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Change Agents, Programme and Portfolio Capability Report (Assessment)

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Introduction

Change agents are essential to organisations. In particular, change agents initiate, manage and implement positive transformation of institutions. However, it should be noted that the roles played by change agents are multi-dimensional and complex. The four main categories of change agents in an organisation include leadership, team, consultancy and management. For positive change to be achieved in an organisation, the various change agents must be utilised effectively. This paper will perform an assessment of the various change agents that an organisation could utilise as part of a major change initiative to develop its programme or portfolio management capability (Nikolaou, Gouras, Vakola & Nourantas 2007).

Assessment of the change agents

Change agents are pivotal in effecting sustainable efficacy in an organisation. However, for effective results to be achieved, the right change is desired in an organisation. Consequently, efficiency would warrant the right change agents in the organisation. In assessing change agents, it is important that the right person is involved for the desired change (Nikolaou, Gouras, Vakola & Nourantas 2007). According to Caldwell, change agents are classified into four main groups namely, team, leadership, consultancy and management models. In essence, each of the models should be assessed to achieve desired change (Caldwell 2003).

Leadership

Change leaders are significant in organisations. Change leaders need to have desired skills, expertise and knowledge to effect change in an organisation. Change leaders have the responsibility of creating flexible as well as efficient organisations (Doyle 2001). Assessment of change leaders requires that they possess the expertise in transformational leadership. Additionally, such leaders are required to be charismatic, outspoken, and innovative. Moreover, they should act as catalysts for change by possessing ability to succeed in complex situations (Partington, Pellegrinelli & Young 2005).

Consultancy

Consulting change agents should have the ability to implement planned changes to improve efficiency of the organisation. Moreover, consulting change agents should also possess skills to facilitate consensus without bias in an organisation (Fincham 2001). This would enable the change agents to influence organisational growth positively. In addition, consulting change agents should have the capability of facilitating consensus building, empowerment and equality for the various workers in organisations. It should be noted that consulting change agents could be from either internal or external environment (Dulewicz & Herbert 2000).

Management

Managerial change agents should be flexible to achieve desired change in an organisation. The current dynamic business environment requires change agents who are involved and committed to the task (PMI 2000). Moreover, managerial change agents should empower employees to make them responsible for their decisions. In assessing managerial change agents, emphasis should be placed on their ability to motivate employees through empowerment (Partington, Pellegrinelli & Young 2005).

Team

Change teams have been utilised effectively in organisations in the past. To create programme or portfolio management capability, change agents need to exploit horizontal coordination to improve organisational efficiency. In assessing change teams, emphasis should be placed on teams that coordinate effectively to positively influence other departments within the organisation (APM 2000). Effective implementation can only be achieved by combining both external and internal expertise through change teams.

Conclusion

Change agents are critical to efficiency of organisations. The various change agents must be assessed effectively to achieve desired results. Competency is required for change agents to improve organisations. Moreover, change agents must be examined in a multi-dimensional perspective to achieve effective implementation of programme or portfolio management capability.

List of References

APM 2000, Body knowledge, APM, High Wycombe.

Caldwell, R 2003, ‘Models of Change Agency: a Fourfold Classification’, British Journal of Management, vol.14, no.1, pp. 131-142.

Doyle, M 2001, ‘Dispersing Change Agents in High Velocity Change Organizations: Issues and implications’, Leadership and Organizational Development Journal, vol. 22, no. 7, pp. 321-329.

Dulewicz, V & Herbert, P 2000, ‘Predicting Advancement to Senior Management from Competencies and Personality Data: A Seven-Year Follow up Study’, British Journal of Management, vol. 10, no. 1, pp. 13-23.

Fincham, R 2001, ‘The Consultant-Client Relationship: Critical perspectives on the Management of Organizational Change’, Journal of Management Studies, vol. 36, no. 3, pp. 335-351.

Nikolaou, I, Gouras, A, Vakola, M & Nourantas, D 2007, ‘Selecting Change Agents: Exploring Traits and Skills in a Simulated Environment’, Journal of Change Management, vol. 7, no. 3, pp. 291-313.

Partington, D, Pellegrinelli, S & Young, M 2005, ‘Attributes and levels of programme management competence: an interpretive study’, International Journal of Project Management, vol. 23, no. 1, pp. 87-95.

PMI 2000, Guide to the project management body knowledge, PMI, Upper Darby.

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