CHANGE MANAGEMENT MODELS EXAMINATION
“KOTTER EIGHT-STAGE CHANGE PROCESS”
“ESTATES AND FACILITIES MANAGER ACTUAL CHANGE PROCESS”
AS PART OF THE FACILITIES MANAGEMENT DEVELOPMENT AND TRAINING PROGRAMME 2007-2008
14th January 2008
Change Management Models Examination
“Kotter Eight-Stage Change Process” and
“Estates and Facilities Manager Actual Change Process”
TABLE OF CONTENTS
5.0 PROFILE OF AUTHOR
6.0 TERMS OF REFERENCE
7.0 PROFILE OF TRUST
9.0 CHANGES TO ESTATES SERVICES AT BRENTFORD
Service and Maintenance Contract Requirements at Brentford Lodge. Change Management Questionnaire and Survey Results – Re-provision of Estates Services at Brentford Lodge.
Brentford Lodge Property Overview.
Estates and Facilities Managers Team – Including Peripheral Resources. Brentford Lodge Reactive and Planned Preventative Maintenance Performance Review. 3.0
3.01 The report examines the actual management processes used in the change project to re-provide in-house Estates Services to Brentford Lodge during 2007. Previous to this the Estates Services were provided externally through the use of a private contractor.
The actual management processes used are compared and discussed alongside the “Kotter Eight-Stage Change Process”. This change model was written by John P. Kotter , the distinguished author and expert on business leadership.
The actual management of the change processes to re-provide in-house Estates Services were considered reasonably effective. However, the processes in comparison to the “Kotter” model are viewed as being weak, autocratic and quite two dimensional.
The “Kotter Eight-Stage Model” strictly uses eight processes to secure a successful change. During the eight stages strong leadership is required to guide the change. The actual change process was managed as opposed to being strongly led. The basis for the successful change project is to alter the behaviour of managers and employees, to embrace the change. The actual change process did not consider emotion or behaviour. At each of the eight “Kotter” stages thought is given to encourage emotion, which guides behaviour to suit and achieve the required outcome.
3.02 Conclusion Summary
The following is a summary of conclusions that follow the report:
3.03 The actual change project was a satisfactory success. The aim of re-providing Brentford Lodge with a full and complete in-house Estates Service was delivered, and ready for commencement on 2nd April 2007. The criteria to which it was judged a success was the examination of the following three measurement tools: The actual change process
Project feedback survey
Estates Services performance measurement
3.4 Positive aspects of the actual change project include:
Delivered on time with no major obstacles or issues
Good co-operation from employees and managers at Brentford Lodge and within Estates Services (Department) Positive responses from project feedback survey
3.5 Negative aspects of the actual change project include:
The Estates and Facilities Manager (E&FM) managed the actual change project with little thought to influencing people’s emotions and behaviour The E&FM did not provide strong leadership and use motivation as a behavioural tool The project team was inadequate
The change strategy lacked inspiration
The E&FM did not communicate the change with feeling or emotion
3.6 Recommendations Summary
The following summarised recommendations follow the conclusions of the report. The recommendations are how the actual management of the change project may have improved, based on the theory of the...
References: West London Mental Health Trust (2006) Annual Report, London
West London Mental Health Trust (2006) Change Management Policy, London.
Young, C (2007) Management of Change Training Sheets, Facilities Management Development and Training Programme.
Barnett, Robert C (2007) MDA Leadership Consulting Book Review – Leading Change http://www.mdaleadership.com/leadership-library/leading-change.asp (date accessed 17.12.07).
Tutor2u (2007) Change management-implementation http://www.tutor2u.net/business/strategy/change-management-implementation.html (date accessed 26.11.07).
Mortensen, Jim (30.03.2005) See-Feel-Change http://www.managementsite.com/content/system/print.asp?id=483
(date accessed 26.11.07).
Service and Maintenance Contracts Required (For April 2007)
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