Case Study Analysis Essay Example | Topics and Well Written Essays - 2000 words - 1

Case read Analysis - Essay ExampleBabcock conducted wide direct strategic changes specifically in atomic number 18as of process re-engineering, watchfulness restructuring as well as peoples focal point. Efforts were successful and within first year of slaying Babcock managed to generate efficiencies in excess to targets across the board without compromising any security risks and serve ups. Babcock over historic period developed successful relationship with all stakeholders resulting Faslane to become home base for the entire UK submarine fleet. The carapace assessment herein provides the review of the strategic measures exercised by Babcock for the purpose in relevance to academic management literature. CASE STUDY ANALYSIS The strategic changes undertaken by Babcock from 2002 to 2010 changed the strategic model of Faslane. Broadly, the change has been taken in the areas of process re-engineering, peoples management with flattening management structure etc. The section prov ides the assessment of the referred changed from trine aspect as discussed as follows Describe the Strategic Change Context In 2002 The change undertaken at Babcock has can be defined as the transformational change among options set out below (Balogun, J. (2001) Transformational change requires ever-changing in believes and the culture in all (Johnson, Whittington, & Scholes, 2011). As noted in the description people at Faslane were more towards Inwards River fencing than actually intending to serve the Navy. John Howie the managing director of Babcock then in like manner declared that efficiencies in the project are to be explored by changing the mindset of the people serving at Faslane to delivering services with minimum likely cost. Babcock adopted the strategic style for change with intense consideration adhered to factors that are sensitive to firm. These considerations were given to underlying situation of the firm within outer, middle and internal context as follows (Bal ogun, J. (2001) Changes undertaken were strictly aligned to maintain with the organisational context as focus. Therefore, focus was made changing attitudes and processes than organisation. Low level changes were timed on first place with managerial transformation in later phase. Scope was well-kept to change the attitudes towards jobs than changing jobs or people. Such as processes were engineered to ensure value addition to the processes ensuring critical step preserved while eliminating wastes and redundancies. Almost entire staff was moved towards change with exploring change and efficiency possibilities and capabilities across the board. Small level readiness of employees for changed were enhanced with consistent communication and increased sharing of power. Restructuring, top-down path and participative approach, management leveraging support to understand the value addition paradigm of serving with least possible expense, leadership and involvement of change action team forme d the defining characteristics of the strategic change end implemented by Babcock at Faslane. For such change implementation Babcock undertook measures that consistently increased the strength of factors that comprehended and supported change (Milicevic & Ilic, 2010). In line with Lewins Force field analysis (Thompson & Martin, 2010), John undertook measures that also weakened the forces resisting change. Change drivers originally strengthened from the Babcok gaining contract for the job. Further, consistent contact with stakeholder ensuring the enhanced quality of service while reducing bureaucratic pressures from employees also