Individual Case Study Assessment ( Faslane case study ) Essay

Individual Case Study Assessment ( Faslane case study ) - Essay Example Despite the fact that it is an installation by the Ministry of Defense, it is managed by Babcock Marine which is a part of Babcock International. The paper uses various theories and models to identify changes and differences between earlier management and current outsourced management. It also presents an analytical report on the case study about the leadership styles, the organizational structure and the processes of change as demonstrated in the study. The major objective is to show the changes that took place at Faslane before and after 2002, the drivers and resistors to the change, the organizational structure and the leadership styles with the use of various model and theories formulated as a guide. Faslane Case Analysis Qn. 1 The strategic change context in 2002 at the start of the change process at Faslane can be identified by the use of the change kaleidoscope by Balogun and Hope Hailey and the analysis on factors of change by Lewin Forcefield (David 2005). The strategy invol ves keys issues on change management which include strategy matters, context matters, inertia and resistance and leadership matters. Strategy matters identify need for change, context matter define the right approach to change as determined by circumstance, inertia identifies the existing ways of doing things that results to resisting change and leadership matters portray good leadership at all levels of an organization(David 2005). In diagnosing the change context, the types of change, the context of change is given as well as the Forcefield analysis is given. Strategic change context in Faslane identified four types of change including adaptation, reconstruction, revolution and evolution. The revolution changes involved a clear strategic direction, combining symbolic levers, various styles of managing change, monitoring and working with different aspect of existing culture. On the other side, evolution changes which were both transformational and incremental involved clear strateg ic vision, continuous change and commitment, identifying targets, winning minds and sustained management attitudes(Sadler, 2003). The change kaleidoscope designed by Balogun and Hope Hailey identifies the factors that necessitate change and the contextual features of change. In application to the case study of Faslane, this model is essential in describing the strategic change in 2002. Firstly, Faslane was originally run by the Ministry of Defense and the Royal Navy who decided that they needed to cut their management costs as well as improve their operational effectiveness. As a result, they established partnering arrangements with industrial firm Babcock Marine in 2002, which was then under John Howie. This brings out the need for the change and the contextual feature of time. The scope of the change at Faslane was highly transformational based on the changes in the working personnel, the human resources allocations of time, cultural influences and gradual nature of implementation (Wickham & Wickham, 2008). Secondly, the firm had to shift and obtain different management at the beginning who were conversant with organizational structure change from both marine and navy sides as well as do extensive research and study. The diversity had to be altered and the attitude of the employees towards change was influenced when they noted that it was for the best in the long run. Other factors that were considered included the capability of the management to effect change, the capacity to