Assignment One

“Organizations don’t change. People do – or they don’t. If staff don’t trust leadership, don’t share the organizations vision, don’t buy into the reason for change, and are not included in the planning – there will be no successful change – regardless.” Carol Gorman ‘The Biggest Mistakes in Managing Change’ Innovative Leader Volume 9, Number 12 (December 2000) Discuss the validity of this statement, illustrating your argument with examples of organizations that have recently undergone a change program.

and Means of transitioning people. There are many meanings to change management and each will differ aligned to company needs and expert opinion. such as the one we are living in. The Theory of Change Management Change management is a very detailed and complex concept with many facets and opinions which would be impossible to cover all areas within the scope of this essay."Everybody has accepted by now that change is unavoidable.Reserve1 requirements it was identified that the Reserve component was not optimised to support the mandated outcomes. . As highlighted in the introduction. This essay will discuss the validity of the covering statement. But that still implies that change is like death and taxes it should be postponed as long as possible and no change would be vastly preferable. 13 Brigade2 was identified as the pilot Brigade for the implementation of Project Focus. Under Defences ‘Hardened Network Army . ‘why’ and what factor of change. The problem aside most change issues will have something to do with the ‘how’. Systematic process. The problem may be means or process focused or end or outcome focussed." Peter F. In order to optimise C2 and administrative structures to better support the ‘Raise. Drucker Introduction Change management is a term that is increasingly used within business as a direct link to organisational change. all organisations must begin with a shift in structure. Train and Sustain’ functions of the Reserve capability Project Focus was implemented within the 2nd Division. change is the norm. processes or simply a change problem. But in a period of upheaval. An insular approach has scope to create negativity and resistance to change. change management has many different definitions but if implemented effectively can be used as a: • • • Competitive tactic. Employees are a key concept in the success or failure of the organisations chartered provision of service and should be included in all facets of proposed or scheduled change. To be involved at the start affords a sense of ownership and transparency in the problem and process. hence affecting profitability and or production. Despite the differing points of view defining change management.

Link this back to the question. The implementation of Project Focus failed to consider one primary cultural issue. ways of behaving that characterise the manner in which groups and individuals combine to get things done. pge. P. Within Defence culture is very important. This was attributed to the ADF having a rigid structure in its decision making process and not being transparent from the commencement of the project. beliefs.’ This essay will focus on culture. transparency of change and evaluating change. values. Managing planned change. The seven steps above approach Reasons for Change Transparency of Process . 112) defines culture as ‘Culture is defined as ‘the unique configuration of norms. Specific road mapping of a change process will allow for staff at all levels to gain a clear insight into the due reasoning and way ahead. Steps in the Change Process With all work force changes there is a need to follow due process. It affects all. system structures and values. from the most senior manager to the humblest clerk4’ For organisations to make the change meaningful and lasting the cultural issues must be considered. Culture In considering effective management of change we must first try to understand culture. consulting staff at the initial phase. technologies. manages and enables people to accept new processes. Burnes (1996. The reason for focussing on these areas are that they are most evident in this change process. forces of change. This isn’t an impossible ask but it will take time. The Australian Defence Force (ADF) has built its customs and traditions on the inherited concepts of the British and in some instances date back centuries. It is the set of activities that helps people transition from their present way of working to the desired way of working3.The most appropriate definition for 13 Brigade’s problem is ‘Change management is a critical part of any project that leads. Culture defines how those in the organisation should behave in a given set of circumstances. communicating change. Resistance to change. If meaningful and long lasting change is to be realised communicating the intent clearly and concisely needs to occur.

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pge. 3 Corporate Leadership Council.1 Land Headquarters Minute 3441. ‘An Introduction to Managing Change’. London .. dated June 2008 4 Burnes. Enhancing Army Reserve Regional C2 and Administration. Managing Change – A Strategic Approach to Organisational Dynamics. Piyman Publishing.3. dated 14 Dec 06 2 13 Brigade is an Army Reserve Brigade that is under command of the 2nd Division. Change Management Fundamentals. B.112. pge. 1996.

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