DEVELOPING THE SKILLS FOR MANAGING CHANGE: A CASE STUDY ON

CHARTERED MANAGEMENT INSTITUTE

A Case Study

Presented to the Faculty of (Name of School)

In Partial Fulfillment of the Requirement for (Subject)

By:
TABLE OF CONTENTS
I. Title of the Case Study

The world is changing everyday: the population is changing, customer trends are
changing, technology is changing and the economy is changing. Businesses who fail to
embrace change can easily wind up as dinosaurs – out of touch and unable to compete
under current trading conditions.

According to Chron Contributor (2020), change management is basically the

science, or possibly art, of managing yourself and others during a period of change. Since
most organizations and a good many people’s lives are in a constant state of flux, you
could argue that most of us are managing change on a daily basis, but how we do it, and
how well we do it, varies considerably.

The only chartered professional body within the UK dedicated to creating high
quality standards for management and leadership is the Chartered Management Institute
(CMI). The Change Management Institute is a global, independent, not for profit
association of change professionals.  It was created by and is operated by members for
members, constantly striving to push the boundaries of the change management
profession (CMI, 2022). The core purpose of CMI is to increase the number of
professionally qualified managers. This is vital because within ten years that will need to
fill nearly one million new management and leadership role.

According to the data provided by

UNDP (2006), several
factors influences change to occur
as it affects directly and
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 
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includes the internal factors or
drivers such as change in
operations, technologies, internal
policies and laws, urgent
call for modernization,
management changes in decisions,
as well as commercialization or
privatization of previously
held government organization.
While external factors
include the increasing demands of
globalization,
competition between companies in
the industry, economic
status, technological, political and
social conditions that
affects the goals and objectives of
the organization (Lynn,
Several factors influences change to occur as it affects directly and directly to
corporation’s objectives. The two factors include the internal factors or drivers such as
inefficiency, changes in the workforce or high levels of staff absenteeism, internal
policies and laws, urgent call for modernization, management changes in decisions, as
well as commercialization or privatization of previously held government organization.
While external factors include the increasing demands of globalization, competition
between companies in the industry, economic status, technological, political and social
conditions that affects the goals and objectives of the organization (Lynn, 2016).

In the research conducted by Kamarck (2016) reveals the direct relationship

between organizational change and the objectives of the organization. His emphasis is
dwelt on the importance of careful planning to assure the attainment of corporate goals
and objectives as well as the ability to achieve competitive advantage. For instance,
implementation of any change efforts requires coordination by all agents and members
which should be built upon organization’s objectives, such is changes in the
management; plans and program, leadership, relationships and others that impacts both
the management and the workforce.

Hence, this case study aims to he main goal will be to analyze the change process
with a reference to different theories and perspectives following by a practical transfer
with possible suggestions or solutions. It critically discusses the following topics: factors
that impacts change; the types of change and organizational change; the positive and
negative consequences of change; the concept and application of change management
with the aid of the different change models; the ways on how change management can be
effectively implemented and the benefits that change management can offer to the
success of the organizations.

II. Problem that Occurred

Organizations and societies often face with pressures for change, which are both
internal and external in nature. External pressures include increasing globalization,
communication explosion, political pressures, economic turndowns which may include
oil prices, and others. While internal pressures encompasses the increasing level of
education, improving socio-economic status, the desire to live a better quality of life, and
others (Shivappa, 2015)

Managers must anticipate and plan for effective improvements to the

organization’s processes. On the one hand, this may involve change management. This
requires leaders who have the tools or structures that keep any change effort under
control. The goal with change management is to minimize the impacts of the change. On
the other hand, this may involve change leadership. This involves supporting the change
process. Leaders need to have the vision to change an organization. To do this they need
to harness the driving forces of change in order to transform an organization.

However, there are also adverse impacts of change to the organization. These
negativities can be enumerated hereunder:

 Resistance to Change. While change are accepted by many, there are also
members of the workforce that would likely resist to change. Resistance has
become undeniable that cannot be ignored in any change efforts whether in
individual level or organizational level. Fernandez and Rainey (2006) stressed
that, resistance is an organization embedded phenomena that exists in every
organization and may happen individually or organization-level. The most
common negative impact of resistance to change is the inability to achieve the
organization’s goals and objectives.

 Incompetence of Change Agents. Change cannot be underestimated. Any plans

for change should consider evaluating the readiness to implement the change.
Thus, it requires people who have the adequate knowledge and expertise to
manage and oversee the change processes. Cameroon (2008) for example, pointed
out that, new managers and leaders employed in the company lacks the
mechanism to institute the needed change and usually promotes their self-will at
the expense of the interest and welfare of the company resulting into failures and
misunderstanding between the management and the employees.

 Lack of Information. Often companies struggle in properly communicating any

efforts for change. No matter how good is the change plan but if not
communicated to the workforce and the organization, its effectiveness is
questionable and employees less likely to participate to the change efforts.

 The Status Quo Concept. One of the barriers to implement the needed change
happens when the management along with their employees are comfortable with
the current performance without any plans to improve. The drive to enhance the
 performance for the better has lost its significance that anybody in the
organization may refuse to learn new thing.

Every organization faces challenges from within the business. For example, the
internal environment might be affected by inefficiency, changes in the workforce or high
levels of staff absenteeism. Organizations also face many challenges in their external
environment. These might include legislation that set new standards, advances in
technology or changes in the market or the economy.

III. Financial Statement

Every change strategy will involve setting objectives. It is important, therefore, to
constantly evaluate change programs. By doing this it is possible to monitor whether
changes have helped an organization to improve the way it meets its business objectives.

In the given case, an example was given about Serco, one of the world’s leading
service and outsourcing companies. It employs more than 70,000 people and helps
governments to improve services. In 1994 Serco took over management of HMP and YOI
Doncaster, a category ‘B’ remand centre in South Yorkshire. The prison had faced many
challenges in recent years. The prison had faced many challenges in recent years such as
report rated the prison at Performance Level 2, where Level 4 is the highest and Level 1
the lowest. Staff morale was low, with a high turnover of first-line managers.

According to Picincu (2021), employees with low morale are more likely to
engage in conflicts and start arguments. They may complain over small matters, blame
their colleagues when something goes wrong or refuse to work as part of a team. Stress,
irritability and other negative feelings can affect their behavior at work, leading to
conflict. For example, an employee who doesn't feel appreciated may try to sabotage
others to undermine their efforts.
V. Bibliography

Cameron, K. (2008). Leading Change: Using Fixed Points to Navigate. Provo, UT:
Leadership Excellence.

Change Management Institute (2022). The Change Management Institute. Retrieved from
https://www.change-management-institute.com/our-story

Chron Conrtibutor (2020). Why Is Change Important in an Organization. Retrieved from

https://smallbusiness.chron.com/ways-improve-competencies-55849.html

Fernandez, R. and Rainey, H.G. (2006). Managing Successful Organizational Change in

the Public Sector. Public Administration Review, March/April, pp 168 – 176

Karmarck, E. (2016). Government Innovation Around the World. KSG Working Paper
No. RWP04-010. Retrieved from
https://www.researchgate.net/publication/310828676_The_Impact_of_Change_and_Chan
ge_Management_in_Achieving_Corporate_Goals_

Lynn, LE Jr. (2016). The Myth of the Bureaucratic Paradigm: What Traditional Public
Administration Really Stood For?. Public Administration Review, 61(2):144-160.
Retrieved from
https://www.researchgate.net/publication/310828676_The_Impact_of_Change_and_Chan
ge_Management_in_Achieving_Corporate_Goals_

Picincu, A. (2021), Effects of Low Employee Morale. Retrieved from

https://smallbusiness.chron.com/effects-low-employee-morale-1768.html

Shivappa, R. (2015). Change Management Concept, Process, Principles and Skills.

Retrieved from http://www.slideshare.net/shivapparamakrishna/change -manage-dr-r-
shivappa

Wiggins, L. (2009). Managing the ups and downs of change communication. Strategic
Communication Management, 13(1): 20-23.