Action Research Case Study in Transacting a Major Change at Pace
Management Services › Vol. 53 Nbr. 1, April 2009
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Summary
Traditionally managers have had to implement major change in addition to their existing responsibilities. Consequently, neither their job or the change get the right amount of attention. The findings of the first phase of research informed phase two of the research and resulted in the manager 'stepping out' of his day-to-day duties and concentrating totally on leading and implementing the change. This allowed a clear methodology and the project management of the change, the manager had a small dedicated and fully resourced team and the employee engagement survey could be used to track the results. In conclusion, it is evident that an operational manager cannot implement a major change and run a busy department at the same time. To transact the change at pace, serious consideration should be given to releasing the operation manager from the day-to-day order fulfillment and allow his subordinates to manage the order fulfillment and treat it as a development opportunity for them.
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Action Research Case Study in Transacting a Major Change at Pace
Impact of phase one research findings - why major change fails The results of this phase of research were presented in the Winter journal and used to see how they related to some of the failures that Boots Manufacturing (BM) had encountered prior to the implementation of their lean ambition. The researcher recognised that there were three reasons for failure that applied to BM and they were, number 7 in Figure 5.3, 'the absence of a dedicated and fully resourced implementation team'; number 8 in Figure 5.3, 'the lack of a structured methodology and project management'; and number 15 in Figure 5.4, 'the failure to fully engage staff'.
Traditionally managers have had to implement major change in addition to their existing responsibilities. Consequently, neither their job or the change get the right amount of attention. The dilemma was, how could the Toiletries Manager take on board the three reasons for failure while undertaking their normal duties? The answer was that he could not successfully do both tasks simultaneously! The findings of...See the full content of this document
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