHANGE IN ORGANISATIONS
4)OBJECTIVE OF CHANGE4)OBJECTIVE OF CHANGE::
Achieve re-newel of the business and to re-engage its workforce by
making Royal Mail a great place to work.
Royal mail certainly needs to move forward and sharpen up its willingness
to flex to new challenges. The chairman of Royal mail group (Allan
Leighton, 2000) identified the need of key operational changes in order to
achieve sustainable profitability. The group’s Chief Executive, Adam
Crozier, highlighted the “need for change” as “the only way we can deliver
long-term sustainable improvements in customer service, while generating
sufficient cash to run our business”
5) Change issues:
It has been a Process dominated organisation. A culture shift needs
to take place. Focus has to change from processes to engaging
people.
Encouraging involvement in the shaping of business is seen to be
important in increasing capability. Thus a change in the management
style is required since the present bureaucratic style involves typical
command and control patterns of management.
6) planning the change:
Mainly six key issues are involved in the planning stage. They are listed
below:
Need to build effective reporting and management structures which
lead to provide direction, support and resources.
Activity planning and constructing a schedule for change
programme is required. ( example: Gantt chart )
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UNIT 02: MANAGING CHANGE IN ORGANISATIONS
Commitment planning is essential, since there should be identified
key people and groups whose commitment and support will be
needed for change.
Monitoring the objectives will also take place to track and review the
progress.
Training and development is essential for increasing the awareness
and willingness to change.
7) Swot analysis:
Below a SWOT analysis has been carried out on the Royal Mail, SWOT
analysis entails the internal factors i.e., strengths and weaknesses,
external factors as opportunities and threats to the industry.
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S W
O T
Strengths Weaknesses
Opportunities Threats
The brands, Royal Mail is known and recognised by businesses and domestic
customers alike.
Over 370 years of experience behind
- -Strong Infra structure and know how
Became a plc on 26 March 2001 under the Postal Services Act 2000, since then
undergone huge transformation, turning 1losses of more than £ million a day into a
537£ million profit from operations in-2004 05.( www.royalmailgroup.com)
DDDDDDDDDD DDD DDDD DDDDDDD DD DDDDDDD DD - record with world class performance.
Operations of the process and - systems are complex operational
inefficiency
Rival organisations involved in the postal service
Bureaucratic style of management generating passive employees who
are not engaged in improving thebusiness
Dramatic changes in the external environment with greater
competition and regulatorsinvolvement.
DDDDDDDDDD DDDD DD DDDD DD DDDDDD in the service by summer 2009, cash
received will be pumped into Royal Mail and Post office (BBC news,
[online] 26th Feb 09)
Recently government has proposed on transferring responsibility for the
pension fund, with its £ 6bn deficit, to .( , [] 26
Feb 09)
Modernisation plan going ahead byLord Mandelson (BBC news, [online]
26th Feb 09)
DDDDDDDDD DDDDDDDDDDD
DDDDDDDD DDDDDDDDDDD DDDDD DDDDDD gaining an increased advantage in
overcoming the company.
Rise of DDDDDDDD users which means an - increase of e mail usage leading to the
decline in personal letter sending
High political pressure on Royal Mail to increase revenue.
Lack of motivation among the workforce, due to the large pension
fund deficit, accounting deficit of over 4 ( , [ ] 26£ billion BBC news online th Feb
09)
Technology currently lagging that of the competitors
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8) STRATEGY FOR UNDERSTANDING AND INVOLVING
OTHERS IN CHANGE PROCESS:
“Communication” and “Getting people involved” is the two main facets
in planning and execution of change. Communication not only involves
giving information, but also listening to the feedback and taking actions on
it. Through communication the people can help themselves to overcome
the fears and encourage those concerned to assist rather than resist
change.
Royal mail should treat the people not as obstacles for change but make
them involve in it and make them responsible for it. Since Royal mail’s
strategy is to do with developing the managers, the responsibility for
decision making and target setting will be transitioned to operational
managers to create greater freedom to act.
“Sustaining the momentum” need to be considered at times when the
initial enthusiasm for change wanes. This can be done by providing
resources for change and also giving support to change agents.
Royal mail will have a chosen change management team who will develop
managers and not only plan and oversee the change project, but also
motivate others and deal with difficulties. Under the developing manager’s
scheme, managers should be able to optimize their resources and move
the business forward by administrating people in clear performance terms.
Also, when they are faced with obstacles, they will be expected to
overcome and seek support necessary.
Develop new competences and skills
Mangers must be capable in five key areas in order to take responsibility
and authority at work.
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Inspiring people
Focusing action
Seeking improvements
Driving results
Taking ownership
Under the management development programme, managers will be given
the right skills and confidence to perform well improving the business and
making Royal mail a great place to work. This will become a major
development thrust.
9) Stakeholder Analysis:
Royal mail business is all about the people. They believe that it’s their hard
work and dedication that will take their business forward through every
next stage of unprecedented change. Royal Mail needs to develop and
improve the relationship with people. Also, ensure that they have the right
incentives to continue delivering consistent service to customers. They are
committed to encouraging:
better leadership commitment to safety issues
line managers to become role models and to set safety standards
Accountabilities, consequences and recognition of safety management
Support and safety skill training. (Available from :>
http://www.royalmailgroup.com/portal/rmg/content1?
catId=23200539&mediaId=23300512 [online] accessed on 10th March
09 )
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10)ADAPTATION OF APPROPRIATE PLAN 10)ADAPTATION OF APPROPRIATE PLAN ::
Managers are introduced to the development programme.
Help managers with first-hand experience of the different
development activities available to them.
Help them to communicate the value of the managers in supporting
the business.
Reinforce the expectations of managers.
Regenerate the motivation among the managers and drive them up
to inspire people.
Provide an update on the current business performance.
Help them to identify their development priorities.
Most importantly making them more aware of the benefits of this
event, “My Development”.
How the event, “My development” will be used as a tool to develop
managers, is shown below in a diagram. Also, refer to the Gantt chart
attached to the appendix section for a further view on the schedules for
this particular change programme.
11)IMPLEMENTATION PROCESS AND OUTCOMES11)IMPLEMENTATION PROCESS AND OUTCOMES
::
With reference to the detailed Gantt chart, the activities that will takes place
according to set quarters for the year, planned 2010 are shown:
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programme plan
Involving the people, informing them and briefing on “My
Development” event followed by an introduction to the “My
Development Planner” is taking place on the first quarter of the year.
In this phase, managers will get to know about the new programme
and its benefits. This will be headed by the selected change
management team, consisting of mentors, top level executives and
senior managers.
Through out the development planning year, major development
activities and sessions takes place ranging from Practical
workshops, Skill module classes, Action learning, Coaching to E-
learning gatherings.
1. Practical Workshops- Class-room based training, focused on
high impact issues, such as health, safety, diversity etc. that
will require rapid roll-out in the business.
2. Skill Modules- Dynamic enjoyable sessions dedicated to
focused development. Skills include: ability to give feedback,
decision-making, assertiveness, collaborative working etc.
3. Action Learning- Managers meet over a period of few months
and is required to reflect and review action and report
progress to the groups.
4. Coaching- External coaches are brought in, and they help
individual to maximize their performance. Managers get to
tackle leadership challenges.
5. E-learning- learning products accessed online at a time and
pace which suits the manager. Products include: policy on
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performance management, conduct and attendance code,
assessing risk, business targets and the balanced scorecard.
reporting and assessing
Performance of each manager is monitored by the mentors and the
executives in the beginning of each quarter from April onwards.
Effectiveness and their impact on the real work are measured in the mid of
each quarter. The factors assessed are as follows:
The way managers are rewarded for developing sub- ordinates
Identifying the development needs of managers
Amount of time and effort Royal Mail apply to manage the whole
process of developing people.
How often opportunities and promotions are given to the managers
who shows outstanding performance.
Potential and the capability of the managers are how often identified
and appraised by the seniors.
Afterwards, results are disseminated in order to do the reviewing on how
the development agenda can be made of greater benefits and
effectiveness.
12) feedbacks :
An “employee survey” is conducted in the mid of development year and
the results are analysed to see the impact of the new programme, on the
style of management and to the degree of change in culture instilled at
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Royal Mail. Regular feed back on one to ones are given on a weekly basis
for further improvements.
13) Evaluation and the Effectiveness of the Change:
While the objective has been to achieve re-newel of business and to re-
engage its workforce, it is inevitable of the numerous difficulties and
pitfalls of the strategies employed. Considering the large, geographically
scattered organisation, it is quite tough to build consensus and support
across the business. Often senior managers may find it reluctant to fully
support the programme, since they don’t know the credibility of the “My
Development” event. Some may find that the choices of activities and
flexibility of programme confusing. However “contingency plan” has been
put in action. A random sample of managers will be followed over the
whole development year and performance measures, pre-and post
development, will be compared across the different combinations of
activity classes undertaken. Line mangers will also be asked to rate the
changes identified in relevance to hard, key performance indicators. This
will provide an all-round assessment. Using the contingency plan, senior
managers can gain more credibility over the programme and can show
greater commitment to it, as a result motivating and engaging others as
well.
14)CONCLUSION14)CONCLUSION::
This report exemplifies an illustration of innovative management
development and it accentuates the role of managers at organisations.
Report states that, increasing the capabilities of the manager is the
mechanism for generating increased profitability at Royal Mail in the light
of the current organizational context. The participation in the group wide
management intervention aiming to develop managers and to re-engage
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UNIT 02: MANAGING CHANGE IN ORGANISATIONS
the workforce has been tackled in order to make Royal mail a great place to
work. A new one- off launch “My Development” event has been planned in
order to build potential managers who will thrive in the rapid changing
competitive market. Report also shows that there is a need to engage all
staff to work together, effectively-profitably and enjoyably. The
implemented development programme will make the managers lives easier
by helping them to do a great job. In conclusion, the Managers have a
crucial role to play in changing the culture of the organisation. Hence the
first target falls on developing the managers to facilitate the flux.
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Refrences:
Burnes, B. (2000) Managing Change: A Strategic Approach to
Organisational Dynamics, 3rd edition. England: Pearson Education Limited.
Mullins, L. J. (2005) Management Organisational Behaviour: Case Study
10.2: Will the mail get through: Managing Change at the Royal Mail, 7th
edition, Prentice Hall.
Royal Mail Group Ltd (2009) Welcome to Royal Mail Group. [online].
Available from;< http://www.royalmailgroup.com/portal/rmg/jump1?
catId=23200529&mediaId=23200554 > [Accessed 20 March 2009].
Ark Group Ltd (2009) Case Study: Royal Mail Group: Special Delivery.
[online]. Available from;>
http://www.ikmagazine.com/xq/asp/sid.0/articleid.B76A58E4-03F0-44D7-
85CE-051642962881/eTitle.Case_study_Royal_Mail_Group/qx/display.htm >
[Accessed 26 NOV 2009].
BBC News (2009) Sell-Off: to save Postal Service. [online] Available from;>
http://news.bbc.co.uk/1/hi/uk_politics/7911526.stm > [Accessed 24 NOV
2009].
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