All the areas are key to the change as they will define the overall success of the change. With regards to best preparing the organisation for change the areas can be planned for and thoroughly analysed prior to the actual move. Looking in to new management practices would prepare the BBC for the new culture it wants to implement for example as mentioned in the case study the open plan work area with at “hot desk” policy would need new management protocol thus changing the management practices.The hierarchy would also be greatly changed not only due to the job cuts and redeployment but the development of current staff in the new premises would also change the current structure.
In the case study it is mentioned that there has been an introduction of initiatives such as the leadership and development schemes focusing on creating better leadership and management which will empower more staff and create a different structure to what the staff have been used to prior to the move. System policies and procedures are always being adapted to suit the changes in the external environment.This can be analysed prior to the move to accommodate and plan for expected or desired procedures to tie in with the new environment.
For example in relation to the change and advancement of technology legal policies and procedures would have been assessed before the change. The work unit climate element would bring in concerns such as the staff requirements for example the “domestic” issues such as eating, shops , cafi?? facilities etc other work unit climate issues would be the change of working ethos and culture change. Both tangible and intangible issues would have to be raised and addressed before the change.Motivation of staff in the new environment would create concerns such as conformation of staff in their new environment and they will be managed and motivated in the new circumstances. This is vital for the BBC to ensure staff are as productive as they previously were otherwise output and quality would be affected. Tasks and individual skills and individual needs of the staff must be met if the staff are to migrate with the company.
These elements of the model will allow the BBC to plan how changes are to be delegated to staff to achieve the “more work with less” strategy.If the staff are to be reduced then the responsibilities of the remaining staff would be increased. The main advantage of using the model is the fact that it can help plan and prepare the organisation in al aspects of the change – especially in the internal environment which is the key area to ensure productivity is either improved or has remained the same throughout the process of migration.
RELOCATION Relocation of the BBC will bring many obstacles to overcome from financial to the transport and migration of staff. One of the key issues that will arise because of the move would be developing management to meet the needs of the change.Management relocation would be restricted due to the inconvenience caused because of the migration to a different area which would prevent the BBC from having all of the manager’s part of the move. As the managers will be reduced the BBC would need to ensure that other management staff are developed and that they collectively reflect the new culture of operation within their new environment. The development of managers is a key area that would have to be planned for in advance in order to ensure the staff are managed appropriately through the change.
There are three common approaches to management development: – Natural selection, this is probably not the most appropriate to employ through a relocation process as it allows the staff to be put directly in the change and waits for the “fittest” and “natural” managers to arise. This is time consuming and will hinder the process as managers would not be there to manage the initial chance. – Programmatic is probably the most appropriate as it allows the BBC to instil a common understanding of desired culture and management styles that the BBC wants to employ.
It allows the company to have their desired calibre of management throughout the change which will ensure a smoother relocation process. – Crown prince/ princess is another appropriate approach that involves grooming of identified high flyers, however this is restricted as the relocation would not involve all the current high flyers, therefore this may be more appropriate to employ after the relocation has been completed. This approach would be more appropriate for the support of a development and extension phase.The Litwin model accounts for management practices and leadership which will define the most appropriate approach. If the model is used to plan prior to the actual change policies and procedures can be manipulated to house the preferred approach. DIVERSITY The case study highlights the need for a major push to bring in a more diverse workforce as the BBC has been described by a previous director – general as being “hideously white” .
The main change needed is a primary visible different such as a workforce representative of different ages, genders, disabilities, ethnicities race and religions.There are also secondary intangible diversity issues that would need to be reflected such as cultural values, personal ethics and principles which will have to be appropriately managed to either fit in with the company ethos or to help bring about change and innovation. Although there are legislations in place to help ensure fair treatment of staff from different segments of the communities it is an issue that can be easily overlooked. The litwin model does take in to account the importance of individual needs and values as well as individual skills.This will enable the plan of change to accommodate the needs for different individuals for example a prayer room need for Muslims or time off for religious occasions. The model highlights specifically individual needs and values which will differ from the current state of operation therefore planning an appropriate management style and culture is vital to help diversity settle in. As the BBC is a public company it is imperative that it reflects the diversity of the country’s nationals as they are paying their license fees just like every other individual however can see that the output is not as supportive of the communities.
Culture is a key area that will retain and develop diversity as it will be the main link between the staff and their operating environment. If the culture is supportive then the BBC could easily achieve a diverse workforce however as the previous staff have been alienated to diversity at the BBC the management would need a specific strategy to curb and problems caused from other staff not accepting of change. CONCLUSION In conclusion: diversity and relocation encompass a key area of the change process.There are many different change management models that can be used, however I found the Litwin model appropriate to analyse and plan the change process. From the case study it does seem that the BBC has the change under control however in reality there would be many more problems and obstacles that the management would have to overcome.
On one last not I do feel a change could be made to the Litwin model to allow for unforeseen circumstances and problems that can and may occur such as failed technology as this could be detrimental to the whole change policy. Unforeseen circumstances would allow for acknowledgement of high risk problem occurrence and can help management plan in contingency to ensure a better quality of the process.BIBLIOGRAPHYThe following have been used in research for this assessment: – Human Resource Management practice, Michael Armstrong 11th ed, 2009 – Human Resource Management: a contemporary approach, Ian beardwell 3rd ed, 2001 – Human Resource Management: a strategic approach to employment, Chris Hendry, 1995 – Class lecture notes; management development, diversity, measuring diversity (CIPD 06)