Strategic Planning Consultancy Report
Strategic Planning Consultancy Report
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The change in organizational management plans is inevitable in many cases because most changes are directly related to the target end results. We apply change management because it has a different and pointed center on benefit realization and attaining the preferred results and outcomes of change. It is for this basis that, when starting change administration process, we start with the end in mind. This end, in respect of change management, is working towards victorious change .The main aim of this move is to help personal employees and management in general to adopt and capably utilize changes that affect them. There should be significant relationship between the people who are anticipated to not only agree to, but take part in changes, and the realization of the most required result of that change (Cameron, 2012).
Employees in an organization must therefore welcome any changes to be affected. In order for this to happen, proper planning must be enforced by management for smooth transition. Once the management of an organization chooses to bring in change in the organization, they are certain to be met with non-cooperation from the employees. As soon as they include a change management plan, they can deal in an improved way with the negative attitudes of the employees, as the plan will not only demonstrate the change and the impacts of it but will also state the reward and encouraging features of the change. Appropriate plan is desirable to enable the employees appreciate the change. The plan must in addition draw attention to when is the change likely to begin and how it will be brought in all through the organization. The costs to be the incurred while initiating the change as well as diverse skills needed by employees in order to allow the change turn out to be successful (Cameron, 2012).
When talking to the human resources concerning the change, there are particular things that the administration ought to maintain in mind. First and extra vital thing is that there should be efficient and enough communication from the administration to the workers on the topic of change. The staff ought not to have an emotion of lack of confidence in the management of the organization. Moreover, the leadership should formulate it apparent why change is needed and as talking about the benefits of the change, it will not harm to as well discuss the shortcomings of the change. The views of the staff also have to be taken into thought. Workers should be made confident that they will be given all the necessary support from the administration. They should also be guaranteed of the essential training. As long as the leadership has been able to persuade the staff and other workers in general concerning the change and they have all agreed on it, the execution part will turn out to be simple. On the other hand, when the change is executed, it is one of the functions of the management to check the change to discover any error and difficulty that might exist (Bryson, 2011).
Purpose is the first thing that requires to be talked about in the plan. The change purpose ought to be clear to the administration implementing it. It should also be obvious to the staff that will put into practice the change. The purpose cannot be some accidental reason. Therefore, enough proof in support of the change is required. Second is the Process of change management plan that is stated after purpose is evidently defined and well-known. In this case, the administration requires to plainly working out how they plan kicking off the process. They should state which section to begin off the process with and the human resources to engage in the process of organizational change management. In addition, they too have to indicate which unique skills the workers will require in order to ensure that the change is successful. Also needed is the specification of how much of time will be required to establish the change. This
characteristic of the plan will take much time and concern to make since it considers the whole thing associated with the change. The change management model employed can also be talked about in the process description. Third is the training which entails the right kind of trainings required by employees. This will ensure that employees also have enough skills to help them contribute to the success of the change. This is where a number of employees might be promoted as others might be given extra duties. Thus trainings that workers would require will as well be stated. Motivation for employees should too be high on the management list of items. The next aspect of plan is the cost. The management needs to work out the whole some cost concerned with the system of change. The details will mention the impact the cost will have on the available employees. The specific time of change and the amount of time required for the change is also stated under this cost. The cost must take in to account all these in addition to any non-cooperation from employees. Every one of the insignificant costs including capital expenses will have to be stated openly. Monitoring is another aspect of planning the change. This explains monitoring powers that be in the process of change. They are people from the management who will be accountable to supervise the execution procedure. They will also be in charge of monitoring the change in the organization. Any challenges coming out of the change, any matters created by the workers, any worries raised by the workers and the management too as any other connected matters will be solved by these chosen people who will have to use all their management abilities to solve the issues. The people who will be monitoring the change are mentioned in this section of the plan. Finally is the desired outcome which is extra elaborated than the purpose part of the plan. It mentions the outcome desired, the change and its benefits both to the organization and to employees. Also mentioned here is the risk assessment and information to be shared with employees (Cameron, 2012 and Tushman, 2013).
On the side of plan delivery, there should be a team responsible for assembling and effectively managing the system team. The Delivery Methods are determined by the system’s scope, budget, and timetable. A number of these methods comprise Traditional (Design/Bid/Build), Integrated Delivery Process (where all stakeholders have a monetary incentive to work jointly to create the preferred outcome), CM (also called CMc, or Construction Manager). Others consist of Design-Build, Bridging, Lease/Build and Lease Buy Back. The choice of a delivery technique will on the other hand affect the composition of the existing team, timetable, budget, and administration plans to be followed all through the course. A Project Management Plan (PMP) records key management and omission tasks and is revised during the system change as changes occur. The plans take account of explanation of an owner’s program aims, technical needs, timetables, resources, budgets, and administration agenda. It also makes available a vehicle for taking in to account competencies in the plan and structure phases .It will also provide the basis for finished structure documents and outline the assignment plan for finished execution (Anderson, 2010 and Tidd, 2011).
All in all, purpose, process, cost, monitoring and desired outcome are the major characteristics of good plan for management change. If they are defined well, the execution of the overall change will take place without any complain or opposition from the entire staff and other employees. As a result, the expected benefits will be realized by the organization once the plan delivery is complete.
References
Cameron, E., & Green, M. (2012). Making Sense of Change Management: A Complete Guide to the Models Tools and Techniques of Organizational Change. Kogan Page Publishers.
Bryson, J. M. (2011). Strategic planning for public and nonprofit organizations: A guide to strengthening and sustaining organizational achievement (Vol. 1). John Wiley & Sons.
Tushman, M. L., & O’Reilly, C. A. (2013). Winning through innovation: A practical guide to leading organizational change and renewal. Harvard Business Press.
Anderson, D., & Anderson, L. A. (2010). Beyond change management: How to achieve breakthrough results through conscious change leadership. John Wiley & Sons.
Tidd, J., & Bessant, J. (2011). Managing innovation: integrating technological, market and organizational change. John Wiley & Sons.
