ILM M3:02, M3:03, M3:04

Topics: Management, Change management, Quality management Pages: 9 (2339 words) Published: September 24, 2013

Stuart Pringle

Nexus Rail

ILM Level 3

M3:02 Understanding Change in the Workplace
M3:03 Planning Change in the Workplace
M3:04 Achieving Objectives through Time Management

Word Count: 2408

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“I am writing this report for the attention of my Line Manager, Mr Michael Bollands regarding a change that is needed, and which could be implemented in the near future.”


In all aspects of life, whether it be personal or in business, there is one constant, that being “change is inevitable”. Change within an organisation or a business doesn’t just happen, there needs to be hard work and structure to around what must actually take place to make the change happen. To facilitate change, the twin disciplines of Project Management and Change Management need to be employed.

Project Management is the employment of knowledge, skills, tools and techniques to meet project needs, and it is accomplished by the application and integration of the project management processes of initiation, planning, executing, monitoring, controlling and closing.

Change Management differs in that it is the process, tools and techniques used to manage the human side of change to meet the required business need. Change Management employs the organisational tools used to help staff/individuals make a successful transition during the change process.

The organisation that I work for is called NEXUS, and it is the body that is charged with running and maintaining an integrated public transport system within the Tyne and Wear region. NEXUS is funded primarily by the five Local Authorities that it serves, these being: Newcastle, Gateshead, North Tyneside, South Tyneside and Sunderland, and also by Central Government funding. Departments within the NEXUS organisation are as follows:- Business Development; Communications; Customer Services; Finance and Resources; Health, Safety, Environment and Quality; and finally, Rail and Infrastructure. Rail and Infrastructure are the group that manages the assets and the invigoration and development of all of NEXUS’ physical assets, which include Nexus Rail, Metro Projects and Renewals, bus, ferry, and heavy rail infrastructure. The Building and Facilities Engineering team, of which I am a part of, are responsible for the inspection, maintenance, renewal and rapid-response activities in relation to the following engineering areas of the business, Plant, Fare Collection, Buildings, Structures and Trackside Graffiti. My immediate team consists of six Supervisors and approximately sixty men, including Electricians, Fitters, Civil Engineering Tradesmen, Semi-skilled and Apprentices, providing 24/7 engineering and safety cover, 365 days a year !

NEXUS has a Mission Statement which states: “Building for tomorrow through better transport today”

Due to the nature of the core activities of NEXUS, continual improvement, which is an on-going effort to improve products, services or processes, is a business necessity. This continual improvement can only be quantified by measuring quality standards. These quality standards may be legal/legislative, industry specific or in-house standards.

Legislative standards, include such standards as the Health and Safety at Work Act 1974, Control of Substances Hazardous to Health (COSHH). ISO9000 Quality Standards and Office of the Railways Regulator Standards (ORR). These are standards that are compulsory by law, and underpin all industry specific or in-house quality standards Industry specific standards, are trade specific and could include such standards as Institute of Electrical Engineers (IEE 17th Edition), Network Rail Standards and the Buildings Regulations. These quality standards are mostly...
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