Introduction
Organizations pass through so many unprecedented events and circumstances that it can be argued that change in strategies within organizations is inevitable. This is because during development of strategy some developments are unforeseen and some of these developments may substantially affect organizational performance if it sticks to the letter of its strategy.
In the case of UK Fire and Rescue Services, the specific mandate of the organization is specified by the Fire and Rescue Services Act and most of the services demanded by the public are not part of this Act. It is, thus, of essence that the staff is made aware of the importance of change in strategies in any organization.
Change process
The process of undergoing change in strategic objectives is, arguably, one of the most challenging tasks any organization faces. It involves systematic steps that must be followed well in order to ensure that the organization stays focused on its objectives (Murphy 1). The first step in the process of changing strategy is involving stakeholders (staff and customers) in identifying gaps in the current strategy.
This has to be the first step since it makes the organization stay focused on what it wants to achieve. In most cases, this step is characterized by substantial resistance like in the case of UK Fire and Rescue Services. This is normally a sign that some stakeholders do not understand the benefits of a change in strategy. Instead of taking resistance for lack of interest in change, the opponents should be involved in informative sessions to make them understand the essence of strategic change.
It is also important to highlight the challenges that the organization may go through and make people prepared to act outside their comfort zones. This will make people trust that everything is okay when they encounter difficulties during implementation of change since the same is anticipated. It also gives you time to prepare for challenges and look for solutions long before the challenges come.
The next step is to implement the change and dealing with challenges in the most positive way possible. There should be a reward system for members of staff who perform exceptionally well in implementing the change. The person leading the change process (manager) should also facilitate an exercise in which the impact of the change (positive or negative) is evaluated (Lee 1). This enables the organization to learn from its experience in undergoing strategic changes.
From the discussion above, it is clear that change in strategy should be properly planned and systematically executed in order for it to have the desired effect in the organization.
Managing strategic change
Since organizations deal with people and are empowered by people, change can originate from within the organization or from outside. Depending on whether strategic change originates from within or without, an appropriate style of managing it should be adopted. The styles for managing strategic change in organizations are numerous and a number of them can be applied in any given efforts to change the strategies of an organization. The strategies include:
The Empirical-Rational Strategy
In this strategy, it is the customer, or the person(s) who will be affected the most by the change of strategy, who demand the change. The strategy relies on the fact that human beings are rational beings and they are bound to choose that which will make their lives better. Thus the change in strategy is almost always bound to bring a positive change to the organization and its customers. However, care must be taken to ensure that the risks are not too many to outweigh the benefits of the change in strategy.
The Normative Re-educative Strategy
This is the kind of strategy applied in situations where people are used to a certain norms that change may appear like a change in identity (Newman 35). It can also be applied in the case of UK Fire and Rescue Services since the organization is defined by the law and any change in operations that is not outlined in the law may seem like a redefinition of the organization. To effectively apply this style, there is need for a leadership that is flexible and able to influence both its customers and staff.
The Power-Coercive Strategy
This strategy is applied in situations where the society conforms to authority. For effectiveness, a threat must be identified in the current strategy and change implemented to facilitate survival. In the case of UK Fire and Rescue Services the power-coercive strategy is not applicable despite the fact that the mandate of the organization is outlined in the constitution.
The Environmental Adaptive Strategy
This strategy is appropriate in a case where people are more willing to learn a new culture than they are resistive to change. It is applied in quick changes in strategy. It is time saving since people are already willing to try a new culture so it takes less time to explain the essence of the change (Hayes 17).
Monitoring of impacts of change
After change is completely implemented and its effects experienced, it is good to monitor the effects it has had on the organization. The manager should thus facilitate and supervise a team to carry out an evaluation exercise aimed at monitoring the effects of the strategic change on the organization.
In the case of UK Fire and Rescue Services, the manager should conduct an independent monitoring to see the effects that engaging in extra-constitutional functions have had on the organization. He/she should establish whether the same has negatively affected employee motivation and also establish whether it has any effects on organizational revenue and customer satisfaction.
It is also necessary to have an evaluation of the overall success of the change process and the challenges and lessons learnt during the change process (Hughes 21). This monitoring exercise will thus be very valuable in valuation of the change and it will act as a benchmark for future changes if the process was successful or act as a guideline if the process was not that successful.
Conclusion
From the discussion above, it is evident that change in the strategies of organizations is an essential tool. It is thus of essence that organizations embrace change when the same is bound to have positive effects on the organization. Proper planning and communication should also be done in order to achieve the objectives of changing the strategy. All in all, the management of the organization should take the lead in the change and guide other members of the organization through the change.
Works Cited
Hayes, J. The Theory and Practice of Change Management, 1st Ed. Palgrave. McMillan Publishing, 2010. Print.
Hughes, O. Public Management and Administration. 3rd Ed. Palgrave. McMillan Publishing, 2003. Print.
Lee, Gerrit. “Styles of Managing Strategic Change”. 2010. Web.
Murphy, Robert. Managing Strategic Change: An executive overview. 2003. Web.
Newman, J. Modernising Governance. London. Sage Publications, 2001. Print.