STRATEGY REPORT

18

STRATEGYREPORT

TABLEOF CONTENT

1.0INTRODUCTION………………………………………………………………………………………….3

2.0FORCE FIELDANALYSIS……………………………………………………………………………..3

2.1DRIVERS FORCHANGE………………………………………………………………..4-7

2.2FORCES RESISTINGCHANGE……………………………………………………….7-9

3.0THEORIES………………………………………………………………………………………………………9

4.0MANAGEMENT STRATEGY FOR IMPLEMENTINGCHANGE………………………9

5.0WORKPLAN……………………………………………………………………………………………………11-14

6.0RECOMMENDATION………………………………………………………………………………………..14

7.0CONCLUSION…………………………………………………………………………………………………..14

8.0REFERENCELIST………………………………………………………………………………………………15

BritishHeart Foundation is a non-profit organization, which deals with thefight against cardiovascular diseases (British Heart Foundation,1991. Pp 5). The organization has realized that it has not realizedmost of its plans because there is a delay in reporting to theexecutive. In order to realize its plans, the organization isplanning to change its management operations, where it will seek tospeed up the executive reporting process. The aim of this report isto discuss the change situation in the organization. In discussingthe change situation, force field analysis and an action plan will bediscussed.

ForceField Analysis

Sincethe organization desires to change its management operations in orderto realize change in its executive reporting process, there areforces that resist the change and forces that are for change asindicated in the following diagram

Forces for change Forces against change

Management board request

The organization has little time to tackle the change

Will free up time for the organization

Staff will be disgruntled by the changes

Will provide opportunity for serving more people

The organization will have good public relation

Organization will require more resources

Enhancing the executive reporting process

Driversfor Change

ManagementBoard Request

Oneof the forces driving the change process in the organization is therequest from the management board. The management board has not beenin a position to reach most of its targets because there is always adelay in reporting to the executive. The chief executive for theorganization is a busy man, which implies that it is sometimesexceedingly difficult to get information on the progress of theorganization. The chief executive has been involved in understandingand running all the branches of the organization from time to time.As a result, the chief executive for the organization has been a hardperson to find because he has many schedules within a day. Themanagement board is not capable of informing the chief executive ofthe different activities scheduled by the organization because theorganization has not yet adopted new technologies, which can enabledthe management board to discuss with the chief executive, wherever heis through technologies such as video conferencing. The managementboard is thus driving the change process for the organization so asto ensure that it reports most of the activities to the chiefexecutive. This will quicken the activities and schedules planned bythe management, which is a critical aspect to the organization.

Free-UpTime

Anotherdriving force to the change process proposed by the organization isthat it is going to free-up time for the organization. Theorganization has been involved in different activities that ensurethat it fights cardiovascular diseases. As such, the organizationneeds a lot of time in ensuring that it handles its activities asplanned. However, due to the delay that is there amid the managementboard and the chief executive, some activities are not completed intime. This makes the organization to find some extra time in handlingthe activities. For example, the organization may require trainingsome volunteers on how to deal with cardiovascular patients or how totake care of these individuals however, the reporting to the chiefexecutive may take some time, which may hinder training of thevolunteers within the required time due to lack of financialfacilitation. In such a scenario, the volunteers may become trainedafter an elapse of the intended time. This may make the organizationlack time to do other things (McLean, 2006. Pp 5). Therefore, as aresult of hastening the reporting process to the chief executive, theorganization will be in a position to tackle most of its activitieswithin the time allocated a move that can help the organization increating some more time, which it can use in carrying out otheractivities. Thus, this will be a driving force to the change process.

Provisionof Opportunity to Serve More People

Theorganization is always seeking to have an opportunity to serve a lotof individuals in order to save them from the cardiovasculardiseases. However, due to the delay in the reporting process, themanagement sometimes fails to do some activities, which could haveworked for the better in reaching a lot of people having thecardiovascular disease or likely to suffer from the cardiovasculardiseases. The realization of the change process proposed by themanagement of the organization is likely to ensure that most of theactivities are carried out as planned, which is likely to create moretime that the organization can use in planning for more activitiesthat target to serve more people and save them from thecardiovascular diseases. Therefore, through hastening the reportingprocess, the organization will have more free time, which willprovide an opportunity for serving more individuals. Hence, this is adriving force to the change process.

GoodPublic Relation

Oneof the key goals of the organization is to fight the cardiovasculardiseases, a move which is critical in serving the public. Through theorganization speeding up the reporting process to the chiefexecutive, the organization will have the capacity of meeting most ofit plans that are dedicated to the public (Von, 2008. Pp 104). Thisservice to the public will be critical in ensuring that there is goodpublic relation amid the organization’s management, executive andcustomers. This is critical to the organization since it will help inimproving the public image of the organization. Besides, throughhastening the reporting process to the executives, the organizationwill have the capacity of serving its clients in a faster manner, amove that will enhance the public relations of the organization(Cummings &amp Worley, 2009. Pp 92). Therefore, this will be viewedas a driving force to the change process.

ForcesResisting Change

LittleTime to Realize Change

Oneof the resisting forces to the change process is that there is littletime to the change process. Sometimes, the change process requires alot of time so as the staffs can become accustomed to the changeprocess required (Daft, 2008. Pp 106). However, in this case, thetime required in realizing the change process is little. Theorganization has little time in implementing the change process sincein case it does not realize the change process within a shortduration, it may end up not completing most of its planned activitieswithin the planned time frame. The management board wants the changeprocess carried out within a short time in order to have itsoperations fit within the calendar of the organization withoutimplementing the change process within a short time, the organizationmay not realize its targets, which are already behind schedule.Nevertheless, the change process may require some more time sincepeople will require to possess some knowledge that is necessary inrunning the technology required in speeding up the reporting process.Therefore, because there is only little time in realizing the changeprocess, time is seen as a resisting force to the change process.

StaffDisgruntled by the Change

Anotherresisting force to the change process is that the staff of theorganization will be dissatisfied by the change that the organizationhas proposed. The change proposed by the organization is likely todissatisfy the staff of the organization since it is likely to forcethem to acquire new skills, which are critical in hastening thereporting process to the chief executive. For example, the staff incharge of the reporting process will need to acquire the necessaryskills that can be used in reporting to the chief executive using thenew technology adopted by the organization in hastening the reportingprocess. The organization will need a person that has these skillsin case the staffs in charge of the reporting process do not have theskills, he/she will be replaced by individuals having the skills fromoutside, or the staff will need to train in order to acquire theskills. This can be a disadvantage to the staff since the staff mayget replaced in case he/he does not have resources in acquiring theskills (Daft, 2011. Pp 42). On the other hand, the staffs will bedisgruntled by the change because they will need to use the littletime proposed by the organization in adapting to the change. Wheneverthe change process is affected by time, the staff will also beaffected since they will be working in an environment that forcesthem to do what they are not used to.

MoreResources Required

Anotherrestricting force to the change process is that the organization willneed more resources in realizing the change process. In hastening thereporting process to the chief executive, the organization will needto use new technologies such as video conferencing technologies.These technologies are expensive since the organization will need topurchase devices that support this technology. This implies that theorganization will need more resources in ensuring that the changeprocess becomes implemented. Besides, some training will be requiredin order to make the staffs conversant with the technology that itwill use in hastening the reporting process. Thus, this will be arestricting force to the change process.

Theories

Followingthe Mintzberg’s theory, the emergent strategy that the organizationshould consider is changing its technologies in order to support thereporting process. In implementing this strategy, the organizationwill have five components, which include strategic apex,technostructure, operating core, middle line and support staff.According to Mintzberg, strategic apex will comprise of seniorexecutives and directors, while the operating core will carry out theactivities of changing the technology. The middle line will provide alink amid the operating core and the strategic apex, while technostructure will comprise individuals and teams working in differentareas such as planning, training, and finance. On the other hand, thesupport staff will ensure the effectiveness and efficiency of theoperating core, middle line and strategic apex. Through applying thethree stages of the Lewin’s theory, the unfreeze stage will bemarked by determining the change required by the organization andensuring there is strong support for the change process by the topmanagement. Besides, the organization has to account why change isrequired. During the change stage, the organization has to ensurethat it keeps an open communication, dispel rumours and engagedifferent parties in the change process. In the refreeze stage, theorganization has to develop ways of sustaining the change and offersupport and training.

ManagementStrategy for Implementing the Change

Oneof the strategies that the organization can use in implementing thechange process entails involving the staffs of the organization inthe change process (Yaeger &amp Sorensen, 2009. Pp 66). Staffs arelikely to appreciate a change process, which they are part of thisis because their concerns are likely to be considered in the changeprocess. Therefore, the organization should first of all communicateto the staffs concerning the change process and discuss with themwhat will be involved in the change process. This will provide thestaffs with a vivid picture of what will be expected of them in thechange process, which will give them the courage to communicate theirexpectations with the organization. This will provide theorganization with an opportunity to present a platform forimplementing the change process since it will have the interests ofthe employees at heart of the change process. This will be criticalin ensuring that the change process will not be met with resistancefrom the staffs of the organization, which is a critical element inthe implementation process of the change.

Anotherstrategy that can be used in implementing the change is training thestaffs on how to use the new technologies that will be used insupporting the reporting process. One of the factors that may hinderthe staffs from accepting the change process more readily entailslack of skills that can be used with the new technologies thatsupport the reporting process (Carr et al, 1996. Pp 72). Throughtraining the staffs on how to use the new technologies, the staffswill be in a position to use the technologies a move which would makethem readily accept he change process since they will not be fireddue to lack of skills or transferred to other areas that lowers theirpotentials. Therefore, the organization should ensure that it trainsits employees on how to use the new technologies that will be used insupporting the reporting process to the chief executive. This willsupport the implementation process since the staffs will provide lessor no resistance to the change process because they will have theknowledge required in supporting the change process.

Besides,another strategy that can be used in implementing the change processwould be introducing the change process little by little. The changeprocess can be hindered in case the staffs are introduced to thechange process at once without giving the staffs enough time toabsorb or become accustomed to the change process. However,introducing the change process little by little will offer sufficienttime for the staffs to adapt to the change process since the changeprocess is likely to be adopted slowly (Uhl &amp Gollenia, 2012. Pp13). Therefore, in order to implement the change successfully in theorganization, the organization will need to introduce the changeprocess little by little. This will be critical in the implementationprocess because there will be less resistance to the change processsince more time will be available in absorbing the change.

Inaddition, in implementing the change, the organization should ensurethat it keeps an open communication with its staffs. The staffs anintegral part of the change process because it is the staffs that getinvolved in the change process (Anderson &amp Ackerman-Anderson,2010. Pp 64). Without the support of the employees, the changeprocess cannot be realized because employees have to do what isrequired in the change process so as to realize success. Keeping anopen communication with the staffs is a critical element since thiscan help in ensuring that the questions that the staffs haveconcerning the change become discussed as they emerge. During theimplementation process, some questions concerning the change processcan emerge but through keeping an open communication, it is feasiblefor the management to tackle these queries. This clarity provides thestaffs with a clear position concerning why they should support thechange process. This also makes them more confident in implementingthe change process.

WorkPlan

Inorder to realize the change, the following individuals will need toplay different roles within a specified period the roles of thesedifferent individuals are a discussed in the paragraphs that follow.

Headof Information Technology Department

Oneof the individuals critical to the change process is the head of theinformation technology department. The organization must plan, whichtechnologies are efficient in ensuring that the change processrequired is realized. As such, the organization will need the skillsof the head of the information technology department in order toensure that the organization selects the best technologies that cansupport the reporting process to the chief executive officer. Thehead of this department must also be involved in the change processin ensuring that the technologies chosen in supporting the reportingprocess are easy to adopt and acquire for the organization. Since theorganization do not have a lot of time in realizing the changeprocess, the head of the information technology department will needa period of three months in choosing the best technologies that canbe used in supporting the reporting process.

HumanResource Manager

Anotherperson that will be critical in the change process is the humanresources manager. The human resources manager is an important personin the change process since he is involved in the differentactivities of the staffs (Weigl, 2008. Pp 82). In the change process,the human resource manager will be involved in the training ofstaffs. The staffs will need to learn the skills required in the useof the new technologies that will support the reporting process. Thehuman resource manager will also have the responsibility of planningwhich staffs will be responsible for reporting to the chiefexecutive. The planning process and training of the staffs will takeplace for a period of five months.

Supervisors

Thesupervisors of the organization will have the responsibility oforganizing the staffs into teams (Duggan, 2013. Pp 74). The teams areexceedingly critical in the change process since the staffs will betrained in teams. Besides, the teams are critical in ensuring thatany problems that emerge during the change process are tackledthrough teams (Fisher, 2007. Pp 64). Teams are good in tacklingproblems since problems become solved better, when solved by manyindividuals rather than one person. The supervisors will also havethe responsibility of ensuring that the different teams engage inactivities that support the change process.

ChiefInformation Officer

Thechief information officer will also be critical in the change processsince he will be involved in ensuring that the staffs get the rightinformation concerning the change process. Any questions that thestaffs will have during the change process will be handled by thechief information officer. Besides, the chief information officerwill have the responsibility of ensuring that there is an opencommunication amid the staffs, the management board, and theexecutive during the realization of the change process. This willensure that any queries concerning the change process are wellhandled thus, fostering the implementation of the change process(Dyck &amp Neubert, 2010. Pp 90).

ChiefFinancial Officer

Thechief financial officer of the organization will have theresponsibility of analyzing the financial needs of the differenttechnologies available in supporting the reporting process (Chapman,2005. Pp 88). Through his financial analysis, the chief financialofficer will help the organization in choosing the technology that iscost saving and efficient in maintaining. Besides, the chieffinancial officer will have the responsibility of budgeting for theadoption of the technology that will be used in supporting thereporting process (Donaldson, 1994. Pp 16).

Recommendations

Theorganization should consider implementing the change process becausethe driving forces towards the change process are more than therestricting forces. Besides, the organization should implement thechange process since it will have an advantage to the organization.The change process should also be implemented since the organizationhas the capacity of implementing the change.

Conclusion

Throughanalyzing the different factors driving and restricting the changeprocess, there are less factors resisting the change process that theorganization can eliminate in order to implement the change. Inimplementing the change process, the organization will need to followdifferent strategies such as keeping an open communication with itsstaffs, introducing the change process little by little, training thestaffs on how to use the new technologies that will be used insupporting the reporting process, and engaging the staffs of theorganization in the change process. Therefore, the organizationshould consider implementing the change process proposed.

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