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All institutions are experiencing various forms of transformation (Hayes 2010). Most of these transformation programs emanate from management trends such as company process engineering, culture change, capacity building and total excellence (Argyris & Schön 1974).
Transformation programs are determined by the requirement of an organization to reposition in the face of changing aggressive demands (Doppeld 2003). A superior example of this is the change in the course of action at the UK Fire and Rescue service, it is mandated by regulation to formulate schedules to manage certain non-fire tragedy of instance highway traffic crashes.
However, these strategic changes customarily employ drastic evolution. They are limited by an institution which necessitates incorporation of culture, stratagem, scheme, procedures and coordination (Peters & Waterman 1982). The evidence of triumph in bringing into being strategic transformation within institutions is contemptible.
For a strategic objective to develop into certainty, it is essential to transform the ways in which personnel inside an establishment conduct themselves. This requires several essential targets: planning, defined authority, committed management and supportive labour force.
The Scope of Duty of the UK Fire and Rescue Service
The extent of the duties of the UK Fire and Rescue service as stipulated in the Fire and Rescue Services Act include evaluating any probable fire and rescue associated hazards that might distress the society. Consequently, they should make preparations to mitigate these perils.
Additionally, the service necessitates training in preparation to act in response to incidents that overwhelm local resources. However, the scope of duty has been increased and the service is required to also deal with more work such as road accidents amongst other duties, which requires strategic managerial changes.
The essential point to successful change is excellent planning. Change is a complex process, thus, successful managing is not feasible without a vigorous plan that has robust project management. There is a formal process of planning in preparing for change (Hayes 2010).
The first step requires taking stock, where the fire rescue service is in terms of service delivery status (Argyris & Schön 1974). This will help in establishing a baseline status of the company’s current position. Currently our service delivery is limited to fire rescue and fire related incidents. The staff members are also unwilling to increase the scope of their mandate any further.
The second step involves recognizing what needs to be achieved (Doppeld 2003). The fire rescue service greatest requirement is to change the attitude of the employees in order to understand as well as embrace the new tasks that have been assigned to them in order to detail who is involved, what is needed, where as well as when, and how to achieve the desired goal.
The next action is assessing the end product of the implementation of the change required coming up with a lucid vision concerning the range and effect of the future transformed circumstance (Doppeld 2003). The fire rescue service wants to be efficient in managing incidents that are not fire related.
Without a clear vision the efforts of change can be drained in instances of confusion leading the company in the wrong direction. A clear vision is a map indicating where the company intends to go (Doppeld 2003).
A potent authority along with reporting systems need a laid down proccess to act as the driving force in addition to monitoring change. In regards to change agenda new distinguished roles and levels of accountability for the change are frequently instituted. This results in destabilization of the standard pecking order of control as in the case of the fire rescue service.
This will require the formation of several teams to manage the change (Hayes 2010). The steering commission that is responsible for general supervision for the process of change by laying down the direction and providing leadership. It also confirms that the change process remains lined up with the company’s strategic vision (Argyris & Schön 1974).
The change sponsor has definitive accountability for the change as well as structuring the commitment towards the change mainly from leaders throughout the company.
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The role of leaders in managing the process of change cannot be undervalued. The earlier the management of the fire rescue team embraces the change process, the more they can steer people’s pereception of the change it affects. The management are the visionaries and the champions to direct the company members to adopt the change.
However, the support needed is not only from senior leaders but also from leaders at all levels. All leaders need to commit to the change for the process to be successful. The leaders at all levels need to own up to the change and push for it from their spheres of influence (Peters & Waterman 1982).
Supportive Labour Force
It is necessary to recognize the effects of a change in the human asset. The fire rescue service comprises a very dedicated team that provides an essential service to the community. It can actually be considered as disciplined force. For the services to be successfully implemented there is a need for the development of a work plan intended to guide the company toward attaining its vision for change (Hayes 2010).
Labour force arrangement guarantees the company has sufficient trained personnel to sustain its post change requirements. The work plan must tackle well the matter of forwarding resources in circumstances where the adjustment forms a gap in the ability and requirements of the company (Doppeld 2003).
The labour force development practice should perform an assessment of the needs for the fire rescue service. This assessment of the service is able to determine the required size of the workforce, the expertise required in the future to address the required change.
These include defining the new roles of the workforce for them to understand what is required of them, and addressing the issue of the new competencies required to perform their new duties. After the visionary goal of the workforce has been determined, it is now time to compare it with the current labour force.
This will determine the extent of the gap in addition to what is required in order to make the current labour force competencies for the future changes in their tasks (Peters & Waterman 1982). Luckily, the fire rescue team have already undergone much of the training required that help manage road accidents as well as other incidents.
Change is capable of being an exhilarating probability, or a period of loss, disturbance or peril for others. How these responses to change are dealt with is the discrepancy between the surviving and flourishing of the change in the work environment.
Change is an intrinsic attribute of any company whether we are akin to it or not, all companies must change to stay pertinent. Change can instigate from exterior sources: social, economic or political pressures. Alternately, it can come from inside of the organization as an administrative reaction to a variety of concerns, such as changing user needs.
Successfully executing change is a daunting mission predominantly owed to insufficiencies in planning and execution. For the successful approach in the execution of change in the organisation, there is need to incorporate the key change management basics discussed.
Argyris, C, & Schön, D 1974, Theory in Practice; Increasing Professional Effectiveness, Jossey Bass, San Francisco
Doppeld, B 2003, Leading Change Towards Sustainability. Greenleaf, Sheffield
Hayes, J 2010, The Theory and Practice of Change Management, Palgrave, Basingstoke
Peters, T & Waterman, R 1982, In Search of Excellence, Harper and Row, New York